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Business Talk Podcast Special Coverage

We are excited to announce that BusinessWest has launched a new podcast series, BusinessTalk. Each episode will feature in-depth interviews and discussions with local industry leaders, providing thoughtful perspectives on the Western Massachuetts economy and the many business ventures that keep it running during these challenging times.

Go HERE to view all episodes

Episode 237: June 23, 2025

George Interviews Jeffrey Fialky, Managing Shareholder, Bacon Wilson, P.C.

On his fourth time as a finalist, and 17 years after being named to the 40 Under Forty class of 2008, Jeffrey Fialky was named BusinessWest’s Alumni Achievement Award winner for 2025. On the next episode of BusinessTalk, Jeff talks to BusinessWest’s George O’Brien about his expansive role as managing shareholder at Bacon Wilson, the changes and challenges taking place these days in the law sector, and his longtime commitment to community service. It’s must listening, so tune into BusinessTalk, a podcast presented by BusinessWest.

Also Available On

40 Under 40 Class of 2025 Event Galleries Special Coverage

View the Photo Gallery of the June 19, 2025 Event Here:

40 Under Forty was launched in 2007 to honor young professionals in Western Massachusetts, not only for their career achievements, but for their service to the community. Winners hail from a host of different industries. Many are advancing the work of long-established businesses, while others have created their own entrepreneurial opportunities. 

Meet the class of 2025 and read their stories below.

You can view the interactive flipbook HERE

Olivia Calcasola
Tatiana Cole
Tatiana Cole
Sherleen Crespo
Chelsea Depault
Chelsea Depault
Amber Estelle
Paris Felogloy
Maureen Freniere
Koby Gardner-Levine
Diana Guzman
Angela Hansberry
Angela Hansberry
Brenton Jenkins
Tashea Jenkins
Tashea Jenkins
Sarah Lapolice
Shannon Lynch
Mia McDonald
Dr. Nathan Macedo
Liz Martinek
Liz Martinek
Jessica Menard
Kate Minifie
Jason Moran
Jason Moran
Dr. Divya Mudumba
Dr. Divya Mudumba
Marc Murphy
Geoff Naunheim
Geoff Naunheim
Kerry Parsons
Brigid Owino
Jennifer Reynolds
Catherine Rioux
Lidia Rodriguez
Kashawn Sanders
Davis Snow
Davis Snow
Nicole Taylor
Savannah Taylor
Victoria Thompson
Victoria Thompson
Kerri-Lynn Tichy
Vadim Tulchinsky
Vadim Tulchinsky
Dr. Allison van der Velden
Mydalis Vera
Matthew Waldrip
Elizabeth Wambui
Elizabeth Wambui
Janna White

Presenting Sponsor:

Partner Sponsors:

Building Trades Special Coverage

Golden Opportunity

From left, Heather Roy, marketing and communications specialist; D’Lynn Healey, project executive; Bryan Hughes, president; and Ed Ackley, general superintendent.

From left, Heather Roy, marketing and communications specialist; D’Lynn Healey, project executive; Bryan Hughes, president; and Ed Ackley, general superintendent.

Bryan Hughes says Western Builders has marked its 50th anniversary in several different ways — from a gathering of employees and their families at a local restaurant,to postings on social media celebrating both employee and company milestones, to a new, temporary logo marking the occasion.

And there’s more to come, with a larger gathering slated for September at the company’s Granby headquarters for employees, clients, subcontractors, and more.

But in many ways, it’s been business as usual for this construction firm, which is not the same thing as business as it was done in 1975, or even 2005.

“In decades past, business was generally done with a handshake,” said Hughes, who took over as company president in 2022. “And the new way of delivering a project is more managerial in a sense; when people come to Western, they’re paying for a partnership in solving problems, forecasting challenges, and addressing them.”

Creating more value for clients is just one of the focal points for Hughes and the leadership team at Western, a subsidiary of the O’Connell Companies.

“In decades past, business was generally done with a handshake. And the new way of delivering a project is more managerial in a sense; when people come to Western, they’re paying for a partnership in solving problems, forecasting challenges, and addressing them.”

Overall, the company is in a growth mode — let’s call it a controlled growth mode — fueled by several factors, but especially the region’s (and the state’s) housing crisis. Indeed, many of the firm’s current projects involve initiatives to address an extreme shortage of housing, especially within the affordable category. These include:

• Phase 2 of South Holyoke Homes, a modular construction project led by the Holyoke Housing Authority that features single-family homes and duplexes;

• Baskin West Main Residences, a 105-unit, mixed-income apartment complex being undertaken by Brisa Builders Development;

• Amethyst Brook Apartments, an affordable housing community in Pelham being undertaken by Home City Development; and

• An expansion of Clinical & Support Options’ Friends of the Homeless campus on Worthington Street in Springfield, a 23,974-square-foot facility that will provide critical shelter and supportive housing to individuals experiencing chronic homelessness.

Meanwhile, several projects completed recently involve housing — everything from East Gables, an affordable housing project on Northampton Road in Amherst undertaken in collaboration with Valley CDC, to Aspen Heights, a student housing apartment facility, also in Amherst.

The housing crunch is not a problem that will be solved quickly or easily, said Hughes, adding that this reality should provide ongoing growth opportunities for a firm that has made its mark in that arena.

“The way the crisis is described to us by local, state, and federal officials is that it will be a never-ending challenge to overcome,” he noted, adding that, as the Commonwealth and local agencies ranging from Way Finders to Home City Development address the crisis, Western will have opportunities to not only do more work in the 413, but expand its service radius as well.

Among the many projects in the Western Builders portfolio is renovation work at the Naismith Memorial Basketball Hall of Fame. (Photo by Red Skies Photography)

Among the many projects in the Western Builders portfolio is renovation work at the Naismith Memorial Basketball Hall of Fame. (Photo by Red Skies Photography)

“We definitely have a local edge, with local subcontracting partners and local relationships and clientele — that’s why we’re Western Builders, because we typically stay in Western Mass.,” Hughes explained. “But part of the future vision of the company is to push the limits there a little bit, because the housing crisis isn’t limited to Western Mass.

“Moving forward, we want to grow the company at a comfortable clip — we want to be able to sustain our methods and our confidence in ourselves,” he went on. “But I think we’re ready to take on more.”

Any firm marking 50 years has survived many kinds of challenges, and that’s true of Western as well, which has weathered downturns and a Great Recession, but also a pandemic and ongoing workforce issues, including the need to replace the many talented workers approaching, or already at, retirement age.

Like other firms, it is taking a proactive approach to the problem, as we’ll see, promoting the trades and getting young people involved early, giving them a taste of the work as well as the financial rewards and relative stability of the sector.

For this issue and its focus on the building trades, we’ll look at the first 50 years for Western Builders and what will likely come next at a time when some golden opportunities are emerging.

 

Firm Commitment

Tracing the history of the firm, D’Lynn Healy, project executive, said it was created by O’Connell to work with the company’s development group and also with local private colleges and development companies.

And from the beginning, diversity, in all its forms, has been perhaps the company’s strongest suit.

Indeed, while it’s perhaps best known for wood-frame construction — as seen in projects ranging from phase 1 of Glenmeadow in Longmeadow to transformation of the former Yankee Pedlar in Holyoke into a PeoplesBank branch; from River Mills Assisted Living in Chicopee to restoration of the historic Gaylord mansion on the Elms College campus — it has worked with stone and steel as well.

Indeed, the portfolio includes projects like Way Finders’ new home in downtown Springfield, the Educare early learning facility, also in Springfield, and renovation work on the Naismith Memorial Basketball Hall of Fame, including refurbishment of the sphere, which involved removing thousands of fiberglass panels and resurfacing them, but also extensive interior renovations.

The PeoplesBank branch in the former Yankee Pedlar in Holyoke. (Photos by Red Skies Photography)

The PeoplesBank branch in the former Yankee Pedlar in Holyoke. (Photos by Red Skies Photography)

Work in the Health Sciences building at American International College (right) showcase the diversity of projects in the Western Builders portfolio. (Photos by Red Skies Photography)

Work in the Health Sciences building at American International College (right) showcase the diversity of projects in the Western Builders portfolio. (Photos by Red Skies Photography)

Beyond diversity with materials, the company has worked in several sectors, including public and private clients, new construction as well as renovations, such as at Elms College, and different realms, everything from housing to the new Phoenix Academy Public Charter School at the Springfield Technology Park, to emergency renovations to the Courniotes Building at American International College (AIC) after a fire there.

“Our focus can remain in housing, but we want to emphasize diversity,” Hughes said. “We’ve won some hard-bid projects for public work, which has helped us diversify in our project types. We’re back at some institutions, like AIC and Smith College, building on existing relationships.”

Signature projects over the past five decades, and there are many, include work with O’Connell Development to build a new 152,000-square-foot, LEED-certified manufacturing facility and corporate headquarters for L3Harris Integrated Mission Systems/KEO, formerly Kollmorgen, at the site of the former Northampton State Hospital; the Educare facility, considered state-of-the-art in that sector; the work at the Hall of Fame; the new Girls Inc. headquarters in Holyoke, located, ironically, in the former home of the O’Connell Companies; and the Holyoke Crossing retail facility in Holyoke, another project where O’Connell Development was the client.

Today, Western is doing far less for O’Connell and much more with a growing list of clients, many of them involved with housing, including Way Finders, Valley CDC, Home City Development, and others.

A common denominator is repeat business, said Healey, adding that clients such as Way Finders, American International College, PeoplesBank, and others have turned to Western for several different undertakings.

“A lot of clients are repeat clients that we’ve worked with,” she explained, adding that one of the firm’s strengths is relationship building. “When these clients have another project, they reach out to us.”

And much of this repeat business stems from the firm’s ability to create value and effectively manage projects, as Hughes mentioned earlier.

“It used to be … construction was definitely a ‘work-harder industry,’” Healey explained. “Now, we’ve finally acquiesced and realized that we have to work smarter and not just harder. You have to be strategic, and you have to plan — you have to make sure that you have everything lined up before you start working.”

 

Building Relationships

As noted earlier, housing has become a major focal point for Western over the past few decades as need grows and agencies take imaginative steps to address it. And the company has several projects in this realm in various stages of development.

Amethyst Brook should be fully occupied by the end of this month; the projects in Chicopee (Baskin West Main Residences) and Springfield (expansion of the Friends of the Homeless complex) are in early-stage work, while the Holyoke initiative is moving toward completion, with the Holyoke Housing Authority now running commercials urging people to enter the lottery to purchase those homes.

That Holyoke project represents a first — working with modular construction, said Hughes, adding that it has been a learning experience.

“Boxes are prefabricated in Pennsylvania and shipped to Holyoke and put together as side-by-side townhomes,” he explained, adding that the process significantly streamlines the timeline for construction.

“It’s nice to see an emphasis on the trades. You see commercials about it, you hear the unions talk about it, the non-unions talk about it … anyone in the trades can be, if they want to apply themselves, as successful as someone who wound up with a giant college loan that they have to pay back and may or may not be able to work in the field they trained for.”

Meanwhile, many initiatives, including one of the buildings at Amethyst Brook as well as East Gables in Amherst, involve what’s known as passive housing, a voluntary standard for energy efficiency in a building that has surpassed LEED as the cutting edge in that realm.

“There are more passive houses in development and pre-construction because that’s the popular trend moving forward with energy efficiency and sustainability, which is what clients want,” Hughes said. “But there’s also a code aspect — client developers need to meet the Massachusetts Stretch Energy Code, which is one of the most stringent in the country.”

Beyond housing and the growth opportunities it presents, the company has been focused on relationship building — continuing long-standing partnerships and forging new ones — and also on perhaps the biggest issue facing this sector — maintaining a workforce.

Indeed, since arriving at Western, Hughes said one of his priorities has been to generate interest in the field among the younger generations.

He cited several initiatives, including work with Dean Tech High School in Holyoke, hiring co-op students to work for the company part-time at job sites while also attending school.

“It’s been cool to see that youthful excitement about construction,” he said, adding that, by exposing young people early to the lifestyle and opportunities the trades create, the firm is helping to put more future workers into the pipeline.

Ed Ackley, the company’s long-time general superintendent, agreed.

“The workforce is aging, and it’s retiring out,” he said. “So one of things we’ve been doing is trying to attract young people as project managers and assistant superintendents in hopes that they can gain experience, so by the time they become a super, they’re as effective as the seasoned personnel we have now.

“It’s nice to see an emphasis on the trades,” Ackley went on. “You see commercials about it, you hear the unions talk about it, the non-unions talk about it … anyone in the trades can be, if they want to apply themselves, as successful as someone who wound up with a giant college loan that they have to pay back and may or may not be able to work in the field they trained for.”

And, unlike jobs in many other fields that face uncertain futures with advancing technology, including AI, those in the trades are relatively secure, Hughes told BusinessWest. “You can’t ask ChatGPT to build a masonry wall.”

 

Law Special Coverage

Protecting Your Assets 

By Tyler W. Humphrey, Esq.

Protecting your assets is not just a matter of securing wealth for the next generation. It also ensures that your hard-earned assets are shielded from legal risks, liabilities, and other unforeseen events.

In a world where lawsuits, creditors, and volatile economic shifts can threaten your wealth, proactive asset protection is essential. Whether you’re a business owner, investor, professional, or simply someone looking to secure your family’s future, protecting your assets isn’t just wise, it’s necessary.

While there is no one-size-fits-all solution to protect your assets, this article can help you formulate a plan utilizing a combination of strategies, including estate planning and business solutions, that can offer substantial protection of what you and your family have worked so hard to build.

 

Understanding Asset Protection

Before exploring the specific tools available, it is important to understand what asset protection is and why it is so important. Asset protection involves using strategies and structures established through various legal instruments to reduce or mitigate the risk of losing valuable assets due to lawsuits, debts, or other liabilities.

Some common risks include:

Creditors. In the case of default on loans or other debts, creditors may seize personal or business assets to recover what is owed. Even loans secured by a specific asset, such as real property subject to a mortgage, may put your other assets at risk if the sale of the secured asset is insufficient to satisfy the debt.

Lawsuits. Individuals and businesses can be the targets of lawsuits and other claims. Regardless of whether the plaintiff’s claims are valid or frivolous, an adverse judgment may expose assets to liens or seizure.

Divorce. In the case of divorce, the resolution of the petition will often require, sometimes by court order, the equitable division of marital assets. This can include assets acquired by one party before the start of the relationship.

Governmental risk. Long-term care, especially nursing home care, can come with a substantial cost. Many people assume Medicare will cover these expenses, but Medicare does not pay for long-term custodial care. That’s where Medicaid (MassHealth) comes in. However, qualifying for coverage comes with strict income and asset limits. In Massachusetts, a single applicant is allowed to keep only $2,000 in countable assets, and those assets are subject to a five-year look-back period.

“Trusts are among the most powerful tools in estate and asset protection planning. A trust is a legal arrangement where a trustee holds and manages assets on behalf of a beneficiary.”

 

Estate Planning and Trusts: Building a Legal Wall Around Your Wealth

Trusts are among the most powerful tools in estate and asset protection planning. A trust is a legal arrangement where a trustee holds and manages assets on behalf of a beneficiary. There are many types of trusts, each with their own benefits and limitations:

Revocable living trusts. Their primary use is estate planning and probate avoidance. It offers limited asset protection during your lifetime because you maintain control, but it ensures privacy and smoother transfer of assets upon death.

Irrevocable trusts. Their primary use is asset protection and tax planning. Once assets are transferred, you relinquish control, making them inaccessible to creditors. Common types include spousal lifetime access trusts, which offer access to assets through a spouse while maintaining protection, and Medicaid trusts, which protect assets from being counted for Medicaid eligibility.

Credit shelter and QTIP trusts. For married couples, particularly those with estates approaching or exceeding $2 million, credit shelter trusts and QTIP trusts can minimize taxes while protecting surviving spouses. Their primary use is to preserve the estate tax exemption of the first spouse to die and provide support to the surviving spouse. They offer no asset protection during your lifetime because you maintain control, but they preserve both spouses’ estate tax exemptions and protects assets from remarriage, creditors, and spend-down.

Other estate planning essentials include:

• Durable power of attorney, which empowers a trusted person of your choosing to manage finances if you become incapacitated;

• Healthcare proxy and living will, which clarifies medical wishes and avoids court intervention; and

• Homestead declaration (in Massachusetts), which protects up to $1 million in home equity in your primary residence from creditors.

 

Corporate Entities: Separating Personal and Business Liabilities

In addition to an estate plan to protect your personal assets, it is necessary to consider how to protect and preserve your business assets. Operating your business or managing investments through the right entity can provide a crucial layer of protection.

For business owners and real estate investors, placing assets in separate LLCs or entities can shield personal wealth from business liabilities. It is also important to consider agreements between co-owners of a closely held company so that the business interests themselves are not subject to claims by non-owners.

Limited liability companies (LLCs) shield personal assets from business liabilities and offer flexible taxation, as they can be taxed as a sole proprietorship, partnership, or corporation.

Corporations (C-corps and S-corps) protect shareholders from corporate debts and obligations, while S-corps have the advantage of pass-through taxation with liability protection.

 

Combining Strategies for Maximum Protection

The most effective asset protection plans layer several strategies. For instance, a business owner might:

• Hold rental properties in separate LLCs;

• Utilize a shareholder agreement to ensure all corporate interests are free from seizure and stay within the current ownership group; and

• Establish a credit shelter and QTIP trust to minimize estate tax and protect assets for their surviving spouse.

 

Bottom Line

Asset protection is most effective when implemented early, well before a problem or disagreement arises. By combining these tools, you can create a robust defense against risks while maintaining control or flexibility.

Asset protection isn’t about hiding wealth; it’s about responsibly managing risk and preserving what you’ve built. With the right combination of trusts, business agreements, insurance, and estate planning tools, you can create a legal and financial structure that defends your assets against potential threats while supporting your long-term goals.

Consult with one of Bacon Wilson’s qualified estate planning or commercial attorneys to tailor a strategy that fits your specific situation and goals. Even if you have a plan in place, it is crucial to review your plan regularly to ensure it remains in compliance with constantly changing laws and regulations. Asset protection may seem daunting, but with the right advisor and proper planning, you can enjoy peace of mind knowing your legacy is secure.

 

Tyler W. Humphrey is an associate with the law firm Bacon Wilson, P.C. He concentrates his practice in the areas of estate planning, elder law, probate administration, and business and corporate law. Humphrey is admitted in Massachusetts and Connecticut, as well as the U.S. District Court of Connecticut; (413) 781-0560;
[email protected]

Special Coverage Wealth Management

Bumps in the Road

Pat Grenier says investors worried about market volatility shouldn’t panic, but instead seek competent advice.

 

Early April was an anxious time for many investors, but not a surprising one for the advisors they rely on.

“We prepped for a volatile market this year,” said Pat Grenier, owner and principal at Grenier Financial Advisors in Springfield. “We thought the market was high. We thought there would be a pullback. We didn’t expect the amount of volatility that we had, but we did expect a little bit of a pullback.”

The early months of the Trump administration have impacted the markets in a number of ways, particularly with an aggressive series of tariff decisions — some in force, some only threatened as negotiating tools — that have triggered fluctuations in the stock market and plenty of client phone calls to investment firms. But Grenier isn’t overly concerned, especially as things are calmer now.

“To me, this is more of an event-driven gyration. Even though we did expect some pullback, I think a lot has to do with all the negative talk about tariffs,” she explained. “So, one of two things is going to happen. The tariffs are going to work out, and the market’s going to do well. Or tariffs are not going to work out, and then the market will adjust and eventually do well. So I’m not negative.

“I think people should not panic,” she went on. “I think they should seek competent advice and not assume things. We’re bombarded 24-7 with news bites, but they’re just news bites. They don’t tell you the whole story.”

“We didn’t expect the amount of volatility that we had, but we did expect a little bit of a pullback.”

Jeff Liguori, executive vice president and senior portfolio manager at Bradley, Foster & Sargent in Hartford, Conn., had similar feelings as the calendar turned.

“At the end of 2024, the optimism was pretty excessive. Everything had gone up. People were feeling really good about the market; it was up 20-odd percent from previous years. There was almost too much enthusiasm.”

So a correction was likely, even if some of the forces generating it were questionable, he added. “Economically, tariffs can be so excessive that it’s not healthy for the economy. But when we were in the throes of that, we told clients, ‘this is a manufactured crisis; it can easily be turned around with a stroke of a pen, or with potential legal roadblocks.’ And that’s how it played out.

Jeff Liguori

Jeff Liguori

“The data is 100% in your favor. Nothing ever goes straight up. We’ve lived through most of these crises — the housing crisis, the tech bubble, the Great Recession. All of those, time and again, have been incredible buying opportunities.”

“After a while, it’s been less of what we consider a headline risk. Before, when every headline came out, stocks reacted instantaneously. Over time, we’ve come out of that, and now people are asking how much of this is really going to materialize.”

That said, taking a sanguine view of the long-term health of the markets is much easier when the tides are calm than when they’re volatile, Liguori noted.

“But the data is 100% in your favor. Nothing ever goes straight up. We’ve lived through most of these crises — the housing crisis, the tech bubble, the Great Recession. All of those, time and again, have been incredible buying opportunities. It’s almost like, if there’s no pain, there’s no gain.”

 

Risks and Rewards

Tim Suffish, senior vice president and head of equities at St. Germain Investment Management in Springfield, said it’s important that investors understand the long-term nature of the firm’s strategies and how it approaches the market — and its inevitable shifts.

“If we’re doing our job well, we have a conversation with our clients up front about the risks and rewards of various asset classes,” Suffish explained. “Cash is the only asset that does not go down, but cash yields very little. Your checking or savings account is guaranteed by the FDIC, and you might get half of 1% a year. But it’s not going anywhere.

“On the other end of the spectrum, stocks are for the long term, and by looking back a few years, you can see what can happen with stocks. Right after COVID hit, stocks were down 35% in one month. It was one of the worst months ever for the markets. Of course, the economy got flooded with stimulus and low interest rates and bounced back.”

Tim Suffish

Tim Suffish

“We’ve been through it before, and the volatility and the drawdowns happen. The reasons may be different each time, but the global economy is resilient.”

That said, “when you talk about volatility, people need to know what to prepare for. If you can prepare for it, history shows you’ll be rewarded by taking on some risk.”

To explain, Suffish took a quick tour through the past 25 years of market-jarring events, and why risks tend to be short-term and rewards longer-term. The dot-com crash of 2000-01 saw the market down 50%, as did the housing boom and bust and resulting global financial crisis in 2008-09. China-related trade concerns in 2018 caused another 20% drawdown, followed by that 35% COVID-driven drop in 2020, and another 18% hit in 2022 caused by inflation concerns.

“Even with all that volatility and scary drawdowns — and these are not 5% moves in the market that, if you squint at your monthly statement, you don’t notice it; these are big numbers that you do notice — the stock market still averages, over that time frame, going back to 2000, about 7% a year.

“So the market historically rewards you for taking risks,” Suffish went on. “Taking risks is really the only way you’re going to get those rewards, and the rewards tend to be proportionate with your risk. So part of our counsel to clients who are nervous in a time like this is that it’s more than likely a repeat of what we’ve seen over the past 20, 25 years. We’ve been through it before, and the volatility and the drawdowns happen. The reasons may be different each time, but the global economy is resilient.”

Liguori agreed. “We have this philosophy that, when the market gets rocky and volatility increases, there’s always a reason for it, whether it’s something macroeconomic or, in this case, a combination of political and macroeconomic factors. We’ll hear clients say, ‘this time, XYZ is different than the last time.’ Yes, whatever is causing the volatility might be different, but the reaction is always the same. Economic decisions are being made by humans, and humans always act the same way.”

That said, he continued, it can be beneficial to be more aggressive when the market drops.

“No one wants to lose money, even if it’s just on paper. But if I’ve done my job and the market is down 20 but you’re down 10, maybe increase your exposure a little. If we look at the stock market in a broad sense, the time to be more aggressive on equities or stocks is at the point when humans feel really uncertain. It’s a contrarian way to look at it.”

 

Planning for Life

That long-range view of investments plays into how those we spoke with handle clients; they’re plotting out a path where investments will meet the various needs of life — a home purchase, college education, retirement — both now and well into the future.

“We have to know the client really well,” Grenier said. “Sometimes we know them better than their own family knows them. We have to know what makes them tick, what their goals are, what their aspirations are, what they want from a value perspective, what their values are, so that we can kind of guide them and use the investments as a tool to get them where they want to be. We do so much hand-holding for clients.”

A client’s portfolio can employ a range of vehicles, from mutual funds to stocks, bonds, and annuities.

“When somebody comes here, we want to make sure that they’re well taken care of and that the risks that they face are minimized,” Grenier went on. “And you have to acknowledge that they are nervous, and it is nerve-wracking, when you see the market gyrate the way it has. Nobody likes to see the value of their portfolio come down. So what I try to do is acknowledge that, ‘yes, I get it,’ and then I try to put it in perspective for them.”

Like Liguori, she said those nervous times can be an opportunity.

“We know the market is resilient. And when the market is down the way it was at the beginning of April, I used it as an opportunity to add because we were buying good companies on sale. We added in where we could.”

That said, clients who are closer to retirement — or already there — will be less likely to tolerate risk.

“If they are going to depend on their investments for a good portion of their living expenses, their livelihood, then you have to be more conservative with their investments,” Grenier said. “We’ve been using some buffer programs that kind of make sense — it does cap the upside, but it protects the downside.”

Suffish said portfolio diversification is the best path to enhanced returns while reducing risk.

“When you have diversity in asset classes that are not perfectly correlated, you can build that portfolio,” he explained. “Last year, large cap U.S. stocks were up 20%, but bonds were about flat on the year. But by mixing the asset classes — U.S. equities, foreign equities, bonds, cash, maybe some precious metals — these assets are not perfectly correlated with each other, so you get the blended return. But you also get the blended volatility or risk, which benefits the portfolio.”

Whatever the circumstances in the market, all those we spoke with said that those who start investing early in life — in their 20s and 30s, as opposed to 40s, 50s, or later — can exercise a greater degree of risk taking.

“A younger investor can afford to be more aggressive, can afford to be more speculative. They’re not going to feel the consequences for a long time,” Suffish said. “Our typical client is close to retirement or in retirement, so they need to be diversified and take the sharp edges off off the market downturns.”

Grenier agreed. “The earlier you start, the better, because you have time on your side. If you look back at the market throughout the years, there have been so many gyrations, and you might be caught in a point where the market is down. But if you’re looking at it long-term, it has only gone up.”

 

Community Spotlight Special Coverage

Community Spotlight

Amanda Roy, center, with several staff members at the Better Bean coffee shop on Main Street in Monson.

Amanda Roy, center, with several staff members at the Better Bean coffee shop on Main Street in Monson.

 

Amanda Roy likes to say the devastating ankle injury she suffered in 2021 when she missed the last step at her house didn’t happen to her; it happened for her.

That mishap left her in a wheelchair and facing a lengthy recovery period, which she chose to spend with her parents, in the Monson home where she grew up. And while recovering, she spent a lot of time thinking about what the next chapter in her life would look like and where it would play out.

She ultimately decided it would look somewhat like a previous chapter, when she spent 10 years operating a coffee shop in Plymouth, but with some real changes (more on those later). As for the place … she chose downtown Monson with the thought that this would be a short-term gig.

But things changed, and quickly.

“I thought, ‘I’m going to open a coffee shop, and when I get better, I’m going to sell it, move back to Plymouth, and get on with my life,’” said Roy, who opened the Better Bean in the summer of 2023, when she thought she was recovering from that ankle injury. Instead, she was told she would need a replacement. And while getting it and some subsequent surgeries, she made the decision to get on with her life in her hometown. She’s making the Better Bean one of the more intriguing business stories in this community, while she and her boyfriend build a house there.

These developing stories are just a few of many in this town of just over 8,000 people. Others include:

• Progress with the redevelopment of the sprawling Monson Developmental Center (MDC) site. The board of Westmass Area Development Corp. is expected to vote soon on a proposal to acquire a 100-acre portion of the site with the intention of redeveloping it for housing and related purposes;

• Renovation and expansion of the town’s fire station;

• A town meeting vote to move from three selectmen to five;

• Continued growth of what would be called agritourism, with businesses such as Silver Bell Farms, Echo Hill Orchard, Westview Farms Creamery, and others, which grow and sell everything from apples to Christmas trees to wine to ice cream, and draw people from across the region and beyond; and

• Anticipation and excitement concerning the planned east-west rail station in Palmer, which has the potential to make Monson a more popular place to live for those who work in Greater Boston but can’t afford home prices in the capital area.

“It’s still costs a lot to build a house, but from a value standpoint, this is an opportunity to bring people here, and when individuals move in, now you have an opportunity for another restaurant or two, and then businesses will look at Monson as a vibrant place to move to.”

Westmass President and CEO Jeff Daley said the board is expected to vote by the end of this month on a proposal to acquire a section of the MDC property, on which he envisions a ‘village concept’ for the parcel, which represents a new and intriguing opportunity for the agency.

“What we’ve done in the past has been mostly commercial and industrial-type projects,” he said, noting industrial park projects in cities like Westfield, Agawam, and Chicopee, as well as redevelopment of the massive Ludlow Mills complex in Ludlow, which includes large housing components. “We’ve worked with partners on housing in the past, and housing is definitely a need, and the demographics of Monson have been changing; housing would be a good fit at that location.”

The MDC was among many state-owned properties featured in a recent showcase of parcels available for housing development that hosted the Healey administration, said Jenn Wolowicz, Monson’s town administrator, noting that, while there are several potential future uses, housing, especially affordable and 55-and-over housing, are critical needs.

One of the long-shuttered buildings at the Monson Developmental Center, which is moving closer to redevelopment, with housing as one of the likely new uses.

One of the long-shuttered buildings at the Monson Developmental Center, which is moving closer to redevelopment, with housing as one of the likely new uses.

“As of April 30, our population of seniors is 33% of our overall population,” she explained. “We have a lot of people living in single-family homes, their children are grown, and they’d love to be able to downsize to a townhouse-type unit, and we’ve made sure that this is something that’s being heard by Westmass.”

As for east-west rail, Jim Przypek, CEO of the Quaboag Hills Chamber of Commerce, which serves 15 communities, including Monson, said that service will benefit many of the communities in the Quaboag region simply by making them more accessible.

“The trend of people moving out of Eastern Mass. and migrating farther and farther west will continue and be accelerated by east-west rail,” he said, adding that rail service will make it easier to live in those towns but still work in Boston or Hartford.

For this latest installment of its Community Spotlight series, BusinessWest turns its lens on Monson, the picturesque town roughly halfway between Springfield and Worcester that has established its own identity.

 

Developing Stories

Mike Rouette grew up in Monson, and it has remained his home. He described it as the “perfect place to raise a family,” and a community where people team up to get things done, right down to planning and executing the Fourth of July parade and fireworks.

“Everyone pitches in and does what needs to be done to keep the town vibrant,” said Rouette, executive vice president and chief operating officer at Monson Savings Bank, who, as he surveys the landscape, sees both challenges and opportunities for the town.

The challenges are similar to those facing other rural communities in that area, including the loss of manufacturing jobs — plants once made everything from hats to toilet seats here — as well as retaining existing businesses and grappling with declining enrollment in local schools stemming from school choice and other contributing factors.

“It’s not easy to access Monson,” he explained. “Sometimes, people tend to look at Monson, from a Springfield standpoint, as if Wilbraham Mountain is almost like a Great Wall of China — it’s ‘over there.’”

As for opportunities, they mostly involve abundant land (although much of it is on hillsides) and still-affordable buildings lots, at least when compared to towns to the west (like Wilbraham, Hampden, and East Longmeadow) and to the east (Sturbridge and Auburn).

“There’s an opportunity there that the town should take advantage of,” Rouette said of lot prices. “It’s still costs a lot to build a house, but from a value standpoint, this is an opportunity to bring people here, and when individuals move in, now you have an opportunity for another restaurant or two, and then businesses will look at Monson as a vibrant place to move to.”

Meanwhile, the MDC site provides a wealth of opportunities — much like the site of the former Belchertown State School has — for creative reuse, everything from housing to commercial sites to Rouette’s vision of a regional high school that would serve Monson and Palmer and help keep students in those communities.

The MDC, which closed in 2012, was spread over more than 650 acres. A large portion of the property will be transferred to the Massachusetts Department of Fish and Game to become a wildlife management area, said Wolowicz, adding that Westmass could become the developer of the remaining 100-acre parcel, where the hospital buildings and other facilities still stand.

“We would be demoing the hospital buildings and doing a mixed-use development with quite a bit of housing,” said Daley of plans that are still being formalized and, of course, contingent on the upcoming vote of the board. “We’re proposing that it would be affordable, market-rate, and workforce, to make sure that people can come into town if they want, or upsize or downsize in the town of Monson, as well as potentially some retail and commercial use to create a village atmosphere, as opposed to just coming in and putting some buildings up.

“We really want to respect the town of Monson and the surrounding communities, and that’s why we’re proposing something with more of a village feel rather than just putting up ranch homes or duplexes,” he went on. “This would be more strategically thought out … a village concept where people could still enjoy that rural farm life, if you will, in Monson, while also creating a new development for housing upgrades for people who want to get out of their homes, as well as workforce housing. This could be a game changer for Monson, Palmer, and the surrounding communities.”

 

Bean Optimistic

The staff at the Better Bean likes to get creative and theme its specialty drinks and other fare.

Such was the case last fall, with a two-month salute to Gilmore Girls and the small, fictional Connecticut town called Stars Hollow, where the show takes place.

“Stars Hollow looks a lot like Monson,” said Roy, referencing both her coffee shop and Dan Grieve Park, across the street from the shop, and its gazebo, which is very similar to the one in the show.

Monson at a Glance

Year Incorporated: 1775
Population: 8,150
Area: 44.8 square miles
County: Hampden
Residential Tax Rate: $14.87
Commercial Tax Rate: $14.87
Median Household Income: $52,030
Median Family Income: $58,607
Type of Government: Select Board, Open Town Meeting
Latest information available

The park, complete with several Adirondack chairs and benches, is quite popular with Better Bean clients, most of them regulars, said Roy, who chose a grab-and-go format rather than seating, one of many lessons she took from her time in Plymouth, which was split between two locations.

The first was a kiosk inside a Registry of Motor Vehicles office, and the second was a much larger space in the same industrial park, “with seats and a public bathroom and a big menu … and I burned myself right out,” she said, adding that she sold that enterprise six months before COVID arrived.

“Someone was looking out for me big time, because I can’t imagine being that burned out and having to deal with COVID,” she said, adding that her ankle injury brought her back to Monson and, eventually, to a storefront — the same one her father operated a realty office out of when she was young — on Main Street.

Learning her lesson from Plymouth, she created a place that’s not too big or too small, although it’s been cramped since she opened, so she will soon take over the space next door (the former Petal and Wren flower shop, which relocated) and will use the back for storage and the front for a small gift shop, something she said the town needs.

Overall, Roy told BusinessWest, the downtown has lost some storefronts — a cannabis shop closed recently, for example — but it remains an emerging destination.

Wolowicz agreed, but noted that the town’s business community is diverse, with many ventures existing in the agritourism and hospitality spaces.

“We have quite a few people who are being very creative when it comes to what their land is used for, be it what they’re growing or their animals,” she said, adding that one of the priorities for town officials has been to promote the preservation of farmland and, overall, a healthy rural community.

The Monson Agricultural Commission goes about this work in many ways, she said, listing everything from Right to Farm bylaws, which protect farms from noise, odor, and other complaints, to a farmers market event with live music and more than a dozen local vendors, including farms, bakeries, and artisans; the next such event is slated for Sept. 13.

“The town of Monson supports its commercial farms,” Wolowicz said, “and wishes to ensure their continued existence and positive impact on the town economically, ecologically, and socially.”

Przypek, who came to the chamber after a lengthy stint with the Basketball Hall of Fame in marketing and sponsorships, and then several years as general manager of the Three County Fairgrounds, agreed, noting that agritourism has become a large part of Monson’s identity as it transitions away from its manufacturing heritage.

“Businesses like Silver Bell Farms and Echo Hill and Westview Farms Creamery are thriving, and they bring people from all over to Monson,” he said, adding that new businesses downtown, like the Better Bean, do the same.

 

Business Talk Podcast Special Coverage

We are excited to announce that BusinessWest has launched a new podcast series, BusinessTalk. Each episode will feature in-depth interviews and discussions with local industry leaders, providing thoughtful perspectives on the Western Massachuetts economy and the many business ventures that keep it running during these challenging times.

Go HERE to view all episodes

Episode 236: June 9, 2025

George Interviews Jim White and Gary Stone, Founders and Partners, Go Graphix

Jim White and Gary Stone were working in sales and marketing for a medical device manufacturing company when they decided they’d had enough of the long hours, travel, time away from home, and large amounts of stress. So they traded all that for starting their own business — the multi-faceted marketing company Go Graphix — and wound up with less travel, more time at home, but a different kind of stress. Twenty years later, they’ve transformed the company into one of the better entrepreneurial success stories in the region, while also transforming vehicles — and the walls and entranceways of businesses and athletic offices across the country — into branding tools. On the next episode of BusinessTalk, Jim and Gary talk to BusinessWest’s George O’Brien about all that and more. It’s must listening, so tune into BusinessTalk, a podcast presented by BusinessWest.

Features Special Coverage

Filling in the Canvas

Raipher Pellegrino stands near the huge curved window on the second floor of the property at 280-302 Worthington St., known as the Underwood Building.

Raipher Pellegrino stands near the huge curved window on the second floor of the property at 280-302 Worthington St., known as the Underwood Building.

 

Raipher Pellegrino paused at the huge, curved second-floor window facing the corner of Worthington and Dwight streets.

“How’s that for a view?” he asked rhetorically, noting that it’s been quite some time since anyone — other than those he’s had out for tours — has looked out that window, some recent history he intends to change.

Indeed, he envisions a Pilates studio, a gym, or something similar on the second-floor space at 280-302 Worthington St., a property known as the Underwood Building, which has been vacant or mostly vacant for more than decade. And that space is just part of a much larger canvas that Pellegrino, the noted personal injury lawyer and real estate developer, working in partnership with his brother, Joseph, and the city of Springfield, is intent on filling in.

While doing so, he’s writing the intriguing next chapter in the history of what has been called (and is still called, even though it hasn’t lived up to the title) Springfield’s ‘entertainment district.’

This is the Worthington Street corridor, specifically the blocks just west of Dwight Street. It has been growing increasingly quiet over the past decade or so as restaurants, clubs, other businesses, and even a nonprofit (Suit Up Springfield) have shuttered or moved. The closing of Dewey’s Jazz Lounge last month was just the latest blow for the area.

It was with the intent of reinvigorating that corridor that Pellegrino and his brother acquired the three buildings east of Duryea Way at auction in 2021. With support from the city in the form of a $2.5 million grant and infrastructure improvements, Pellegrino is filling in his canvas.

Some of the spaces have been filled, like Petra Hookah Lounge, which features Mediterranean food and reopened last fall in extensively renovated space. Others are nearing completion, such as the new restaurant called Mamou, to be owned and operated by the chef at the former Chef Wayne’s Big Mamou, set to open this summer. And still others, including three more restaurants, a music venue to host between 250 and 400 people, and other businesses, like that projected Pilates studio, are still weeks or months away. Meanwhile, several residential units have been renovated, and more will be added to the mix.

“I think it’s vitally important to bring this area back — it raises the quality of living for those living downtown, and it provides places for people to go and eat. That was my desire with this, and it’s a much more difficult project than I think anyone envisioned, but I think we’re starting to see it evolve, and we’re seeing a lot of momentum.”

“The pieces are coming into place,” said Pellegrino, who envisions five restaurants in all, most with doors opening out onto Worthington Street and outdoor dining, in addition to a club and other businesses that will support one another and bring people — and energy — back to the Worthington Street corridor.

“I think it’s vitally important to bring this area back — it raises the quality of living for those living downtown, and it provides places for people to go and eat,” he said. “That was my desire with this, and it’s a much more difficult project than I think anyone envisioned, but I think we’re starting to see it evolve, and we’re seeing a lot of momentum.”

Tim Sheehan, Springfield’s chief Economic Development officer, agreed, noting that the city has invested more than $3.2 million in the entertainment corridor for everything from outdoor dining facilities to small-business assistance to interior buildout for commercial tenants.

This ground-floor space in the Underwood Building is being renovated for use as a music venue, what Raipher Pellegrino describes as an “Iron Horse-like” facility.

This ground-floor space in the Underwood Building is being renovated for use as a music venue, what Raipher Pellegrino describes as an “Iron Horse-like” facility.

“The city’s investment continues in the corridor, and with what’s coming forward, people will see a lot of different options relative to dining in the dining district,” he said, adding that the goal is to bring both new businesses and a degree of long-term stability to a region that has not seen much of the latter.

Indeed, Brian Connors, deputy Development officer for the city, used understatement when he said the entertainment district has had “ebbs and flows.”

By that, he meant some good times, but also controversy with several late-night/early-morning incidents, and, from a business perspective, a high degree of turnover when it comes to restaurants and other businesses, problems compounded by the natural-gas explosion a block away in 2012.

For this issue, BusinessWest takes an in-depth look behind the plywood and brown paper over the doors and windows along that stretch of Worthington and into the future of the city’s entertainment district.

 

Work in Progress

It was raining intermittently as BusinessWest took its visit to the properties being redeveloped along that block on Worthington Street. The showers quickened the pace of the walks between the buildings, but they could hardly dampen the enthusiasm Pellegrino brought to his work as erstwhile tour guide, something he’s been doing often.

“This is a labor of love,” he said of the project, which is now approaching roughly $6 million in cost and represents perhaps the most extensive undertaking in a growing portfolio of real estate projects in Pellegrino’s portfolio.

That list includes the property at 265 State St. in Springfield — the large home later populated by commercial tenants but vacant in the ’90s and then restored by Pellegrino as a home to his offices — and its adjoining carriage house.

But it also includes a diverse mix of other properties, from charter schools in Springfield and Lowell, where Pellegrino went to college as an undergrad, to Springfield Country Club, which he acquired in partnership with the Hannoush brothers; from the property at 401 Liberty St. in Springfield, a former wire-manufacturing complex, now home to Behavioral Health Network, to the former Lunt Silversmith property in Greenfield, now home to a substance abuse center and mental health offices.

“The tenancy that we have needs to be established tenancy. In terms of going into the restaurant business as a startup business, it’s very, very difficult, and if the business model isn’t spot on, you have a tendency to have what we’ve had — businesses come in, businesses go out, businesses come in.”

Often, the projects involve properties that are historic in nature that require considerable renovations and modernization. Such is the case with the Worthington Street properties, which comprise a new challenge and a tremendous opportunity to reshape and reinvigorate the entertainment district, said Pellegrino, who started his tour at Petra Hookah Lounge, which opened its doors last fall, with the intent of showing what will be happening at the other properties along the street.

The block-long string of properties includes three buildings: 250-270 Worthington St., 272-280 Worthington, and 280-302 Worthington. The first two were built in the 1880s, and the third dates to the early 1930s.

Moving west to east, the properties were in progressively worse condition, he told BusinessWest, adding that 250-270 Worthington, most recently home to Jackalope Restaurant and now Petra (next door), was in decent shape, although both the residential units and restaurant spaces needed upgrades, including new HVAC systems. The property at 272-280, formerly home to several different restaurants, was in worse shape, he said, while 280-302 was “horrendous … uninhabitable.”

Efforts to make it habitable are among the many going on concurrently along that block, a project that came, as Pellegrino noted, with plenty of challenges — everything from renovating historic but badly deteriorated structures to securing established tenants — which became clear as he walked and talked about each of the buildings and the progress being made.

“With historic buildings like these, including one that hadn’t been occupied in 15 years, there are a lot of challenges,” he said, listing everything from floors one could see through to roofs that needed replacing to staircases that no longer meet code and need to be replaced. “This is a project that you can only figure out as you do it; we’ve systematically started at one end, 250-270 Worthington Street, and are working our way to the other.”

Starting with 250-270, he said Petra is now an established tenant, and there will be a new restaurant moving into the former Jackalope space by August or September. He declined to say what the entity will be but noted that it is an already established Springfield restaurant.

Raipher Pellegrino projects that five new restaurants, a music venue, other businesses, and new residential units will take shape along Worthington Street, reinvigorating the city’s entertainment district.

Raipher Pellegrino projects that five new restaurants, a music venue, other businesses, and new residential units will take shape along Worthington Street, reinvigorating the city’s entertainment district.

At 272-280, another new restaurant, Mamou, is expected to open later this month, and another new restaurant, a “bar-like” establishment with light fare, will be opening in the fall, he went on, adding that 280-302 Worthington will have a music venue, a breakfast/lunch restaurant, and other commercial spaces, six units in all, with tenants yet to be identified.

The music venue he’s envisioning will not compete with but rather complement existing venues such as the MassMutual Center, Symphony Hall, and the former CityStage, now being renovated into an arts center for youth, and be an “Iron Horse-like” venue, he said, a reference to the Northampton landmark that reopened last spring.

“The concept is to offer people live entertainment, but also support the restaurants,” Pellegrino said. “If you have an act and sell 250 to 400 tickets, people will want to eat before that.”

 

Building Momentum

As he stopped at that massive, curved window in the second-floor space above what will be the music venue, Pellegrino pointed to all the parking in the surrounding area, one of the many keys to the success of this project and the entertainment district overall.

Others include everything from improving the perception of public safety to creating stability with the business mix, as well as that supportive element that he mentioned.

Indeed, as the canvas gets filled in, the entertainment district will have a core of new restaurants and businesses, as well as some established eateries — Theodores’ and Del Rey Taqueria on Worthington Street, Osteria on Bridge Street, the nearby Student Prince, and other restaurants and taverns that will support one another, said Pellegrino, adding that the critical mass in his block of buildings should become a draw.

“All of the tenants understand the synergy — there’s discussion about that, and they work well with one another,” he noted. “The idea is that maybe someone can have dinner in one place tonight and have a drink in your place the next night; it feeds off one another. The more people we pull down into the region, the better the restaurants will do. The idea is to create the entertainment district, and the more the merrier.”

Sheehan agreed, noting there are several other keys to the success of this iteration, if you will, of the entertainment district.

These include everything from bringing experienced restaurateurs with proven concepts into the area to infrastructure upgrades.

“The tenancy that we have needs to be established tenancy,” he noted. “In terms of going into the restaurant business as a startup business, it’s very, very difficult, and if the business model isn’t spot on, you have a tendency to have what we’ve had — businesses come in, businesses go out, businesses come in.

“Our objective is to get more stabilized entrepreneurs into the spaces, and I do believe the tenancy that [Pellegrino] is putting forward reflects that stability,” he went on, adding that infrastructure improvements continue in the area, including additional upgrades, including more uplighting and plantings, to Stearns Square, capitalizing on work previously undertaken at that landmark.

Overall, the city has made a large commitment — in funding but also other forms of support — to the stability and growth of the entertainment district, said Connors, noting that public sector support, in the form of loans and grants for initiatives like outdoor dining, interior renovations, and relocation costs, are critical at a time when banks are often reluctant to lend for restaurant and brewery initiatives.

Pellegrino agreed, adding that the investments being made in the three properties along that block of Worthington Street and the individual spaces for restaurants and other businesses are another factor in the success quotient.

“These are major facelifts … these are beautiful, state-of-the-art restaurants. They’re coming into beautifully renovated spaces,” he told BusinessWest. “There’s no guarantee that any restaurant is going to succeed, but this gives them the best opportunity to succeed.

“Everyone has to do their part,” he went on. “The restaurateur has to put out good food and atmosphere; we collectively, with the city, have to provide a safe atmosphere and parking, so it’s inviting, and people feel comfortable coming downtown.”

Whether this picture will come together as Pellegrino and city officials anticipate remains to be seen. But there is great anticipation about what’s behind all that plywood and brown paper.

It’s the next big chapter in the life and times of Springfield’s entertainment district.

Insurance Special Coverage

Smart Policy

HUB International New England President Timm Marini

HUB International New England President Timm Marini

HUB International New England may be the largest insurance broker in those six states, President Timm Marini said, but that’s a point of pride that goes only so far.

That’s because there’s a difference between largest and best, and the latter is what the company strives for each day, and with each acquisition it makes.

And there have been plenty of those.

“We bought six agencies last year. We focused down in Connecticut a lot. You’ll see a couple more coming soon,” he said, adding that each acquisition has to make sense for both parties. “We bought two agencies down there, one in Fairfield County and one in the Putnam area — both smaller operations, but thirsting to partner with the backroom services that we offer, risk control, loss management, claims, financial services. We just do so many different things now.”

HUB International is no stranger to growth. The company was around 500 employees strong when FieldEddy, one of Massachusetts’ larger agencies, joined the organization in 2014; today, it boasts 19,000 across the U.S.

“A lot of it has been through acquisition, a lot of it through talent acquisition,” Marini said. “We’ve been out there acquiring really good people in their space where they operate — marketing, claims. I don’t know how many attorneys we have working for us in non-attorney jobs, but we’ve got highly educated people transacting and helping our customers.”

As for the smaller firms that join the fold, “they get expertise that they otherwise couldn’t necessarily afford on their own,” he said, noting that was essentially the draw for FieldEddy 11 years ago. “They get shared resources that are available to help make sales happen, make retention happen, and make the customer experience better. Just different minds, different thought processes.”

“We want to have a lot of conversations about how to help our customers and prospective customers survive through the maze of confusion. It’s dizzying the amount of change that goes on every day.”

HUB’s services run the gamut from business insurance and employee benefits to personal insurance and retirement services, with a wide range of specialties within each.

“We’ve refocused on small business, which Western Massachusetts has a ton of,” Marini said. “We’re focusing on some automation in there, some quick quotes, but also day-to-day service, partnering with our carriers to provide top-notch service to those customers. It’s our lifeblood. Small business is a backbone of the United States, and especially in Western Mass., Maine, Vermont, everywhere we are.”

On the middle-market business front, rates have receded a bit after a long stretch in the other direction. “It’s been three to four years of just delivering bad news, but you’re starting to see little to no increase, so that’s nice. Some of it is just loss-driven; if the customer had losses, then they’re getting increases.”

Since its entrance into the Western Mass. market in 2014 through acquisition of FieldEddy Insurance, HUB International has significantly grown its presence through both geographic and organic expansion.

Since its entrance into the Western Mass. market in 2014 through acquisition of FieldEddy Insurance, HUB International has significantly grown its presence through both geographic and organic expansion.

Meanwhile, HUB’s investment services represent one of its fastest-growing businesses; HUB has paired locally with Epstein Financial Services on that front. And these are important times for investors to have someone to consult with, he added, so they understand what’s happening in an uncertain market.

“There’s a ton of confusion, and it’s tough to keep track of all this,” Marini said. “With small business, middle market, employee benefits, and financial services, those four businesses, nobody can know everything. So it’s nice to have a peer group of experts to recommend to our customers so that they can deal with quality people.

“It’s funny, because if you think about what’s going on in the economy, it’s done nothing but really push people to talk to their advisors. And that’s kind of what we want to do, right?” he went on. “We want to have conversations, whether it’s about insurance or investment or risk services. We want to have a lot of conversations about how to help our customers and prospective customers survive through the maze of confusion. It’s dizzying the amount of change that goes on every day.”

That said, “seek your counsel; seek the advice of your experts,” he advised. “Don’t read your investment statement and get all upset and whatnot. Have a conversation. There may be some things moving around that you don’t know.

“I try not to look at my statements and things of that nature,” he added. “Of course, as you get older, you start to look at it. But at the same time, I don’t want to panic.”

 

Help … in Many Forms

Marini emphasized that the broad reach of expertise at HUB gives clients exposure to team members that can help them and have experience in their particular business or situation.

“We see the exposures, and we see the opportunities for improvement that could help their efficiency and effectiveness. And if you’re helping a business with efficiency and effectiveness, then you’re saving them time and money.”

“We see the exposures, and we see the opportunities for improvement that could help their efficiency and effectiveness. And if you’re helping a business with efficiency and effectiveness, then you’re saving them time and money.”

For example, “coming out of COVID really affected a lot of our manufacturing businesses. We heard a lot about the slowdown of supply and things coming in slower. That created a heck of a budgetary concern for some of those customers. But the only solution wasn’t to do more — because people were slow with reinvesting — but to do it more efficiently and more effectively over a shorter period of time. Better quality control, quality checking. That’s what we try to build, business solution relationships.”

The company employs high-tech methods to determine risk scores, he added. “We have data folks that can put in a mathematical equation using industry standards and data to predict loss. Not necessarily storms or things like that, but how much a machine can run before it breaks down, before it has a problem. It’s amazing the analytics we now see in our business.”

At the same time, he doesn’t want to lose the human touch of the company and especially a workplace culture that prioritizes work-life balance and employee appreciation.

“We want to make sure our employees feel the culture — that this is a pretty good place to work, and it’s a pretty good place to do business with. I never say the best because we’re still striving.”

Marini says HUB International has long maintained relationships of another kind as well — with the nonprofits and community organizations it supports with money, time, energy, and expertise.

Timm Marini, seen here with staff members during an employee-appreciation day at HUB, says the agency emphasizes a healthy workplace culture.

Timm Marini, seen here with staff members during an employee-appreciation day at HUB, says the agency emphasizes a healthy workplace culture.

HUB was recognized on the Military Times 2024 Best for Vets employers list for its efforts to hire veterans, and the company is working with Epstein Financial on a campaign to prevent veteran suicide.

Meanwhile, the company’s philanthropic and volunteerism arm continues to invest in its communities in myriad ways.

“It’s amazing how many different things that we invest in,” Marini said. “Our carrier partners invest along with us. Sometimes they’ll give us dollars to match, or, if we invest a certain amount, then they’ll double it or sometimes triple it. It’s nice to see that, especially in a time of need right now. I can’t tell you how many social service nonprofits, schools, educational institutions, and Boys & Girls Clubs we help.”

Meanwhile, employees are encouraged to volunteer for schools, nonprofits, and other community groups, often during their work hours if they need to.

“I still remain on about six boards, and they’re near and dear to my heart,” he noted. “Every time I think about walking away, I see the level of leadership on those boards is less and less, and doesn’t even meet quorum sometimes; it’s like, I can’t leave now. Some of them I’ve been on 20, 25 years. I’ve learned so much from doing it.”

 

Expansive Efforts

Marini has said HUB undergoes a due-diligence process before making an offer to acquire a smaller firm, one that involves three questions. Is it a good fit? Are they bringing something to the party to make HUB better? And can it grow? Meanwhile, for the agencies that come aboard, being part of a large, national company is a healthy balance between local autonomy and broader resources.

“We like to say we no longer have to grow just to grow, just to be big. We’re never going to get to the largest,” he told BusinessWest. “We’re around $5.7 billion dollars of revenue, and that affords us some scale in the marketplace so that we can invest in talent and we can grow, but hopefully just not to be big. We don’t want to just be big; we want to be best.”

It’s a message he hopes resonates with those 19,000 employees, who hopefully, as he noted earlier, feel the culture and do what they need to do to maintain a healthy work-life balance, and that means taking time off.

“I always promise, when people take their vacation, ‘don’t worry about your vacation. Your work will be there when you get back. We will take care of what the customer needs.’ And we allow them to enjoy their time.

“I often say, we’re not brain surgeons; we don’t save lives,” Marini added. “But we make lives better.”

Special Coverage Women in Businesss

Sisters at Work

Owners Abigail (left) and Rachel Begley

Owners Abigail (left) and Rachel Begley

 

The name says it all. The word ‘dream’ in particular.

It’s the culmination of a dream of two sisters, who grew up on a tree farm, to co-found a business centered on a passion for nature they both share.

Now, just a year after launching American Dream Landscape Design from her home in East Longmeadow, Rachel Begley said she and her sister, Abigail, have built a steady pipeline of projects, largely through word of mouth.

“We definitely have a passion when it comes to outdoor work, but we both had separate life paths. Abby moved out west. She was involved in commercial agriculture and other growing operations, kind of off the grid,” Begley said. “My life path was that I always had an interest in gardening, but I had other jobs throughout the years and raised my family for the past few years.”

But last April, the sisters started talking about a business plan.

“I said, ‘I have this idea. I would love to start a woman-owned landscape business. I have no idea how I’m going to do it, or if there’s even a need, but I just noticed there’s no women out there doing this,’” Begley continued. “And Abby adored the idea. She really encouraged it. And it kind of brought us back together.”

While walking BusinessWest around the property she and her husband, Hayden Smith, own, Begley pointed out flower beds, both complete and under development, that will serve as models to show potential clients.

“We work with flowers, mostly — my specialty is sustainable, native flowers — and we do a lot of the softscaping,” she explained, noting that they also put in trees and bushes. “So that means a lot of the vegetation — we’re adding in the plant features and the garden art, but we don’t do the earth-moving type of landscaping.”

At one recent job in Ludlow, they planted three trees and are going back to install an orchard with some fruiting trees and more flowering trees. A typical job begins by sitting down, hearing what the client’s goals are, and mapping out a plan.

“We’re helping save time and effort in the garden, but also we’re helping out with their property values. We’re improving their property, and we’re also making people happier. It’s nice being welcomed home with a beautiful, fresh flowerbed.”

“I listen to what their interests are, favorite flowers, and from there, I’ll just take off; I’ll start researching and drafting things. I usually go back one or two times before we start breaking ground. That way, we’re all on the same page.”

As for who drives the conversation, it’s a healthy mix, Begley added. “A lot of times, people have a good knowledge of different plants, but a lot of times, I am bringing in fresh ideas.”

 

From the Ground Up

On her website, Begley described the origins of American Dream as simply years of playing in the dirt with her sister and dreaming up beautiful outdoor spaces.

“Growing up on a farm, we’ve always been deeply connected to the land, learning the value of nature and sustainability. Over the years, Abby built her expertise in horticulture while I honed my skills in design, and together, we created a company that’s rooted in family values and environmental care,” she explained.

Rachel Begley says planting beds like this one serve as models for clients.

Rachel Begley says planting beds like this one serve as models for clients.

“From the very beginning,” she added, “we’ve been fortunate to meet so many inspiring people — fellow entrepreneurs, clients, coaches, and mentors — who have offered invaluable advice and support. Every step of this journey has been shaped by their wisdom and encouragement.”

Part of that process was going through an entrepreneurial program at EforAll Holyoke, followed by a few months of just ramping up working out the details of the business. American Dream didn’t tackle many projects that first year, “but then we got a good amount of customers asking us to start their projects this spring. And as soon as May started, we hit the ground running, and every week since, we’ve had jobs.”

She credits much of that early success to word of mouth, noting there are plenty of property owners who want yardscapes filled with flowers and plants, but may not know how to go about it, or simply don’t want to put in the work.

“We’re helping save time and effort in the garden, but also we’re helping out with their property values. We’re improving their property, and we’re also making people happier. It’s nice being welcomed home with a beautiful, fresh flowerbed.”

Besides growing their own plants, American Dream sources plants from a number of local growers, from Stony Hill Farm in Wilbraham to Garden’s Dream and Tarnow Nursery in Enfield, Conn. — relationships that essentially form an ecosystem of connected outdoor-focused businesses.

“As we all know, small business is the backbone of the economy. So, yes, I am a big promoter of small businesses,” Begley said. “Both my parents are entrepreneurs, so I’ve learned from them.”

Meanwhile, this growing business — no pun intended — is an opportunity to train other young people in gardening and landscaping. Ethan Andrews, one of two people who work in the business with the Begley sisters, has enjoyed his time there since coming on earlier this spring.

Rachel Begley says it’s gratifying to support other small businesses, like the nurseries from which she sources flowers and plants.

Rachel Begley says it’s gratifying to support other small businesses, like the nurseries from which she sources flowers and plants.

“It’s a very friendly, inclusive environment, we have a good time on the jobs, and it’s not very intense at work — it’s not super tiring,” he said. “And it’s good to see the work you can do, and you definitely help out people, make them happier, and make a nice, bright place for them to come home to.”

 

Garden Path

The team at American Dream see plenty of growth potential — and the opportunity to hire more employees — as they build their name and book of business. And while almost all their jobs so far have been residential, Begley sees potential on the commercial side; their first job this spring was at an industrial park outside Bradley International Airport in Windsor Locks, Conn.

“So I guess a goal for the business in the future is more collaborations with business owners or real estate professionals,” she said, noting that the days it takes to complete a project vary. “It depends on how big it is — that industrial park, we were able to accomplish in a week, and I did hire a couple of people to help out, so we had a team of six going. But it’s usually within two or three days that we can complete the job.”

Rachel Begley with Ethan Andrews, a new hire at American Dream in 2025.

Rachel Begley with Ethan Andrews, a new hire at American Dream in 2025.

Begley will have to wait a while to see if her own children want to work in the business — her daughter, Emerson, is just 4, and her son, Arthur, is almost 2 — but she enjoys having them nearby as she tends to her display gardens at home. “They help out with a little backyard biology once in a while,” she joked.

They might eventually feel like Andrews does. “What I enjoy most is that my office is in the great outdoors, and that every project is different,” he said. “You know, the goal of the project changes so often, and just tackling the problems and finding solutions is the best part.”

Begley agreed, adding, “there have been a lot of surprises. But it’s very, very gratifying. I think that this was the right path for me to take. I just wish I took it sooner; that’s the only regret. This is honestly my calling.”

Healthcare News Special Coverage

Critical Gaps

 

When Beverly Fein surveys the nursing landscape at Holyoke Medical Center, she sees both positives and challenges, and the difference is generational. Take new nursing graduates, for example; the hospital hired more than 25 of them last year.

“Many of them do their clinicals here. They have a good foundation working for us. They like the environment. So we’ve been lucky — we’ve been able to attract them,” said Fein, senior vice president and chief Human Resources officer for Valley Health Systems, which includes HMC.

“And many others were student nurse techs with us, which means they come on earlier during their schooling, while they’re still juniors or seniors, and we hire them as techs, and that creates a pipeline for nurses,” she added. “Many have come through that pipeline, which is a good thing.”

But finding experienced nurses? That’s been much tougher — and it’s a common lament across the healthcare industry.

“The biggest gaps are in nursing, especially when it comes to RNs and LPNs. The shortage is huge. So how does that impact bedside care at hospitals and long-term care facilities? They’re feeling the shortage.”

“We’re always looking for experienced nurses,” Fein said. “We have had a number of different open house events over the year, and we’ve been able to hire experienced nurses. We have a weekly Walk-In Wednesday, and we’ve been able to hire some experienced nurses just walking in, getting interviews on the spot, offers on the spot. That’s been a tactic we’ve been using in addition to some strong advertising on our intranet, as well as all the social media platforms.”

Nicole Polite, CEO of the MH Group in East Longmeadow, a staffing and recruiting firm with a robust healthcare niche, understands the industry challenges as well.

Beverly Fein says Holyoke Medical Center has hired dozens of new graduate nurses recently, but experienced nurses are harder to come by.

Beverly Fein says Holyoke Medical Center has hired dozens of new graduate nurses recently, but experienced nurses are harder to come by.

“The biggest gaps are in nursing, especially when it comes to RNs and LPNs. The shortage is huge,” she said. “So how does that impact bedside care at hospitals and long-term care facilities? They’re feeling the shortage.”

As are other settings. “Home health and hospice are definitely feeling it. Even outpatient and ambulatory centers are feeling it. Then, there’s a dire need for nurse practitioners and physician assistants in primary and urgent care. Believe it or not, we’re even struggling with telemedicine, especially in rural areas and underserved areas.”

The list goes on. Polite cited workforce gaps locally in behavioral health — psychiatrists, licensed social workers, and licensed professional counselors are in high demand — as well as physician specialties including cardiology and oncology (again, especially in rural and underserved areas). As for home health aides, she said the industry is exploding with the continued aging of the Baby Boom generation.

Michele Anstett, president and director of Visiting Angels West Springfield, promoted two CNAs into recruiting positions to bolster the home care agency’s efforts to maintain a workforce that keeps up with demand.

“They use their own personal stories and experiences with Visiting Angels to sell how much they love working here,” she said, adding that aides and nurses with plenty of options are prioritizing workplace culture as much as pay. “Now what is important is telling our story, and whether they like the way the work environment sounds.”

Karen Rousseau, dean of the School of Health Sciences at American International College, sees the workforce crunch from a different perspective — and a positive one for graduates.

She noted that nursing enrollment has been impacted a bit by free community college in Massachusetts, but it’s still strong, and there’s plenty of interest in AIC’s graduate nursing programs, with nursing recognized by many young people as a secure career choice, given the current state of the workforce.

“It’s a pretty strong job market in the region. The labor statistics show growth in PT and OT, and there continues to be a nursing shortage,” she noted. “Our graduates having no trouble finding positions. I’m hearing that current students seeking employment are being selective in what they choose.”

 

Glass Half Full

Anstett said recruiting has become more challenging in home care for a number of reasons.

“I’m a person who always thinks positively. I don’t try to dwell on, ‘gee we can’t get people.’ I try to think, ‘how can we get people?’ We do tend to use some different tactics, and it’s much different than before, when it was just putting an ad in the paper, and people would answer it. Now you have to get on social media, get on all these job sites, and you have to word it in a way that the algorithms won’t put it down at the bottom and no one will ever see it.”

Karen Rousseau

Karen Rousseau

“Our graduates having no trouble finding positions. I’m hearing that current students seeking employment are being selective in what they choose.”

One annoying aspect of the current market is … well, the ability of some applicants to be dismissive of the process, or even rude.

“A lot of times, we do have people that respond to the ads and seem interested, but then, when we set up an interview, they’re no-shows. One reason is they never intended to have a job, or applying for a job might have been a requirement to receive some kind of aid.

“It’s a different kind of mindset, and I don’t think it’s generational,” Anstett went on. “I definitely think it’s a society thing. We’ve had people of all ages do this ghosting thing. They come for orientation, and then they’re nowhere to be found. And it’s hard for us because it’s quite a process. We have to do background checks and reference checks and check their skill level, everything. It’s a dollar investment, and it’s heartbreaking when they get all the way through and you schedule them, and then they don’t show up.”

She said Visiting Angels continues to bring in quality caregivers, but the process is tougher, as she may wind up hiring two for every 10 interviews — and even then, their work-hour preferences might change between the interview and the hire.

As for retention, Anstett said it’s a mindset.

Nicole Polite says employers need to understand that potential young hires demand different a culture than in the past.

Nicole Polite says employers need to understand that potential young hires demand different a culture than in the past.

“I really believe a good work environment is the key. It’s creating a family culture at work, which is also very respectful of their family. If they need to get to something for their son or daughter, we do our best because we’re all moms and dads. My belief that no one in Visiting Angels is any better or more important than the other person. We’re all very important to the whole team, and I think that resonates.”

Another thing employers need to be mindful of today is burnout, Polite said, as many nurses and other healthcare workers are feeling it, and often feeling it intensely.

That’s one reason many nurses and doctors who are placed through the MH Group work in a contract capacity.

“Being a contract employee helps them to have work-life balance; they get to select when they want to work. The new term is Uber nursing, the ability to sign up for work when they want, like an Uber driver, which allows them more balance and to alleviate burnout.”

While the model is great for workers who desire it, it can actually benefit organizations as well, as the agency pays for benefits and malpractice insurance. Meanwhile, both sides get to test the waters before perhaps committing to something longer-term, Polite explained. “They find out, do they want to stay? What’s the environment like? What’s the culture like?”

 

Michele Anstett

Michele Anstett

“We’ve had people of all ages do this ghosting thing. They come for orientation, and then they’re nowhere to be found.”

She added that a nationwide shortage of nursing professors — who also sometimes feel burnt out — is taking its toll on the workforce as well, with many aspiring nurses being turned away from programs for lack of capacity.

 

Meeting the Needs

Speaking of higher education, colleges and universities with health programs are also looking at shifting needs in healthcare when planning new programs. For example, this fall, AIC will introduce a master of population and community health degree to meet a growing need for professionals who can mobilize community resources to address factors that affect people’s health and well-being.

“We feel there’s a need for public health in the community,” Rousseau said. “We had a master’s of public health, but we’re phasing that out. There hasn’t been a large demand for that, and UMass has a very large program. But a master’s in population and community health practice was driven out of the way we see the needs of employers in the region, and what will help them.”

Rousseau noted that there are many different types of roles in healthcare besides nursing, OT, and PT, noting another AIC program, its exercise science track. “It’s strength and conditioning, but you also use exercise as medicine to help people heal. You can perform all kinds of roles with that degree as well. Healthcare is a big industry. It’s not just the things you think of right off the bat.”

To meet its own workforce needs, Holyoke Medical Center has been innovative beyond just the Walk-In Wednesdays for nurses. Open houses for phlebotomists, another in-demand career, have been successful, Fein said, and the hospital has used temp agencies for roles like medical assistants and medical lab techs to test out their fit.

“We’ve recently been happy with the response to our open house events. It’s nice to have leadership from these areas present and for them to make offers on the spot if we feel there’s a great fit after the tour. If we have good dialogue and they have some experience and we feel good about them, we can bring them on pretty quickly. We’re trying to remove some of the hurdles and roadblocks, basically, and streamline the process.”

At the same time, Fein emphasized the importance of benefits to retention efforts, from a health package to a robust tuition reimbursement program that can funnel $7,000 to $8,000 annually toward a degree and help employees move into the positions they aspire to.

“I think a lot of new employees are very focused on work-life balance as well,” she said, noting that HMC has made some changes to vacation policies with that in mind. “That work-life piece is definitely significant with them. They’re speaking about it a lot.”

Polite hears the conversations, too.

“There will be a shift in the newer generation in terms of the healthcare workplace,” she told BusinessWest. “They’re in demand, and their demands are different; they have a different need for flexibility. So everyone needs to come to the table and come up with a better way to staff those medical positions, and it will need to include flexibility for employees.”

Filling in the gaps will take years, Polite she. “And the big fix is going to have to come from the government. There has to be some incentives for the younger generation coming in from their college years, giving them funding if they enter that field.”

It’s just one of many possible solutions to boosting the workforce, decreasing rampant burnout, and, most importantly, making sure patient needs are met.

Business Talk Podcast Special Coverage

We are excited to announce that BusinessWest has launched a new podcast series, BusinessTalk. Each episode will feature in-depth interviews and discussions with local industry leaders, providing thoughtful perspectives on the Western Massachuetts economy and the many business ventures that keep it running during these challenging times.

Go HERE to view all episodes

Episode 235: May 26, 2025

BusinessWest Editor Joe Bednar talks with Amy Royal, CEO, the Royal Law Firm

Employers are dealing with plenty of changes these days, whether it’s mandates from the state or policy shifts at the federal level, impacting everything from disability and leave to discrimination and DEI efforts. Employment lawyers have an even greater challenge: processing those changes and helping their business clients craft policies that both keep them out of trouble and build positive, healthy workplace cultures. On the next episode of BusinessTalk, Amy Royal, CEO of the Royal Law Firm, talks with BusinessWest Editor Joe Bednar about the many shapes these changes and challenges take, and why it’s gratifying to help clients navigate these shifting tides and grow their operations. It’s must listening, so tune into BusinessTalk, a podcast presented by BusinessWest.

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Autos Special Coverage

Too Many Moving Parts

 

‘Fascinating.’

That’s the first word Ben Sullivan, chief operating officer at Balise Motor Sales, used to describe the current landscape for the auto industry, and especially dealers, as tariffs of some kind, involving some countries and some products, loom over the sector.

He would use many others, especially ‘uncertainty’ and ‘volatility,’ terms that explain why, by and large, the large Balise stable of dealerships across Western Mass., Connecticut, and Cape Cod isn’t really doing much of anything at this point in response to what’s happening and is conducting what could be described business as usual.

That includes refraining from use of ‘beat the tariffs prices’ advertisements and similar messages that many others have deployed — although they’ve been discussed.

“We just didn’t think we had enough clarity to do that,” Sullivan said, hitting on just how much uncertainty exists today. “If we’re going to say something to our customers, we have to make sure that we’re on solid ground. We absolutely stayed away from creating any kind of frenzy around these things because we just don’t know if it’s true or not.”

But while it’s business as usual in some respects, dealers are certainly doing more business than usual for this time of year.

“Consumers are getting smart when it comes to how to manipulate the market and take advantage of the best opportunity and time to upgrade their vehicle and learning how to really maximize their equity.”

Indeed, while Sullivan said sales in March and April were up 24% over that same period a year ago, Carla Cosenzi, president of TommyCar Auto Group, which has five dealerships in Hampshire County, put the number at more than 30% across all brands, with Hyundai and Volkswagen leading the way.

“We’ve seen a surge in consumer urgency — they’re trying to get ahead of the potential tariffs,” she said. “And, right now, incentives are still good — there are a lot of low APRs available for consumers across the board — and their trade values are worth more than now than they were a month ago or two months ago. That combination is driving a sense of urgency.”

Other impacts include:

• An increase in leasing, as consumers in need of a new car survey the situation and see that option as a way to get a decent price and buy themselves some time until there is more clarity on what will happen long-term, or at least longer-term;

• With uncertainty about new cars, marked growth in demand for used cars, with prices holding generally steady, at least for now, said Cosenzi, adding that this demand translates into those higher trade-in values she mentioned; and

• A similar increase in demand for service contracts as consumers read and hear about how the prices of parts might be soaring as well due to tariffs.

“Consumers are getting smart when it comes to how to manipulate the market and take advantage of the best opportunity and time to upgrade their vehicle and learning how to really maximize their equity,” said Cosenzi as she surveyed the landscape and what’s she’s seeing from her front-row seat regarding all of the above.

Ben Sullivan says there are too many variables and unknowns to say with any kind of certainty what the short and long term look like for auto dealers.

Ben Sullivan says there are too many variables and unknowns to say with any kind of certainty what the short and long term look like for auto dealers.

As for what comes next … well, that’s where uncertainty takes over, especially with headlines changing seemingly every week, or even every day, on the levels of tariffs, possible exemptions, new deals with countries — such as the 90-day truce recently struck with China — and possibly individual manufacturers, and more.

“Nobody’s making major adjustments — the manufacturers are not making wild swings in what they’re doing because the landscape is changing almost by the day,” said Sullivan, who drew a parallel to the recent run on iPhones, a surge that quickly abated when it was announced that there would be exemptions on those products, but then picked up again when it was announced that the chips inside them would not be exempt.

“Overall, I don’t believe the tariff news will end up being as bad as we fear or as good as we hope,” said Sullivan as he summed things up, adding that it is simply too soon to know what will happen in the months and years to come.

Cosenzi agreed, noting that, beyond prices, inventory will be something to watch. Availability will likely become more limited, she said, adding that the great unknowns are when and to what degree this will happen.

“It’s too soon to really know, and it depends on the brand, but we’re starting to see that slowdown with brands like Volvo and VW,” she noted, adding that she doesn’t know if these cars are still in Europe or at the dock waiting for the smoke to clear. “It’s really complicated right now, and it’s very gray, so it’s hard for us to give consumers a clear picture.”

‘Fascinating.’ ‘Complicated.’ ‘Volatile.’ ‘Gray.’ These are the adjectives that describe the current state of the auto sales market, and it appears they will prevail for some time.

 

Driving Forces

March and April are traditionally not big months in the auto industry, said those we spoke with. They’re not bad months, necessarily, but they’re not like February (the real start of the sales season), end of year, or even some summer months, when there are usually deals to be had.

But this year was, of course, different.

With the coming of President Trump’s Liberation Day and news reports of car prices rising several thousand dollars as a result of traiffs, consumers took the initiative and found not only locked-in prices, but some incentives as well, said Cosenzi, adding that demand has been steady across the board, brand-wise, with small to mid-sized SUVs still dominating sales. Overall, the trend continues even as the rhetoric on tariffs continues to soften.

“When you back it up and look into an industry like ours with a truly global supply chain, it is nearly impossible right now to determine all of the impacts.”

Some of these buyers needed a new car, she said, but most were trying to beat the clock when it comes to expected price hikes and reduced availability.

“They may not necessarily be in the market for a new car, but they’re saying, ‘I might as well take advantage of the market conditions and upgrade sooner rather than later,” she explained, adding that this surge speaks to still-high levels of confidence in the economy.

Meanwhile, some manufacturers are price-protecting until the end of May and June in some cases, which provides even more incentive to buy now.

“If someone is in the market for a new car or coming up to be in the market, this is the perfect time to purchase,” said Cosenzi, adding that, while no one has a crystal ball and can say what the landscape will look like in six months or even six weeks, it is unlikely that it will look as good as it does now for consumers.

So, for now, it is still business as usual, and more of it. The overriding question is for how long. And no one really knows.

There are too many variables, especially when it comes to the impact on the thousands of parts that go into a vehicle, how many times these parts cross boundaries, and, thus, how many times they may be subject to a tariff.

“When you back it up and look into an industry like ours with a truly global supply chain, it is nearly impossible right now to determine all of the impacts,” Sullivan said. “A car might be assembled in Alabama, but there are parts from all over the world. And some of those things start as a small part, get put into an assembly, they cross the country border, get into the next stage of development … some of these assemblies might cross a country border seven times. So, if the tariffs become stackable, it would be devastating to consumers.”

Which explains the surge in new-car and used-car buying in March and April, but also the increases in leasing and service contracts as consumers digest the news and look to beat some worst-case scenarios with regard to both pricing and availability.

“With the tariffs, inventories will start to tighten, and consumers want to get ahead of that,” Cosenzi said. “They don’t want to be in a situation like the one they were in with COVID, where if they wanted a car, they really had to sacrifice what they were looking for in terms of color or trim.”

Carla Cosenzi says March and April were much busier than normal amid tariff and inventory concerns, and that trend is continuing.

Carla Cosenzi says March and April were much busier than normal amid tariff and inventory concerns, and that trend is continuing.

While this is certainly a good time to buy, and many consumers are, Sullivan said Balise has been reluctant to encourage consumers to buy now because of the high levels of uncertainty and the pace at which the landscape is changing.

“Most industry analysts say the average car price could go up by between $4,000 and $15,000 if all this comes to pass,” he noted. “There will certainly be some cost increase, but I don’t think it will be as severe as people fear at this point. But there is so much that is not known.”

Dealers are already seeing swings in consumer activity, he went on, adding that, while April was a very strong month for Balise, by late April, as the headlines started to reflect a softening of tone on tariffs, the pace of sales eased accordingly.

He drew some parallels to the early months of COVID, when news of shortages of paper towels and toilet paper sent consumers into stores for what amounted to panic buying.

It’s not quite like that with auto sales, but there was a similar knee-jerk reaction, Sullivan said, adding that the frenzy, if it can be called that, is already abating.

 

Bottom Line

Returning to his analogy with iPhones, Sullivan said it provides some appropriate context for any conjecture on what might happen next in his industry.

“You go to bed one night assuming that your iPhone is going to cost $2,000, and the next morning, it’s still going to be $800 to $900 for the top-end models that it was the day before,” he said, adding that the same is likely — not definite, but likely — to be the case with all those mid-sized SUVs on the market today.

But no one really knows.

So dealers have to be ready, willing, and able to adjust on the fly and absorb whatever comes at them, Cosenzi said, adding that, over the past several years, they’ve had plenty of practice at pivoting.

“This is a really challenging industry anyway, so dealers have to be resilient to be able to be in this business,” she explained. “We know how to pivot quickly and adjust to whatever the customers’ needs and demands are, and that’s what we’re doing in these unsettled times.”

That’s what’s needed when there are so many moving parts, literally and figuratively.

Special Coverage Workforce Development

Focus on the Future

Executive Director Todd Gazda

Executive Director Todd Gazda

“Everyone is a learner.”

Those are the words used on marketing materials for the Collaborative for Educational Services (CES), one of 24 such collaboratives in Massachusetts and arguably the most robust when it comes to programming.

“We’re kind of different than the other 23,” Executive Director Todd Gazda told BusinessWest. “The other 23 collaboratives really focus on special education and direct services to students — autism programs or behavior programs or programs for students with developmental delays, situations where their regular public school district doesn’t have the capacity to effectively meet their needs and they are looking an out-of-district placement.

“What happens is the districts get together and form a collaborative to pool resources and work in a manner that supports maximizing resources,” he explained. “One school district may be too small to apply for a grant, but if the collaborative pulls together three or four or five districts, then they can help coordinate what happens.”

CES does some of that too, and also runs two programs that provide direct services to students: HEC Academy, a special education school in Northampton, and Mount Tom Academy on the Holyoke Community College campus, which serves non-traditional students who, for whatever reason, are having difficulty succeeding in a regular public school setting and need more personalized instruction and support.

“We’ve seen incredible success for the students who attend both of those programs,” Gazda noted.

That said, he added, the Collaborative for Educational Services is much broader than that. For one thing, it runs statewide programs; as one example, for the past 15 years, it has provided all educational programming for the Department of Youth Services (DYS).

“So, for every youth lock-up in the state of Massachusetts, we run the schools. We hire the teachers, we do the curriculum, and it’s just like a regular public school setting.”

CES also provides special education in institutional settings, from DYS to Department of Mental Health programs to county houses of correction. Other statewide services include the Massachusetts Migrant Education Program, which connects migrant youth and their families with services and supports, and the Special Education Surrogate Parent Program, which connects special-education advocates with students whose parents, for whatever reason, aren’t in the picture.

“One of the areas that we’ve really gotten into recently is AI — how do we support districts as they seek to kind of adapt to AI and its use in schools and its use in instruction, and how do we effectively utilize it to support learning in the classroom?”

CES also does a lot of consulting and professional-development work statewide for teachers, schools, and districts, running the gamut from curriculum development to strategic planning.

“One of the areas that we’ve really gotten into recently is AI — how do we support districts as they seek to kind of adapt to AI and its use in schools and its use in instruction, and how do we effectively utilize it to support learning in the classroom?” Gazda explained. “That’s been a big area of growth for us.

“We’ve also done quite a bit of work helping districts navigate difficult conversations. There may be an incident in a school district that creates an emotionally charged atmosphere; we’ll go in and facilitate listening sessions and focus groups and pull people together to help bridge those differences so that people can have thoughtful conversations about their differences. We’ve been doing that work across the Commonwealth as well.”

CES also has an Early Childhood division that serves students “from cradle to career,” Gazda said — from pre-K education all the way up through internship programs to help link them to careers.

“Early Childhood, again, works statewide with school districts, helping them build more robust preschool programs and provide good services to their preschool students,” he explained, adding that other CES programs deal in community wellness, local food policy, and substance-abuse awareness and prevention.

 

Career Goals

One particularly robust element of the collaborative’s services is its workforce development programs.

“We partner with school districts, and they plan and implement a variety of workforce and career development programs for students — skills trainings, career development, helping students create and refine résumés, interviewing skills,” Gazda said. “These are all things we work on with our member districts to help students so, as they look to go into the workforce or prepare for a career, they have this skill set.”

One of those initiatives has been a paid STEM internship program, helping students prepare for careers in science, technology, engineering, and math. Since 2018, the program has placed 265 students in good-paying internships across 28 Western Mass. school districts.

“These are high-school kids who literally get paid to do work in businesses. It’s a leg up for the kids, but it’s also a leg up for local businesses, particularly those in the STEM fields, because it gives them an opportunity to train these students and generate a future workforce for them. It’s a win for everybody.”

While providing support for students in its local districts, as all such collaboratives do, CES also runs statewide programs.

While providing support for students in its local districts, as all such collaboratives do, CES also runs statewide programs.

Placements, typically for between 100 and 270 hours, are typically done over the summer when students have more time and opportunity. The fields include biomedical engineering, molecular biology, biotechnology, biochemistry, polymer science, neuroscience, oncology, nursing, and other fields within the STEM realm.

“They have paid stipends at the state minimum hourly wage or higher,” Gazda noted. “And they get training and support in researching, communicating, interview preparation, cover letter and résumé writing, and internship performance reviews. They gain professional and scientific experience, and they gain references to support college applications and job applications.”

The STEM program has grown from serving 30 students in 2018 to 69 last year, and 98% of participants complete their internships. Those results aren’t a matter of luck, Gazda said.

“There’s a lot of work that goes into matching the student with the employer in the correct field to get that kind of a completion rate. So it’s a good fit,” he noted, adding that, since 2018, the program has served 28 school districts in Western Mass., with 60 employers hosting student interns.

Funding has come from a variety of sources, but the biggest and longest supporter is the Massachusetts Life Sciences Center (MLSC), which supports internships of up to 270 hours.

“We can coordinate with MLSC to pay for 19 placements at UMass Amherst,” he said. “In 2024, the Massachusetts Executive Office of Education’s STEM-focused internship program funded 47 internships and a portion of our director’s salary. Community partners supported three internships, and a private donor in Hadley supported three internships. And we were able to secure private donor funding to support 41 students this summer with paid internships.”

Finding the finances to support this work is always a challenge, Gazda said.

“The problem is uncertainty at the federal level, which is leading to changes in state funding priorities,” he noted. “The Executive Office of Education is no longer offering funding under the STEM internship program, and the Massachusetts Life Sciences Center is reducing its support for student stipends as well. So this is where we find ourselves — in kind of a state of flux, funding-wise.”

CES, founded in 1974 and now the largest collaborative in Massachusetts by membership, geographic size, and revenue — around $39 million last year — gets funding from grants, contracts, and fees for service. But much of its money filters through the state or federal government in some way, meaning it’s vulnerable to the spending cuts happening in Washington`.

“If we run short, I can’t go back to a town and say, ‘we need more money.’ It just doesn’t work that way. We’ve got to earn and raise and generate revenue to support all of the different programming that we do to support our districts,” Gazda said.

“These are high-school kids who literally get paid to do work in businesses. It’s a leg up for the kids, but it’s also a leg up for local businesses, particularly those in the STEM fields, because it gives them an opportunity to train these students and generate a future workforce for them. It’s a win for everybody.”

“Typically, when you have a lot of grant-funded programs, there’s always a certain amount of trepidation about when that grant is going to end. Will you get another one? Will it be extended? And now, that’s kind of heightened by that additional question regarding anything directly from the federal government: are they going to cut it off with no warning?”

He certainly hopes not, noting that the internship programs have no real downside, for either the students or the businesses.

“The employer business partners who host school STEM interns enjoy the re-energizing benefits of mentorship and the additional support to complete certain projects. Employers are given a seat at the table in creating a pipeline of future researchers and workers,” he told BusinessWest. “Having an educated workforce is critical for our business community to thrive, and this is one vehicle whereby we can help make it happen.”

 

Revenue Questions

Gazda was superintendent of schools in Ludlow for nine years and has been working for 24 years in public education. Before that, he was an attorney, doing corporate litigation in New York City.

“I just came to the realization that wasn’t the job I wanted or the life I wanted to live. So I moved back home to Western Mass. and became an eighth-grade history teacher,” he recalled. “It was a little scary making that switch, but I’ve never regretted it once.”

The Ludlow district belongs to the Lower Pioneer Valley Educational Collaborative, the only other collaborative in Western Mass. It primarily runs special education programs, as well as a vocational school. “So it’s a slightly different type of collaborative and more in line with the other collaboratives across the state.”

At CES, Gazda has broadened his focus, applying lessons from the classroom and public school administration to an agency that is doing impactful work across a much wider playing field.

“It is a lot, and trying to keep all those moving parts going, particularly in this fiscal environment, has created challenges for the organization,” he noted, adding that the financial challenges aren’t new. “The pandemic really shook things up, and we’re seeing the results of uncertain finances in districts across the state where they’re being forced to adjust to declining student populations, less revenues, and increased expenses. So there’s a ripple effect that creates the system that we have to work within.”

Still, he remains optimistic, and focused on the work. “We continue to monitor the situation in order to be ready to respond to whatever happens to come next.”

In other words, keep on learning, always with an eye on the future.

Commercial Real Estate Special Coverage

Warrior Mentality

Richard Knight says USA Ninja Challenge not only develops core strength, agility, and flexibility, but offers a positive, supportive environment to get in shape.

 

Richard Knight said the idea for a business that now boasts dozens of franchises across the U.S. — and will soon come to Western Mass. — has its roots in a video found on the internet.

Twelve years ago, he recalled, he was sitting at a luncheon with his friend, Dale Grant, who owned a gymnastics studio in Concord, N.H. with his wife.

“A friend sent a video to him of a child going over homemade obstacles, and we were sitting there saying, ‘that’s just like the TV show American Ninja Warrior,’” Knight recalled.

The child’s enthusiasm was infectious — and the show, which poses a series of challenges along a grueling obstacle course, was peaking in popularity around that time.

At the same time, Grant was lamenting the fact that boys were dropping out of gymnastics — it was becoming harder to keep them engaged as they got older — and he and Knight began talking about opening a different kind of gym. Knight had sold a business in 2008 and was looking for a different opportunity, and in 2015, the pair launched the first USA Ninja Challenge facility in Manchester, N.H.

“The kids see it as variety, working on cool new obstacles. What they’re doing is working different muscle groups — but don’t tell the kids that. They’re having a great time doing something different every week.”

“It’s an interesting model,” said Knight, a New Hampshire native and now the company’s CEO. “We took the basics of our backgrounds from gymnastics and CrossFit and built a curriculum for training children. It’s a different lesson plan every week. The kids see it as variety, working on cool new obstacles. What they’re doing is working different muscle groups — but don’t tell the kids that. They’re having a great time doing something different every week. The variety makes it exciting for them.”

Seven years ago, after a second site opened in Concord, USA Ninja Challenge opened its first franchised location in South Windsor, Conn. Since then, the company has opened — or is in the process of opening — about 50 such locations across the U.S., including three now operating in Massachusetts: in Andover, Marlborough, and, most recently, Norton.

And now Knight and Grant have Western Mass. on their radar. They have researched communities including Northampton, Holyoke, Southampton, and others, and are looking to open up to five locations in and around the Pioneer Valley, with the first expected to open during the first half of 2026.

“All our gyms are doing great in the Massachusetts market, and we’re looking to expand our footprint,” Knight said, before talking about why the company’s franchise model is attractive. “We’ve been able to get 60% of our gym owners to go cash-flow positive in the first month. That’s huge when you start a business — to get to that break-even point. That’s the first hurdle for any business owner. After that, you’re adding kids every month to the program.”

He said USA Ninja Challenge looks for locations within a short driving distance from at least 15,000 to 20,000 people, a quality the Valley has in spades. The sites will ideally have between 3,500 and 8,000 square feet of space.

“It takes about six months to find the right location. We’re looking for light industrial space, flex space — we don’t need retail, similar to a gymnastics studio. That’s what we’re targeting,” he explained. “Once we find a location and sign a lease, it’s 13 weeks to open. It’s highly automated, highly structured, from that point.”

With ambitious plans taking shape, Knight talked with BusinessWest for this issue’s focus on commercial real estate about what USA Ninja Challenge does for kids — and what it can bring to this region.

 

Fit and Focused

Open to boys and girls aged 2 to 17, USA Ninja Challenge is a year-round obstacle-course training program that combines basic skill sets from gymnastics, climbing, cross training, and track and field. The program features six levels to master with a wide variety of progressions, drills, and challenges, including rings, balance obstacles, tumbling surfaces, cargo nets, traverse walls, slack lines, ropes, ladders, and warped walls.

Ninjas that demonstrate their mastery of skills advance to the next level of training, and each participant progresses according to their own ability. Essentially, Knight said, the program aims to build children’s self-esteem, confidence, and sense of accomplishment, one obstacle at a time.

“When I put my stepson in the program, he was probably 20 to 30 pounds overweight and didn’t like school sports, and six months later, he was doing 10 good push-ups and holding a plank. At the end of the year, he was doing 100. Now he’s 21 years old, and he’s a fit young man.

“Traditional sports never worked for him. He didn’t like football, soccer, or basketball. Ninja gives kids of all abilities the chance to be challenged and get in shape, and we can also take top athletes and elevate them even further,” he went on. “The program helps develop core strength, agility, and flexibility for kids. You develop the upper body as well. It really helps in other sports because, if you have a strong core, that helps you with everything you do in life.”

Kids can enroll in memberships for one, two, or three visits a week, and those classes are supplemented with events like birthday parties, camps, and competitions, he added.

“What sets us apart from other franchises is a focus on families and community give-back,” Knight went on. “People we attract as owners are people that want to work with children and develop long-term relationships with families. It’s about helping kids get fit and feeling good about themselves, and putting kids and families first.”

He called the sport a “positive positive,” then explained what that means.

“We’ve been able to get 60% of our gym owners to go cash-flow positive in the first month. That’s huge when you start a business — to get to that break-even point. That’s the first hurdle for any business owner. After that, you’re adding kids every month to the program.”

“Say you go to a basketball game. People in the stands are booing kids, booing players, booing referees, and they’re cheering their own kids as well. In ninja, when we have a competitive event, you cheer for every athlete. There’s no booing. There’s no ‘oh, ref, you’re terrible.’ There’s none of that. The kids get exposed to an environment that’s all about themselves in a very positive environment.

“From a sports standpoint, that is huge with our kids,” he added. “There’s a lot going on in society today, and here, children can be in a very positive environment and feel good about themselves and grow. And that’s very good for us as parents, too.”

As for the community element, franchises have become involved, through fundraisers and other activities, with organizations like school PTAs and PTOs, Girl Scouts and Boy Scouts, 4-H, the American Cancer Society, Best Buddies, and many more.

“It’s really part of our nature to do those things on a regular basis,” Knight said. “So people who tend to be owners really like the family aspect of it, working with children, and the local give-back. That’s what’s unique about our business model, unlike a fast-food restaurant where you can make good money, but may not make the same kinds of relationships.”

 

Olympic Dreams

The latest development that has Knight and Grant excited is the elevation of obstacle course racing to the Summer Olympics, starting in 2028 in Los Angeles.

Specifically, it’s now part of the pentathlon, replacing equestrian show jumping. A few years ago, the International Olympic Committee evaluated a whopping 62 proposals to replace that event before deciding on a ninja-style obstacle course. The other four pentathlon events remain swimming, fencing, pistol shooting, and running.

Knight and Grant both believe this development will further legitimize the sport, providing both opportunities for kids to get fit — particularly those who don’t enjoy traditional youth sports — while boosting the profile of USA Ninja Challenge. Knight expects the number of franchises to reach around 90 within a year.

USA Ninja Challenge is looking to open up to five locations in Western Mass., starting in 2026.

USA Ninja Challenge is looking to open up to five locations in Western Mass., starting in 2026.

“We have a partnership with U.S. Olympics,” he told BusinessWest. “We run competitions for our kids, and top athletes get to train with Olympic coaches in the summer. We’re the only one that has a program like that because we have a curriculum that’s all about progression training for kids.”

“People we attract as owners are people that want to work with children and develop long-term relationships with families.”

The company has also been involved with the Junior Olympics program, offering ideas to help create a pathway for kids to compete for the Olympics in this sport. And it is growing worldwide. The Ultimate Ninja Athlete Assoc. saw about 10,000 kids from 23 countries at its championship in Anaheim, Calif. last year — a tenfold increase from 2023.

And when the Olympics added the sport to its pentathlon, 160 countries immediately signed on — the biggest adoption of any sport introduced to the Olympics, Knight said.

He’s equally excited about the potential of this growing youth activity to get kids active and in shape, a particular concern in this era of copious screen time. An article on the USA Ninja Challenge website touts several studies linking youth fitness to better performance at school as well.

In short, he said, the benefits are manifold, and for Western Mass., they will also include that community element he spoke of, as well as job creation.

“We need people to work with kids and provide kids with a positive, safe environment to develop,” he told BusinessWest, adding that there will be a need for coaches, managers, and other positions at the new gyms when they start to open up in this region next year. “It’s remarkable the positive impact this can have on the community.”

Community Spotlight Special Coverage

Community Spotlight

 

The Daniel Arts Center is one of many individual pieces on the Bard College of Simon’s Rock campus that have caught the attention of developers.

The Daniel Arts Center is one of many individual pieces on the Bard College of Simon’s Rock campus that have caught the attention of developers.

John Weinstein said the phones started ringing seemingly within hours after the news broke last November.

This was the official announcement that Bard College at Simon’s Rock, an institution in Great Barrington for 60 years, would be closing its campus there and relocating programs to Bard College’s main campus in New York for the start of fall classes.

The phone calls were — and are (they’re still coming at a good clip) — from those interested in acquiring and developing all or a piece of the 280-acre campus, with a wide range of specific intentions, including housing.

“The inquiries have ranged from totality to the very granular,” said Weinstein, the school’s vice president and provost, meaning everything from the entire campus to individual buildings to specific pieces of equipment.

Interest in those pieces picked up in intensity with passage of an overlay zone at the recent town meeting, one that will permit many different uses beyond education, said Weinstein, adding that some uses — cannabis facilities and an amusement park, for example — are still not allowed.

The fate of the Bard campus and the prospect of losing such a large contributor to the Great Barrington economy are at the top of a long list of storylines involving this picturesque Southern Berkshires community and its mostly tourism-driven business community.

“The inquiries have ranged from totality to the very granular.”

“This will have an impact on the town in multiple ways,” said Betsy Andrus, executive director of the Southern Berkshire Chamber of Commerce, based in Great Barrington. “We won’t have the influx of students coming into the town for shopping and eating, and you also have teachers and staff, an athletic center, and the Daniel Arts Center; it’s certainly a loss for this area.”

A loss that is in many ways balanced by anticipation about what might come next.

As for other storylines, they include everything from new ownership for several downtown properties — and reshaping of those properties for retail and office use (including a new home for the chamber) as well as residential units — to lingering housing concerns, especially a shortage of affordable, or ‘workforce,’ units, putting a burden on both business owners and their employees.

“This whole area needs more workforce housing; our employees can find places to live, but often at a fairly substantial commute,” said Janis Martinson, executive director of the Mahaiwe Performing Arts Center. “It’s a real challenge; people are coming a long way to get to work because they don’t have a choice.”

Janis Martinson says the Mahaiwe Performing Arts Center will open a second facility later this year, one of many efforts to connect the community to the arts.

Janis Martinson says the Mahaiwe Performing Arts Center will open a second facility later this year, one of many efforts to connect the community to the arts.

On another note (pun intended), this is shaping up to be a big year for the Mahaiwe, built in 1905, which has a full slate of performances on tap — from classic movies like Casablanca, shown on Valentine’s Day, and Sabrina, which aired May 23, to a Brian Cox tribute to opera, comedy, and a wide variety of musical performances — and is set to open an accessory venue in the town’s former fire station.

“A group of businesspeople have restored the firehouse, and they’re leasing us a portion of the first floor,” said Martinson, adding that the building is roughly the same age as the Mahaiwe. “We’re using that as an intimate, flexible performance venue and a concession space.”

The Mahaiwe is one of many key contribitors to a vibrant downtown that has made a near-complete recovery from COVID and extensive infrastructure work in the central business district, said Martinson, adding that, while Great Barrington once had slow times of the year — most of September, for example — it is now vibrant year-round.

“I think the town has grown a little younger,” she said. “And while there used to be some times when it would be pretty sleepy, it’s not like that anymore; this is a 12-month-a-year busy town.”

Andrus agreed, noting that the investments made in several downtown properties will bring more people, and more vibrancy, to the area, with some new businesses and several existing ones with new mailing addresses.

“I think the town has grown a little younger. And while there used to be some times when it would be pretty sleepy, it’s not like that anymore; this is a 12-month-a-year busy town.”

“Change is always a positive thing,” she said, noting that several existing businesses have or will find new and better spots. Meanwhile, new housing units equate to more people living in the central business district — and more opportunities for some workers to shorten their commute.

For this latest installment of its Community Spotlight series, BusinessWest takes an in-depth look at Great Barrington and the many developing stories in this destination community.

 

A Loss — and an Opportunity

Weinstein said the decision to close Bard College’s Great Barrington campus and relocate its various programs — early college and some high-school offerings — came down to numbers.

Getting more specific, he said it was the number of students that would make sustaining that campus feasible. That number is at least 450 and preferably much higher, he noted, adding that the school hasn’t been able to reach that threshold, and with current demographic shifts — specifically fewer high-school-age people — it wasn’t going to get there anytime soon.

So the decision was made to move the school and its programs to the main Bard campus, where economies of scale will make this operation much more sustainable, said Weinstein, adding quickly that, while this move represents a loss for the community, the campus as a whole and its individual parts present a unique development opportunity.

And the zoning overlay district certainly helps in this redevelopment, said Weinstein and others we spoke with, noting that it will permit operation of an athletic center and performing-arts center — those are just two examples — without a school being attached.

“Those most interested in the future of the property did that shift,” said Weinstein, noting that the redevelopment of the campus will afford the town an opportunity to address some of its pressing needs and challenges, a list that certainly includes housing.

Great Barrington at a Glance

Year Incorporated: 1761
Population: 7,172
Area: 45.8 square miles
County: Berkshire
Residential Tax Rate: $13.79
Commercial Tax Rate: $13.79
Median Household Income: $95,490
Median Family Income: $103,135
Type of Government: Open Town Meeting
Largest Employers: Fairview Hospital; Iredale Mineral Cosmetics; Prairie Whale
* Latest information available

Andrus agreed, noting, as Martinson did, that businesses and their employees are impacted by the current lack of affordable housing.

Many of these businesses are in the broad tourism, hospitality, and retail sectors, said Andrus, noting that Great Barrington draws visitors from nearby New York, other communities within the Berkshires, and well beyond. Meanwhile, its population increases threefold in the summer, from 7,000 to 21,000, as snowbirds and those with second homes in the area return.

“With that influx of people, even going to the grocery store can be chaotic,” she noted, adding that the town’s character changes as its population swells, especially the central business district.

Residents and visitors alike enjoy a very walkable downtown that features attractions like the Mahaiwe, a diverse lineup of restaurants, and unique arts-related programs such as Berkshire Busk — organized street entertainment (everything from singers and flamenco dancers to poets and aerialists) that runs on Railroad Street and other parts of the downtown on Friday and Saturday nights from early July to Labor Day.

There have been some changes within this downtown, and more are on the way, as some aging properties have changed hands, said Andrus, adding that this list includes the so-called Mahaiwe Block, the Marble Block, and other properties.

“All these buildings have changed hands to younger, probably more energetic people,” she said, adding that these landmarks are being renovated and, in some cases, reimagined, with mixes of retail, office, and much-needed housing.

The chamber’s new home at 343 Main St., across from Town Hall, is a good example. The property there, acquired and redeveloped by the Alander Group, will house the chamber’s offices as well as an enlarged visitors’ center, as well as other retail, 15 apartments, and a wine bar, said Andrus, noting that, prior to its move, the chamber was in two locations, a small visitors’ booth in front of CVS and a business office on Railroad Street, a situation that was less than ideal.

“It was like working in a cave — it was hard to find; it wasn’t easily accessible,” she said of the Railroad Street location. “Now, we’ve combined the business office and visitors center, and it’s a real improvement.”

The Alander Group also owns the Mahaiwe Block, which houses the performing arts center, she said, adding that it also features retail and housing units.

Meanwhile, at the Marble Block on Main Street, the former Gorham & Norton grocery store, a fixture for generations, is being remade into Robbie’s Community Market, said Andrus, adding that the property will soon feature several apartments as well. As for the market, it will be a collective, including a coffee bar, pizza oven, sandwich shop, and more, combining the past — this was a soda counter decades ago — with the present.

 

Taking Center Stage

These investments, as well as the new or relocated businesses and residents they bring to the area, will create more vibrancy in the downtown, said Andrus, adding that, overall, the downtown continues to thrive and build on its status as a destination.

Martinson agreed. She took the reins as executive director of the Mahaiwe in January 2020, just two months before COVID arrived and essentially shut down its scheduled season.

But the facility survived that challenge by getting creative, she recalled, adding that one of first initiatives that year was to partner with Bard College at Simon’s Rock to create a drive-in movie theater in one of its parking lots.

“They had a parking lot outside their performing arts center that happened to be tiered down a hillside, so we could have all the cars facing in one direction and put the screen at the bottom of the hill,” she recalled, adding that the schedule included a few of the Star Wars movies, American Graffiti, The Princess Bride, and other family stalwarts.

“That’s how we got through summer,” she went on, adding that the Mahaiwe partnered with other performing arts nonprofits in the area to record concerts from its stage in efforts that were more about the arts than revenues. “We managed to stay in touch with our community throughout the pandemic, and that’s really the point — to bring people together, and bring them together around the performing arts.”

This creative spirit continues today, she said, adding that the facility hosted more than 125 individual events last year and will grow that number this year, especially with the opening of the new space in the renovated former fire station.

“We’ll be able to do much more intimate performances there — things that are a little more niche and involving emerging artists and more local artists,” Martinson told BusinessWest. “And we’ll be able to rent that space out to local performing arts organizations.

“We’re really excited about that coming online,” she went on, adding that there have been some ‘sneak previews,’ with a planned opening for later in the year, probably the fall.

The auxiliary theater is part of a broader five-year strategic plan now in year two, said Martinson, adding that, in simple terms, the plan calls for bringing more performing arts than it already brings to its main stage and “reaching further into our community.”

That community includes Great Barrington residents, but also visitors from a wide radius, she said, adding that this town is a true destination, one that has made its way all the way back from the dark days of COVID.

And one that is looking to turn the loss of Bard College at Simon’s Rock into new opportunities.

Business Talk Podcast Special Coverage

We are excited to announce that BusinessWest has launched a new podcast series, BusinessTalk. Each episode will feature in-depth interviews and discussions with local industry leaders, providing thoughtful perspectives on the Western Massachuetts economy and the many business ventures that keep it running during these challenging times.

Go HERE to view all episodes

Episode 234: May 12, 2025

Joe Bednar talks with Marianna Litovich, Executive Director, All Our Kids Inc.

In 2015, Marianna Litovich had been a foster parent for seven years — and had adopted two children through foster care — when she began to recognize a lack of opportunities for foster and adoptive families in the region to connect. So she started a social-media group to provide a space for support and shared experiences. That effort evolved into All Our Kids Inc., a nonprofit dedicated to building community, providing resources, and increasing awareness of the foster-care system. On the next episode of BusinessTalk, Marianna talks with BusinessWest Editor Joe Bednar about the importance of this work, how people can support it, and her gratitude for families who have a calling to be foster parents. It’s must listening, so tune into BusinessTalk, a podcast presented by BusinessWest.

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Education Special Coverage

School of Thought

Western New England University President Robert Johnson

 

 

“A shift in the market.”

That’s how Robert Johnson, president of Western New England University, chose to describe the current state of higher education, knowing this is a huge understatement.

Indeed, colleges and universities were already under great amounts of stress due to declining enrollments, rising costs, weaker bottom lines, and mounting questions about the cost and value of a college education. And that was before the Trump administration started what the Boston Globe and others are calling a ‘reign of terror,’ pressuring institutions on matters such as DEI policies and efforts to curb antisemitism with threats involving everything from the cancelation of grants to removal of schools’ tax-exempt status.

“It was already a fairly rapid pace of change, and what’s going on at the federal level is merely accelerating the pace of change, creating high levels of anxiety,” said Johnson. “I don’t think higher ed has ever been through this — I’ve been in higher ed 35 years, and I’ve never seen anything like this.”

But, at the end of the day, and in his opinion, this is just … a shift in the market, or another shift, one of many that higher education institutions have faced over the years, decades, or centuries, depending on how long they’ve been around, said Johnson, who referred early and often to the proverbial ‘other side’ of this current shift.

“I don’t want to call it a ‘new normal,’ because I think we’re creating ‘normal,’ and it’s going to be different,” he said. “What that ‘different’ is … who knows? But I think we must remain agile enough to change with the times. My perspective is simple; when it comes right down to it, places like Western New England University — we started as a branch campus for Northeastern University — are at a place where we’ve come through world wars, the Great Depression, the Civil Rights movement, Jim Crow, the dot-com bubble, the Great Recession … and now this. And we’ll figure this out.

“I don’t want to call it a ‘new normal,’ because I think we’re creating ‘normal,’ and it’s going to be different. What that ‘different’ is … who knows? But I think we must remain agile enough to change with the times.”

“Anyone who says they have a crystal ball and understands what it’s going to look like on the other side is fool’s gold,” he went on. “The best that we can do is be agile and try and manage as best we can given the resources that we have to emerge from this. It’s not going to be fun — this is not the golden age of higher education post World War II — it is a shift in the market, and that has to be our view, and there will be winners and losers.”

These were just some of the thoughts from Johnson in a wide-ranging interview with Johnson that turned out to be an exit interview, if you will. Indeed, he announced, just a few days after he talked with BusinessWest, that he will be stepping down from the university in August.

As he talked about the current landscape, he came back repeatedly to his contention that, to survive this latest shift in the market, schools will have to be agile and proactive in response to the factors that created this paradigm. And WNE is doing exactly that, he said, noting that, through several new strategic initiatives, it has improved its position.

Indeed, the school enrolled the largest entering class in its history in the fall of 2024, just two years after it recorded one if its lowest figures in a quarter century, he said. “Three years ago, we had just over 6,700 applications for our entering class. This year, we’re right on the cusp of 13,000 applications.”

This was accomplished, he said, by stressing brand value and return on investment — “including a 94% job-placement rate, starting salaries higher than 52 of the top-100 universities in the country — 36% higher than any of the other schools in this region.

Robert Johnson says that, through aggressive, targeted marketing, WNE entered its largest class ever in 2024, and is on pace to do the same this September.

Robert Johnson says that, through aggressive, targeted marketing, WNE entered its largest class ever in 2024, and is on pace to do the same this September.

“That’s the message that we keep driving home,” he went on. “And it’s showing up in our applications, deposits, campus visits … that’s my story, and I’m sticking to it.”

Beyond marketing, these increases in applications and enrollment are due to new programs designed to provide a bridge to the workforce, he said, citing the school’s new master’s degree program in Biopharmaceutical Technology, due to launch in September, as just one example.

If current trends continue, the school could exceed 1,050 students, and perhaps more, for the class entering this September, said Johnson, adding that this would be the largest class yet again.

For this issue and its focus on education, BusinessWest talked with Johnson about the current state of higher education and the many factors that will determine how and to what extent schools can ride out this storm.

 

Course of Action

Johnson, who arrived at WNE just as COVID did, noted that the pandemic represented a stern test for all institutions of higher education, one that forced them to rethink what they were doing and how, and make often dramatic changes to carry on and continue their missions.

This latest shift, one marked by demographic changes and governmental changes alike, and where 40% of private schools in New England are under some form of financial distress, is similar in many ways, but also fundamentally different.

“With COVID, there was a predictability to it — you knew that if you did certain things you would get through it,” he said. “Right now, in this environment we’re in right now, there’s no predictability; that’s what creates the high levels of anxiety we’re seeing right now.”

And this brings him back to that notion that schools will “figure this out.” Or not.

‘There’s something about the human spirit that says, ‘no matter what we’re going through, we’ll come out on the other side,’ and oftentimes, it really does come down to sheer determination with a plan of action that has the ability to pivot as you get different information or new information along the way that enables you to move forward.

“The indelible human spirt says that when a group of people work together toward a common goal, and they’re all rowing in the same direction, you can’t find a time in human history where they did not come out on the other side. And that’s going to be the difference — the institutions that can pull together and have that indelible human spirit that says ‘yes, I can.’ It’s possibility thinking and operating from a perspective of assets and not deficits — ‘I’m not going to focus on what I don’t have and therefore what I can’t do, but what I do have and what we can do with that.”

Elaborating, he said WNE’s success with growing its numbers for applications, deposits, and enrollment, comes down to one word — marketing.

“We’ve been really focused on telling our story,” he explained. “Because if families are going to make the investment, they want to know if I can get a job, a good job. It’s about outcomes, outcomes, outcomes.”

This marketing involves traditional vehicles, but especially social media and digital marketing, he said, but it also involves getting students on the campus.

“Getting them on our campus matters; there’s a higher probability of enrolling a student if they’ve been to the campus,” he said, adding that the school succeeds at being welcoming.

“This is place where, no matter who you are, where you’re from, or what you look like, you’re welcome. “It doesn’t matter what your political persuasion may be. And we don’t engage in highly politicized debate that’s happening in the external world; our heads are down, this is where you come to go to school, where you come to get a job — you don’t have all the drama about what’s going on in the world.”

When asked about how schools will emerge on the other side, and the factors that will determine what will look like when they do, Johnson said financial models and roadmaps that will provide long-term sustainability and growth, where revenues align with expenses, are obviously a key. But the bigger factor will the level to which institutions can focus on academic programs that can provide real jobs, “not just education for the sake of education.”

He mentioned examples at WNE including the new Biopharmaceutical Technology degree program, the Center for Advanced Manufacturing, FinTech program, and the recently opened XR/VR Lab, which provides students with hands-on access to cutting-edge virtual, augmented, and mixed-reality technologies.

“With COVID, there was a predictability to it — you knew that if you did certain things you would get through it. Right now, in this environment we’re in right now, there’s no predictability; that’s what creates the high levels of anxiety we’re seeing right now.”

“Those are the kinds of things that will matter moving forward,” he said. “Part of what will make a winner is programs that are relevant, that enable students to get real jobs … that have innovative and entrepreneurial components in place that become creative in nature and allow students to have hands-on experience and take that experience and go out into the world of work.”

“At the end of the day, each institution will have to decide what’s best for them, and position themselves accordingly,” he went on. ‘For many of them, probably most of them, elements of their plan will work, and for some of them, their plans will not work, and it will be to their own demise.”

 

Bottom Line

Johnson stressed that neither he, nor anyone else, really, knows just what ‘different will, indeed, look like.

But in these unprecedented times, when there is, as he said earlier, no predictability, schools must be creative and diligent if they are going to get to the other side.

“One of the outcomes of what we’re seeing now is that you’ll see some of the institutions come out of this and evolve and thrive, and there will be others that will contract and perhaps go out of business,” he continued. “I go back to the Great Depression, when the economy was rough, to say the least — which is what we’re starting to potentially see as an outcome of tariffs and uncertainty in the marketplace — some of the greatest companies in the world were started or evolved during that time. And that’s what we’re going to see on the other side of this with higher education — there will be institutions that will be reborn in a different way that will evolve and thrive in an environment in whatever ‘different’ will look like.”

Banking and Financial Services Special Coverage

Generational Impact

Country Bank team members help high-school seniors navigate a Credit for Life Fair.

Country Bank team members help high-school seniors navigate a Credit for Life Fair.

 

Jodie Gerulaitis’s title at Country Bank is first vice president, Community Relations. But before that, she was a Financial Education officer for the institution — a role for which she still has a passion.

“My job was offering financial education to our communities,” she said, noting initiatives like Savings Makes Sense, a partnership forged in the late 1990s with local schools — eventually about 40 of them — in which the bank collected deposits and students could engage in banking activities right at school.

These days, that program has morphed into Money School, a series of financial-literacy resources in public schools that include books, workshops, and five annual Credit for Life fairs that involve about 2,000 seniors from 13 different high schools.

The fair, a Massachusetts-based program that many banks participate in, asks students to role-play a 25-year-old, visiting about a dozen booths and making financial choices based on their career and salary goals.

“Some students get a salary or a credit score they weren’t expecting, and they also learn to understand needs versus wants,” Gerulaitis said, adding that the students also get a dose of reality; at one booth, they might get a bonus at work or an unexpected expense. “Do they want to take vacations? Is that important to them? Do they want to own a pet? These are choices you and I make every day, and we’re bringing it to the students.

“The students who wind up with a low credit score or a low salary and are struggling, they’re going to learn the most,” she added. “They see how difficult it is to get where they want to go. Can they afford a house, or do they need a roommate to split expenses? It’s a really eye-opening experience, and they need to experience this stuff now, so they don’t make bad choices later.”

Two years ago, the United Way of Pioneer Valley started partnering with middle- and high-school students in Springfield and Holyoke to teach basic financial-literacy skills to young adults before they start interacting with finances for real, President and CEO Megan Moynihan said.

Megan Moynihan

Megan Moynihan

“It’s so very important — if you don’t understand how to take care of yourself from a financial perspective, how can you become successful?”

“We want them to create a basis to be financially successful before they go out into the real world,” she noted. “Many of these students may not have access to learning about financial independence through their families. They didn’t learn about the importance of saving and credit and preparing a budget as a child. Some of the students we work with have zero idea going into these classes. The goal is to give them a basis, a skill set to prepare them for the real world.”

The United Way’s financial-literacy programs go well beyond young people; it launched an initiative called Thrive almost a decade ago, which helps individuals across all age groups achieve financial security through education and other resources.

“Personal financial education is huge — it’s a huge gap for so many individuals,” Moynihan said, noting that the partner agencies the United Way funded would refer to Thrive people who needed the service.

“Our partner agencies let us know about individuals who needed support. We would do one-on-one coaching with those individuals, typically follow them for an entire year, helping them with budgeting, helping them set goals for raising their credit score. Many did not even have bank accounts, so we brought in individuals from the banks to set up simple checking accounts, direct deposit, and credit cards to create credit. Others would learn how to fix their credit score, how to consolidate credit, the importance of reducing expenses, and more.”

Around 2020, the United Way switched to a more direct-service model, and now Thrive services are offered to any client of the nonprofit who needs them, typically people who access services from one of the United Way’s service centers in Springfield, Chicopee, and Holyoke.

“Individuals come in needing help with food insecurity or mental-health support, and we can also help them with personal-finance training; every individual who comes through our doors has access to Thrive financial education,” Moynihan explained. “We also partner with other nonprofits on a classroom-style, six-session financial-education series.”

Serving about 450 people at any given time through its youth programs, human-service agencies, and workplaces, Thrive impacts families in ways that can be generational, she noted.

Jodie Gerulaitis says the financial-literacy skills students develop now will benefit them later, no matter what college or career path they choose.

Jodie Gerulaitis says the financial-literacy skills students develop now will benefit them later, no matter what college or career path they choose.

“It’s so very important — if you don’t understand how to take care of yourself from a financial perspective, how can you become successful?”

For this issue’s focus on banking and finance, BusinessWest talks to several area professionals involved in financial-literacy efforts about those impacts, and the various forms these programs take.

 

Lifetime Financial Journey

Springfield Partners for Community Action is another local organization offering financial-literacy education through a series of different free workshops, from basic financial literacy to first-time homebuying and property management.

“They all consist of a little bit of financial literacy. We dive deep into budgeting, credit, debt management, banking, and investing,” said Gabriel Ortiz, a housing councilor at Springfield Partners, noting that the workshops average around 28 people each. Some are one-session workshops that run six to eight hours, often featuring speakers from the banking and financial-services world, while the first-time homebuyer workshop is a two-part series.

“We have a lot of professionals that have been in that industry for a lot of years, and they give their expert analysis of what the process is and how to get people where they need to go, watching out for predatory lending, things like that.”

Meanwhile, the basic financial-literacy session is a good idea for people looking to establish some credit and start saving for the future, Ortiz added.

“In Springfield, probably one out of four residents live in poverty. Springfield has seen inflation, and potential tariffs will make it harder for households to manage their budgets. As a local financial advisor, we’re trying to give some helpful tips and help people regain control of their finances, stick to a budget, and cope with today’s economic challenges.

“We want to help people transition from poverty to a more equitable future,” he went on. “By establishing generational wealth, buying homes, and establishing some credit, that’s definitely going to help families down the road.”

Having offered financial-literacy programs since 1996, Gerulaitis noted, Country Bank has seen those initiatives take on a life of their own.

“These programs make a difference. Sometimes parents are not in the financial situation they expected themselves to be in, and I’ve found the grown-ups at home sometimes don’t talk to kids about money. Maybe they’re embarrassed about their financial situation.

“So, whether they come from a wealthier background or not — really, all walks of life — these programs empower students to make the decisions themselves. After all, if the parents aren’t having these conversations, who is?”

“In Springfield, probably one out of four residents live in poverty. Springfield has seen inflation, and potential tariffs will make it harder for households to manage their budgets. As a local financial advisor, we’re trying to give some helpful tips and help people regain control of their finances, stick to a budget, and cope with today’s economic challenges.”

Sherleen Crespo, vice president, branch manager, and mortgage specialist at Westfield Bank, who is being honored as one of BusinessWest’s 40 Under Forty this spring, said this reality — and the opportunity to start the conversation — is one of the reasons she loves being in banking.

“Sometimes financial literacy starts in the home, but not everyone has access to that,” she said. “Parents try their best, but they may not know as much as they should. And that lack of education affects people.

“Now, schools are very much involved in financial literacy. They invite me in, and that’s something that we didn’t have when I was growing up,” Crespo added. “It’s super important. It’s planting a seed toward breaking these generational cycles. The more we can educate people, the more that they’ll be able to grow.”

Gerulaitis agrees, and has anecdotal evidence to boot.

“I run into students after they’ve been through the programs — at the grocery store or a restaurant — and they say, ‘thank you, thank you. I got my first job, and a lot of what you said makes sense now.’ They put it into practice. That’s why we hit them when they’re seniors. Whether they’re going into the workforce or college, these skills are necessary at all levels. You can see the impact later on.”

And it’s not just high-schoolers; Country Bank targets educational programs throughout the community, from college students to senior centers. She’s even read age-appropriate books about money to preschoolers.

 

Bridging the Gaps

Moynihan said the United Way has a Thrive program that goes into workplaces, helping coach employees on the best ways to navigate financial struggles. In fact, three staffers are certified as financial coaches in the workplace, and they come at their roles from a mentorship perspective.

“We’re not giving you this information and saying, ‘now go figure it out yourselves.’ We’re setting you up with a mentor to walk you through these programs that will support you not just in your financial education, but on everything else that impacts your life.”

Another Thrive coach is a social worker, “so he understands the full scope of the needs of our clients — not just help with financial literacy, but so many other underlying issues that need to be addressed in the classes,” she went on. “We work with individuals to understand and identify the other areas where they need support so they can become financially stable.”

Every individual doesn’t need the same level of support, or the same educational components, she noted; some need close hand holding to get through it, and others just need to learn about different modalities to budget, save, and make good financial decisions.

“You don’t know what you don’t know, but it’s one of those things where it can be very difficult to ask for help. They might be ashamed,” Moynihan said. “So we move at the speed of trust. It can take time to build a relationship with an individual to become comfortable talking about this.”

The United Way is also part of the Bridges to Prosperity program through Springfield WORKS, a state-funded pilot program tasked with overcoming the ‘cliff effect,’ a phenomenon whereby the increased income from securing a job isn’t enough to offset public benefits while unemployed.

“It’s a first-in-the-nation approach that pairs cash payments to employed individuals over a two-year period with financial coaching and workforce training to bridge the gap between being on state assistance and being fully, gainfully employed,” Moynihan said. “So far, it’s working wonderfully.”

At the same time, the need for financial education continues, and Gerulaitis wishes it started at a younger age for everyone. She’s part of a committee that has advocated in Boston for state-mandated financial-literacy education in schools, trying to make Massachusetts the 27th state to mandate that as a graduation requirement.

Meanwhile, she added, Country Bank is doing as much as it can by offering free financial education.

“Even if it’s just one class, these schools love to partner with us. They feel they’re able to offer something to students as a benefit. Not all of them have personal-finance classes,” she said. “So, we’ve done a lot of programs. We want to provide as many free resources as we can to the community and guide them through their financial journey.”

Healthcare News Special Coverage

Crossing the Finish Line

Community Foundation of Western Massachusetts President and CEO Megan Burke

Community Foundation of Western Massachusetts President and CEO Megan Burke

 

A few years ago, faced with a daunting statistic — that average college graduation rates are 60% at four-year institutions and 25% at two-year institutions — the Community Foundation of Western Massachusetts commissioned a study on factors that contribute to higher-education persistence.

From that effort emerged a program called Western Mass Completes, which recently supported 50 nursing and health-sciences students from 10 of the region’s colleges and universities, all of them identified by their schools as possibly being at risk of not finishing their degrees, for a variety of reasons.

The result? Forty-nine of them graduated on time and passed their certification exam, and most have secured employment in their field. The 50th simply missed a class and had to add an extra semester, but is expected to join the list of success stories.

That’s a remarkable result, but what may be even more impressive is the level of financial support involved: just $2,500 per student, to help pay for a range of expenses, from equipment to transportation to exam fees.

“From all these students who potentially were at risk of not completing, to have that much of a completion rate is really important,” said Megan Burke, president and CEO of the Community Foundation. “And because there was a preference for commuter students, these are now qualified nurses who are in our communities and are part of the local workforce. And most of them, as of this past winter, were employed — which isn’t surprising because we know there’s a great need for nurses.”

“It’s important to lift up the fact that there’s regional economic impact — that these folks are gainfully employed, making livable wages, and contributing to their local communities, which are very likely in the three counties that we serve.”

Based on the research of Becky Packard, a Community Foundation trustee and professor of Psychology and Education at Mount Holyoke College, who spearheaded the initial research, Western Mass Completes was developed with the understanding that it’s not enough to help students enter college — the bigger priority, for them and the region, is to see them cross the finish line.

Ten local colleges and universities joined the endeavor — UMass Amherst, Westfield State University, Bay Path University, Springfield College, American International College, Elms College, and Western New England University, as well as Greenfield, Holyoke, and Springfield Technical community colleges.

The research showed that students often need more time and more resources to complete degrees; many are working full-time while in school and taking a reduced course load, while others are balancing school, work, and family responsibilities. Those financial roadblocks create barriers to completion, especially for high-need, first-generation students.

Denise Hurst, vice president for Community Impact and Partnerships at the Community Foundation, noted that Western Mass Completes emerged from a growing focus on access to post-secondary institutions and the emerging realization that the biggest issue isn’t enrollment, but persistence and completion.

“From there, we really started to look at the areas where students were more apt to encounter financial barriers to completion,” she told BusinessWest. “And then the pandemic hit, and we knew there was a shortage in the nursing and allied health-sciences fields.”

Denise Hurst

Denise Hurst says Western Mass Completes has undoubtedly helped change the trajectory of some nursing students’ lives.

So the nonprofit launched a pilot program at four local colleges, providing financial grants to 20 nursing students. When the results came back positive, the program was expanded to 10 institutions and 50 students, some of them not in nursing but in health sciences, as not every school has a nursing program.

“We did that with the same sort of intention — how do we mitigate any financial barriers to completion — providing them with a grant during their time in school so that they could reduce their work hours, use it for food, gas, whatever it was that they needed that could impede their completion,” Hurst explained. “And we followed that up with providing them with a grant toward their NCLEX exam so they could be prepared to go right out into the workforce.”

While the Community Foundation is still working on next steps — determining what lessons can be gleaned from the pilot and how they can be applied to an overall workforce strategy in the region’s healthcare economy — it’s clear that students reaching the finish line is critical not only to their own career success, but to the long-term growth of a key sector.

 

Meeting a Need

Hurst listed a number of factors that Western Mass Completes seeks to address:

• The demand for skilled nurses has been at an all-time high and escalated with COVID-19, yet many aspiring nurses struggle to complete their education due to financial barriers.

• While tuition is a significant cost, smaller, but critical, expenses — like certification exam fees, technology costs, transportation to clinical training, medical equipment, and scrubs — can be the deciding factor between completing a degree or dropping out of an academic program.

• These challenges disproportionately affect students from low-income backgrounds and those without financial safety nets.

• Investing in students not only supports individuals, but strengthens the entire healthcare system by ensuring communities have access to well-trained professionals.

“Even though we might not know what particular niche of nursing they’ll go into,” she noted, “it’s important to lift up the fact that there’s regional economic impact — that these folks are gainfully employed, making livable wages, and contributing to their local communities, which are very likely in the three counties that we serve.”

Burke said it was important that colleges selected students for this assistance who were most in need of it.

A recent graduating nursing class at Holyoke Community College, one of the 10 partnering institutions in the Western Mass Completes program.

A recent graduating nursing class at Holyoke Community College, one of the 10 partnering institutions in the Western Mass Completes program.

“We recognized that the schools know their students really well and know who might be struggling or who might be facing barriers. When there is an application process, you don’t necessarily get the students who most need it; you sometimes get the students who are best able to complete an application.

“A lot of the students were so surprised and almost didn’t even believe it,” she added. “That was one of the challenges that our researchers had to overcome, which was to say, ‘no, no, this is for real. We’re giving you money, and we want you to be successful.’ And one of the things the students noted in the evaluation is that this vote of confidence, that we want you to succeed, was a really valuable component of the program for them.”

The fact that a relatively small grant can make a significant impact on completion rates is important to note, Burke said.

“It’s concerning that you could get three out of four years through nursing school and then potentially leave without a degree, not be able to pay back your student loans, not necessarily have an income to support your family — and $2,500 really made a significant difference in people’s lives,” she told BusinessWest. “It also helps to fill a nursing shortage in our economy.”

 

Strategy Sessions

The next big step, Burke said, will be a strategic planning process. “We really want to get a lot of community input into where can we best add value. So we’ve made it pretty clear that we will not be launching a new phase of Western Mass Completes right away until we can do some more of that learning.

“We do have other ongoing things that we’ll continue to do that contribute to student success, like our scholarship program, our interest-free student loans, and other pieces,” she added.
“But in this particular area of study, we’re waiting to learn what could be most useful.”

Another emerging factor, particularly for the community-college partners, is the success of MassReconnect and MassEducate, the state programs that offer an associate degree free of charge to a wide swath of Massachusetts residents.

“There’s also some input we’d like to get from employers who might be saying, ‘we have this program to try to recruit nurses,’ or maybe there’s a need in the early-education space, the daycare centers, who are struggling to employ. How can we build on the efforts that some of the employers are having?” Burke went on.

She noted that many students who are a good fit for a program like Western Mass Completes are

non-traditional students — typically older students who are returning to their education.

“A significant percentage have children, so they’re parenting, they’re sustaining a family, and they’re doing all these other things while they get their education. These are folks who are trying hard to improve the situation for their entire family. And the fact that we could do that with a couple thousand dollars — it feels so gratifying to know you’re helping a family stabilize itself, benefiting not just the one individual, but everyone else they’re supporting as well.”

Hurst agreed it has been satisfying to see the initial impact of the project, whatever strategies come of it. “To know that you were able to change the financial trajectory of someone’s life, something we know has generational impact, is really exciting.”

Community Spotlight Special Coverage

Community Spotlight

Kettlebread Deli is just one of the intriguing business storylines in Southwick.

Kettlebread Deli is just one of the intriguing business storylines in Southwick.

  

Ed Grimaldi pointed to the small table for two by the door, under the large-screen television. 

“I was sitting right there,” he recalled. “I had my head in my hands, thinking, ‘what have I done? What have I gotten myself into?’” 

It was April of 2020, a month after COVID-19 officially arrived in the region. Grimaldi had, in keeping with a mandate from the state, shut down Samuel’s, the pub-style restaurant at the Basketball Hall of Fame that he co-owned. And he had already invested, along with partners Melissa Veino and Joe Rondoletto, in a new endeavor on College Highway in Southwick called Kettlebread Deli, that was slated to open in a few weeks. 

Which explains why Grimaldi had his head in his hands. 

“We muddled through, somehow,” he said, noting that Kettlebread — more on that name and that concept later — pushed on through curbside service and was able to establish a beachhead, if you will. Fast-forwarding a little, the new business survived, has expanded to a second location and central bakery in Westfield, and Grimaldi and his partners are exploring franchising opportunities. 

“There’s nothing new about doing things home-made — lots of places do that now; we’re trying to do it in a way that’s duplicatable and scalable,” he said, hitting at the heart of this operation, adding that he believes he has an easily identifiable brand, a name that resonates within the industry, and “food that’s really, really good.” 

Kettlebread is one of many intriguing businesses and storylines in Southwick, a recreational community known for its Congamond Lakes, motocross, including the highly anticipated Southwick National in late June, the Ranch golf course, rail trails, a wide range of outdoor experiences, and more. 

“Our bread is very good because a portion of each batch is folded into the next day’s batch, allowing for an exponentially small portion of every batch that has ever been to be in every other batch.”

It’s also known for its hospitality and food-related businesses, including one that has risen to the ranks of institution. That would be Mrs. Murphy’s Donuts, another College Highway establishment that will soon — as in next year — be celebrating a half century of serving up a wide variety of offerings, including its signature raised, glazed honey dip. 

A family business to the core, Mrs. Murphy’s now has members of three generations working behind the big glass display case, or behind the scenes, said Shane Smith, noting that things really started with her grandparents — and especially her grandmother, Shirley, “the original Mrs. Murphy” — who opened a donut shop in Florida. 

“They taught my dad, Earl Murphy, how to make the donuts,” said Smith, adding that her father and mother, Rose, opened the shop in Southwick in 1976. 

Today, Rose is mostly retired, with Smith assuming more management responsibilities over the years and sharing duties with her husband, Zack, as well as her daughter, Bryce, and her husband, Jeff, and other team members. 

Building on this strong existing base of businesses, while maintaining the community’s rural, recreational character is among the main responsibilities of the community’s government, said Town Manager Nicole Parker, who came to Southwick not quite a year ago after serving in a similar post in the Central Mass. community of Hardwick. 

Shane Smith shows off the display case at Mrs. Murphy’s Donuts, a Southwick institution approaching its 50th birthday.

Shane Smith shows off the display case at Mrs. Murphy’s Donuts, a Southwick institution approaching its 50th birthday.

She was attracted by the town’s many attributes, including that rural quality, and has made it one of her priorities to build on that foundation. 

“As a recreational community, it’s important to have these kinds of opportunities,” she said, adding there have been some additions in that broad category with others in the planning stages, including a spray park at Whalley Park now under construction, a pickleball court at town hall, and perhaps more pickleball at Whalley Park — there’s an item on the town meeting warrant to that effect. 

Meanwhile, the community is in the process of hiring a new town planner, undertaking what Parker called a “major zoning revision” to update bylaws that have not been overhauled for decades, and voting on a proposal for new high-speed internet service through WhipCity Fiber. On the business side, the community’s first cannabis dispensaries will be opening shortly, and a Dollar General will soon join the ranks of the establishments on busy College Highway. 

Overall, said Parker, there is a need to achieve balance — between the businesses needed to serve residents and reduce the tax burden on those who call the town home, and maintaining those qualities that make this community so attractive to residents and visitors alike. 

“On College Highway … there’s a house, a business, a house, a house, a business, a business, a house — there’s no cohesion. Having strategic zones will really help the town grow the way it needs to grow, the way the residents want to see it grow.”

For this the latest installment of its Community Spotlight series, BusinessWest turns its lens on Southwick, where there is plenty to do, plenty to see, and plenty to eat. 

 

Doughs and Don’ts 

There’s a treatment on one wall inside Kettlebread that tells the story of this venture, or at least a big part of it. 

It features a dictionary-like definition of the noun Kettlebread — actually, two of them: 

1. ‘Our family’s secret all-natural artisan bread recipe involving a 3-day process, baked daily in round kettle pans, butter-salted crust’; 

2. ‘Suspiciously awesome sandwiches.’ 

The latter is a tagline of sorts for the business. Grimaldi was thinking about using ‘curiously awesome,’ but was reminded that the slogan for Altoids is ‘curiously strong mints,’ and he didn’t want to go there.  

As for the former … well, the bread is what defines this venture — along with what’s put inside it, especially the makings of a Philly cheesesteak sandwich, the most popular item on the menu. Grimaldi talked in generally vague terms about the bread and how it’s made, stressing repeatedly that it is, indeed, a process. 

“All bread has very simple ingredients, it’s just a matter of ratios,” he explained. “Everyone has their own formula; ask 100 people how to make bread, you get 100 recipes. I think our bread is very good because a portion of each batch is folded into the next day’s batch, allowing for an exponentially small portion of every batch that has ever been to be in every other batch.”

Grimaldi was visiting the Midwest several years ago, and became so impressed by a sandwich he had on that trip — a variation of the muffaletta, a New Orleans-style sandwich featuring a round loaf of Sicilian bread — that he became inspired to try to replicate it in the 413. 

“They had a very unique bread, and I tried for years to duplicate their bread, and I came nowhere near it,” he told BusinessWest, adding that he came up with something else, something he believes is even better — Kettlebread. 

As noted earlier, he and small group of partners introduced the concept near the height of the pandemic in a long vacant former karate studio on College Highway. Using mostly curbside service, the new deli and its offerings built a following, and today, the location is thriving, especially at lunch time. 

Southwick at a Glance

Year Incorporated: 1770
Population: 9,232
Area: 31.7 square miles
County: Hampden
Residential Tax Rate: $15.57
Commercial Tax Rate: $15.57
Median Household Income: $52,296
Family Household Income: $64,456
Type of Government: Open Town Meeting; Select Board
Largest Employers: Big Y; Whalley Computer Associates; Southwick Regional School District
*Latest information available

Grimaldi and his partners expanded with a second location in Westfield, which also serves as the bakery. And the long-term plan is to create franchises, said Grimaldi, adding that the first step in that process was to create that central bakery. 

“Franchising is still the ultimate goal, but right now, I want to stabilize my own operation,” he said. “So much has changed over the past couple of years — labor costs, food costs … it’s a more challenging environment in many ways.” 

As for the Southwick deli, Grimaldi said he fell in love with that location early on, noting that it is close to where Routes 10-202 and Route 57 form a ‘T.’ There are several other eateries and gathering spots in that general location including Tucker’s restaurant, the Summer House, the Southwick Inn, another institution, and Mrs. Murphy’s, which also found a way to persevere through the pandemic. 

That was with a drive-through, which remained how business was done until January of 2024, when the front doors were once again opened to a large and thoroughly loyal customer base that includes Southwick residents, of course, but also many from neighboring communities on both sides of the border with Connecticut. 

This customer base is treated to hand-cut donuts (a rarity in this business; most are now cut by machine) as well as pastries, breakfast sandwiches, and coffee. But it’s the donuts that make this an institution. 

They come in dozens of varieties, including many classics, but also several ‘specialty’ offerings including ‘maple bacon,’ ‘thin mint,’ ‘chocolate crème crumble,’ and ‘strawberry shortcake.’ 

When asked what the business has planned for its 50th anniversary, Smith said she hadn’t given that much thought — she and her family are busy enough with the day-to-day — but would in the months to come. 

“We’re just going to keep on doing what we’re doing,” she said, adding that this is one Southwick tradition that will endure. 

 

Work and Play 

Parker told BusinessWest that she wasn’t exactly searching for a new career opportunity when a friend recommended that she take a hard look at Southwick, which was advertising for a successor to long-time chief administrative officer Karl Steinhart. 

“I was like, ‘no, I’m happy here,’” she recalled, adding that her friend was persistent and again encouraged her to apply, noting that the town was bigger than Hardwick and presented more opportunities to grow professionally. She listened, did apply, and eventually triumphed in a lengthy search. 

“It’s been an amazing 10 months,” she said, hinting that it’s not exactly easy to succeed someone who had been in the job for 35 years. 

But the transition has gone smoothly, she said, adding that she was working on the warrant for her first town meeting, set for May 20, when she spoke with BusinessWest.  

Among the priorities she’s established is a revision of zoning bylaws, said Parker, noting that the current bylaws haven’t been overhauled “ever.” 

And this reality has contributed in many ways to the hodge podge that exists on College Highway today, said Parker, noting that the street is a mix of commercial, residential, municipal, and more. 

“On College Highway … there’s a house, a business, a house, a house, a business, a business, a house — there’s no cohesion,” she said. “Having strategic zones will really help the town grow the way it needs to grow, the way the residents want to see it grow.” 

Elaborating, she said planning officials can look at current zoning codes and see essentially whatever they want to see whether it comes to including a proposed use or excluding one, and something far more definitive is needed moving forward. 

And town residents will have a large say in how the bylaws are overhauled. 

“We’ll have a lot of public meetings to let residents let us know what they want to see for their town,” said Parker. “You live in a town because this is where you want to be, and you should make the decisions on how your town should modernize or move forward or really grow; it needs to be the residents who make those decisions, so I’m looking forward to having those meetings so we can gauge what the community wants for a business zone, where they want to see industrial zones, and where they want to see strictly residential zones.” 

Meanwhile, another issue confronting this community, like all others in the region, is housing, said Parker, adding that while few developments in the ‘affordable’ category are in the pipeline, there is a 200-unit condo project slated for Depot Street that has received Planning Board approval. 

As for the cannabis dispensaries, Pioneer Valley Trading and Haven will be opening in storefronts just a few blocks from each other on College Highway. 

“They can’t be within 500 feet each other, but I think they’re maybe 501 feet from each other,” joked Parker, adding that these additions will bring even more variety, and vibrancy to the town’s main business throughfare. 

And they provide even more to do and see in a community where there is already plenty in both categories.

Business Talk Podcast Special Coverage

We are excited to announce that BusinessWest has launched a new podcast series, BusinessTalk. Each episode will feature in-depth interviews and discussions with local industry leaders, providing thoughtful perspectives on the Western Massachuetts economy and the many business ventures that keep it running during these challenging times.

Go HERE to view all episodes

Episode 233: April 28, 2025

Joe Bednar talks with Chris Thompson, owner of the Westfield Starfires

Chris Thompson, who already boasted a robust background in the sports business, namely hockey, took a big swing in 2019 when he and a partner launched the Westfield Starfires, a franchise in the Futures Collegiate Baseball League. It’s been a home run all around, as the team gets set to begin its seventh season at Bullens Field next month. On the next episode of BusinessTalk, Chris, now sole owner of the club, talks with BusinessWest Editor Joe Bednar about what fans can expect this season from promotions, concessions, and level of play, as well as team’s continued strong partnership with the city of Westfield and why a thriving baseball culture is so important to this region. It’s must listening, so tune into BusinessTalk, a podcast presented by BusinessWest.

 

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Features Special Coverage

A World of Good

Billy Spitzer and a friend in the visitors center at the Hitchcock Center for the Environment in Amherst.

Billy Spitzer and a friend in the visitors center at the Hitchcock Center for the Environment in Amherst.

 

It’s called Japanese knotweed.

This is an invasive plant species of plant that, as the name suggests, comes from Asia. It is said to be one of the resilient organisms on Earth and is very difficult to eradicate once it gains a foothold.

“If you cut it down, little bits of it will stick to your mower or your cutter, and when you go to cut something else, you’ve transported it to a new home,” said Bill Spitzer, executive director of the Hitchcock Center for the Environment.

When the center staged an informational program on Japanese knotweed, the room was full of attendees from across the region, with thousands more joining virtually from around the world.

Such programming is one of myriad ways the Amherst-based center carries out a unique mission encapsulated in its tagline, “education for a healthy planet.”

Other ways include field trips for area students, after-school programs, summer camps, and trips to local schools, where students receive lessons in design, engineering, and problem solving.

“We give them these design and engineering challenges to work with, and then, when they come here, they can see how we’ve solved some of those problems at our facility,” said Spitzer, adding that the center is one of only a few dozen ‘certified living buildings’ in the world, and is a classroom unto itself.

“It’s not only about net-zero in terms of energy use, but also water conservation, using non-toxic materials, being rooted in your place and conserving the land around you, and thinking about aesthetics as well as the functional aspects of your building.”

Among other things, the Hitchcock Center achieves net-zero energy through highly efficient building strategies and a 60-kilowatt rooftop solar array; achieves net-zero water through composting toilets (which never fail to fascinate young visitors), rainwater collection storage, treatment for drinking water, and grey-water filtration through a constructed wetland; uses only chemical-free and non-toxic materials; creates landscapes that use native species to promote greater biodiversity; and uses locally sourced, salvaged, recycled, and substantially harvested materials.

The center, funded by fees for its programs, grants, and a number of corporate sponsors, including several area banks, also carries out that mission through studies and programs within the community, such as an environmental-justice project studying the connections between air quality, climate, and health.

The Hitchcock Center provides a number of learning opportunities for young people.

The Hitchcock Center provides a number of learning opportunities for young people.

Funding for that study, a $500,000 grant, was recently terminated by the U.S. Environmental Protection Agency, making the Hitchcock Center one of countless nonprofits to see grants and other forms of funding cut by the Trump administration.

Spitzer said the EPA sent a letter stating that the grant was cut “on the grounds that the award no longer effectuates the program goals or agency priorities; the objectives of the award are no longer consistent with EPA funding priorities.”

The center will appeal that decision, he said, adding that roughly 400 other grants for projects across the country were terminated for the same stated reason.

“This is money that has been congressionally approved and appropriated, signed into law, and turned into grants and contracts signed between organizations like us and the federal government,” he said, adding that several other grants awarded to the agency are hanging in the balance. “It’s unprecedented to be doing anything like this — to stop all these projects already in motion.”

In the meantime, he said he’s rather proud that the agency is doing work that is in opposition to the priorities of the administration.

“This building, as a living building, is unique in that it’s really designed as a teaching building.”

“This is the kind of work we need to be doing — we need to be educating people about the environment, we need to be educating people who are disproportionately impacted, whether in its cities or in small towns, rural communities … this is the kind of work that a place like the Hitchcock Center should be doing and that the federal government should be supporting,” he said, adding that, while fighting to keep this grant and others that are imperiled, the agency will look for other sources of funding, including the state, foundations, and businesses.

For this issue, BusinessWest talked at length with Spitzer about the Hitchcock Center, its evolution over the past 60 years, and the many different ways its mission is carried out.

 

From the Ground Up

Chronicling the history of the Hitchcock Center, Spitzer said it can trace its roots to 1962 and a woman named Ethel Dubois, who brought children to her farm in Leverett to experience more of nature.

Seeking to formalize and perpetuate what she was doing, she created a nonprofit, called the Hitchcock Center, which, for a while, operated out of the trunk of its executive director’s car, said Spitzer, adding that the agency eventually moved to a physical site, an old carriage house owned by the town of Amherst.

A certified living building, the Hitchcock Center is visited by grade-schoolers and college architecture students alike.

A certified living building, the Hitchcock Center is visited by grade-schoolers and college architecture students alike.

By the early 2000s, that building was showing its age, and the agency had also outgrown it, so the center’s director and board commenced a search for a new site and found one on the campus of Hampshire College. The site search coincided with the determination that, if the agency was going to build a new home, it should be a sustainable building.

“They decided to go for creating the highest level of sustainability that you could,” he said, referencing the Living Building Challenge and the fact that only three dozen structures in the world have met that challenge, with a handful in the 413, including the nearby Curran Center at Hampshire College. “It’s not only about net-zero in terms of energy use, but also water conservation, using non-toxic materials, being rooted in your place and conserving the land around you, and thinking about aesthetics as well as the functional aspects of your building.”

Overall, there are seven different domains — energy, water, materials, beauty, health and happiness, place, and equity — in which a building must achieve excellence to achieve Living Building status, Spitzer noted, adding that $7 million was raised through a capital campaign, and the center opened in 2016.

The standards are rigorous. For example, the ‘materials’ domain — focused on creating a materials economy that is local, non-toxic, and ecologically restorative — requires, among other things, that 75% of materials be sourced within 1,000 kilometers of the site. The center achieved this with salvaged insulation from Framingham, white cedar wood from Quebec, PolyWhey wood finish from Hardwick, Vt., and planting-bed soil from Agawam.

“This building, as a living building, is unique in that it’s really designed as a teaching building — all of the aspects of infrastructure and features that make it a Living Building are on display; we interpret them and give tours about them,” he noted, adding that it is visited by grade-schoolers and college architecture students alike.

This and the many other forms of education provided at the center fit nicely into his own career goals, if you will, said Spitzer, who brings a diverse background to his role. Indeed, while earning a PhD in Oceanography from MIT and Woods Hole Oceanographic Institution, he concluded that he was interested in science education as much as he was interested in science.

“Instead of following a research career, I started learning about science education, and made my way to working at the New England Aquarium in Boston,” he said, adding that he worked there for more than 20 years, handing education programs and developing exhibits.

Drawn to the problem of climate change, Spitzer worked with others to develop a training program for educators and communicators in aquariums, zoos, science centers, and museums across the country, efforts that are ongoing.

Billy Spitzer says environmental education is the kind of work organizations should be doing — and the government should be supporting.

Billy Spitzer says environmental education is the kind of work organizations should be doing — and the government should be supporting.

“I realized at some point that I wanted to spend the rest of my career working on climate education,” he told BusinessWest, adding that this realization — coupled with the Hitchcock Center’s work to develop programs consistent with the creation of a Living Building — drew him to the agency when it was searching for a new director.

 

Hands-on Education

He arrived in the late summer of 2021, an intriguing time for the center, which had made its way through the challenging first waves of COVID by essentially moving most of its programming outdoors, a trend that continues today.

And there are many constituencies that find their way to the property, from families to dog walkers to students from dozens of area schools.

“We provide semi-structured and sometimes unstructured outdoor-experience time, giving them a chance to do the things kids are meant to do, but often don’t get the opportunity to do as much as people did years ago,” he explained. “But we have also have kids doing joint projects, like building an igloo and imaginative play using mud and sticks and sand.”

There are lessons to be learned inside and out, said Spitzer, noting that a number of native species are planted on the grounds and tended to by a team of volunteer master gardeners. Meanwhile, the center’s staff works with young people to grow vegetables and herbs that are used in summer camp programs, making pesto, pizza, and more.

“One of the things that we focus on a lot in this building is ‘how can we be inspired by nature to build better things?’” he said. “And that’s something we also do with kids — help them understand how problems are solved in nature and how we can use some of those same principles to solve some of the problems we face.”

As an example, he cited the solar panels on the Hitchcock Center’s roof.

“One of the things this center does is capture sunlight to provide power, in the same way that trees capture sunlight on their leaves, and that’s how they power themselves,” he explained. “We have kids doing experiments with solar panels.”

Meanwhile, the center encourages outside groups to use its spaces, and many do, he said. “This is an inspiring place to work and also an inspiring place to visit, and we find that people want to do workshops here, retreats, meetings — we have groups from most of the Five Colleges come and do things here, other nonprofit groups, and more.”

The center is in the process of working on its next strategic plan, he said, adding that such planning is difficult at any time, but especially these times.

“The idea of a five-year plan doesn’t quite make as much sense as perhaps it used to, but it is really helpful,” he told BusinessWest. “If you’re on a ship, you want to have a destination, you want to have a course, a heading. But you also realize that you’re going to be affected by weather and the seas, and sometimes you have to tack this way and that way.”

This talk of tacking brings Spitzer back to that project funded by the grant cut by the EPA.

He said it’s an example of how the center moves beyond its physical building and the field trips and lectures on Japanese knotweed in efforts to improve quality of life in this region and beyond.

The project was undertaken with several other agencies, including the Public Health Institute of Western Massachusetts, which had initiated a healthy-air network in response to high asthma rates in Springfield, Holyoke, and other area communities.

“We’d been working with them to expand an educational component of this project, which gets communities monitoring air quality, understanding what the problems are, and advocating for solutions,” he explained, adding that this is a three-year project that is about one year in, with 25% of the funding spent.

“It’s hard to imagine how a grant that’s focused on clean air is not consistent with EPA’s priorities,” he said. “And even in a fairly rural place like the Connecticut River Valley, we have air-pollution problems, whether they’re from vehicle emissions or industry or from local brush fires like we had last summer, or more distant sources like the Canadian wildfires.”

The ultimate goal of the project was (and still is) “getting young people involved in understanding the issues around air quality, what we can do to protect ourselves, what we can to improve conditions and make them better, and partnering with people in community organizations up and down the Valley, whether it’s libraries or public health departments or schools, to really get the word out about air quality, why it matters, and how it’s connected to climate and what can we do about it.”

In other words, education for a healthy planet. That work will go on, no matter the fate of this grant.

Special Coverage Technology

Making IT Happen

Tricia Canavan in Tech Foundry’s new space in downtown Springfield.

Tricia Canavan in Tech Foundry’s new space in downtown Springfield.

As she walked BusinessWest through Tech Foundry’s new space on the fifth floor of 1350 Main St. in downtown Springfield, CEO Tricia Canavan expressed gratitude that the space — the former home of digital-health startup TechSpring — was available when her growing operation needed a new home.

“We never in a million years could have afforded to do this kind of buildout, but it was completely turnkey,” she noted.

But there’s plenty of other progress and momentum she’s excited about.

“We were founded 11 years ago by area employers who saw a need to build a stronger entry-level tech force in Western Mass. and, at the same time, connect low- to moderate-income people — who are underrepresented in tech — to training and support to access jobs in the technology field,” Canavan explained.

“The people who come to Tech Foundry are people with tremendous potential and tremendous assets. But there’s a reason why they’re here.”

And while the IT training program started modestly, it has grown significantly in recent years; in fact, in the fall of 2022, Tech Foundry doubled the number of students it serves, from 25 students per cohort to 50. “We’ve been able to maintain that level of funding since that time, which we’re really grateful for.”

Early in her tenure, Tech Foundry leaders discussed how they could better “professionalize” the way they were doing student coaching and mentoring, she added.

“The people who come to Tech Foundry are people with tremendous potential and tremendous assets. But there’s a reason why they’re here. Maybe the traditional college path didn’t work out for them, or the traditional career path didn’t work out for them. They may be changing careers. They may be returning to the workforce after a period of time away.”

Seeking a social-work element in the program, Tech Foundry recently partnered with EMPath, a Boston-based economic-mobility organization nationally known for its work with people who are seeking to move from poverty into more stable financial situations.

“We were fortunate to receive funding for the entire staff to become certified practitioners of the EMPath model,” Canavan said. “We use a standard system which helps us work in a more standardized way with the students to set goals and troubleshoot, and for us to share information as a team so that we can help people overcome obstacles to their success.”

Students work at these stations in the just-opened second Tech Hub location in Springfield; the first launched in Holyoke 18 months ago.

Students work at these stations in the just-opened second Tech Hub location in Springfield; the first launched in Holyoke 18 months ago.

As part of that process, Tech Foundry hired a coaching manager to tackle professional-development training, as well as some part-time coaches to work with him.

“So, in addition to the technical training that we offer through our 18-week program,” she explained, “we do significant professional-development work with the students — everything from time management to résumés to mock interview practice and networking skills.”

In the past three years, Tech Foundry has grown its staff from four people to 19, while still offering all its programs free of charge, thanks to a robust network of support from foundations, corporations, and other sources.

“I love that quote that ‘talent is universal, but opportunity is not,’” Canavan said. “That’s what drives us. And another quote: ‘vision with action can change the world.’ Those are some framing wisdom for us as we think about further growth.”

 

Hub of Opportunity

Recent growth has taken numerous forms. Working in collaboration with other partners, Tech Foundry launched a program called Tech Hub in downtown Holyoke in the fall of 2023. It offers basic and intermediate digital-literacy training, with an eye on enabling people to access jobs of all kinds, not just specifically in IT.

Those accessing the program have skills gaps ranging from using programs like Word and Excel to understanding the basics of using a mouse and the internet — all skills necessary for jobs in myriad fields. Tech Hub also provides computers free of charge to eligible people, as well as technical support and one-on-one troubleshooting services.

And now Tech Hub has a second location, at the new Tech Foundry location in downtown Springfield, where it can serve even more individuals, thanks to an ARPA grant through the city, as well as other funding sources.

“We knew that there was a need for digital literacy and technical support in the community,” Canavan said, noting that the initial tranche of funding for Tech Hub came through the $50 million allocation the Baker administration made to address digital literacy and digital equity in Massachusetts.

“We’ve done a ton of research, but where the rubber hits the road is the employer community — we need to ensure there are employers eager to work with these young adults, to potentially hire them into their jobs.”

“We had set a goal of serving 100 people a month at Tech Hub Holyoke. And we’ve been blowing those numbers away. I mean, the demand far exceeded our expectations, and last summer, it was so incredibly busy, we actually had to put in an appointment system because the staff was just overwhelmed. We want to serve as many people as we can, but it was standing room only there. So we are really, really pleased with the results at Tech Hub.”

In fact, she added, seven students who started at Tech Hub learned enough skills that they had the foundational knowledge to come to Tech Foundry, and now they’re starting to get jobs.

In addition to offering training and technical support to the community, Canavan noted, Tech Hub also allows Tech Foundry to provide hands-on work experience for students and alumni. “So students, who are in class down the hall, can walk down here if they’re in good standing and get service learning hours working with the team here,” she explained.

“We also have an internship program and a one-year professional digital fellowship, which is a program for Tech Foundry alumni. They’re full-time, paid employees at Tech Foundry,” she went on. “They’re practicing their skills by assisting in class, assisting with repair, assisting with technical support, and over time, they start doing more and more things on their own under the direction of our technical managers. And then, at the end of the year, they have a portfolio of work.”

One intriguing pilot program is a collaboration with the Springfield Empowerment Zone Partnership to help area high-school graduates who do not have firm post-graduation plans.

Tech Foundry’s most recent cohort of graduates celebrates at a ceremony in January.

Tech Foundry’s most recent cohort of graduates celebrates at a ceremony in January.

“I think one of the good news stories about education in Springfield is that our graduation rate has gone up tremendously in the last 10 years,” Canavan said. “But a statistic that doesn’t get looked at quite so much is the plans of those students after they graduate. These are talented students who have tremendous potential. On average, about 37% of Springfield public high-school students go to college. But a much smaller percentage of those students actually graduate — it tends to hover around 10% to 20%.”

So the question, she noted, is what are their options, and what can be done to help them? The pilot program, called Tech Bridge, will start with a small cohort of students, probably about 15, for the first year to trial proof of concept.

“This is going to be a program that focuses a ton on community building, but we’ll have two separate technical training modules,” she explained. “One will be IT-focused, based upon what we currently do.

“The second one, which will be next spring, we are still developing based upon labor-force needs. We’re looking at low-voltage electrical certification or advanced manufacturing skills. We’re still talking to a wide variety of employers to determine where the needs are. We’ve done a ton of research, but where the rubber hits the road is the employer community — we need to ensure there are employers eager to work with these young adults, to potentially hire them into their jobs.”

Canavan said the hope is that roughly half of Tech Bridge participants go to college — “we’re building significant college readiness into this program” — and half will enter good-paying jobs with certifications they earn through the program.

“We’re really trying to think about how to engage them and how to provide the support so that they can complete another year of supported education and training and go thrive, whatever that means for them,” she added. “Hopefully, the Tech Bridge program will prove the concept, and we can expand on that — because there’s an incredible need for us to do better for our young people that are on a non-traditional path.”

 

Forward Thinkers

Looking forward, Canavan said Tech Foundry is wrapping up its current three-year strategic plan and formulating the next one. To celebrate its 10th anniversary last year, it raised $300,000 for what it calls an innovation fund — money that will be used specifically to fuel growth opportunities.

She said Tech Foundry is also discussing what it would look like to bring its services to other communities. “We love the idea of expanding Tech Hub and Tech Foundry together — bringing those as a joint project to another community here in Massachusetts or Connecticut.”

In short, it’s an organization that thinks big — but with a focus on every individual success story.

“One of my favorite stories is our very first Tech Hub student,” she told BusinessWest. “He came on the day we opened because he saw us on the news, and he completed most, if not all, of our training programs. He had been in a manual job before, had gotten hurt at work, and was no longer able to work in a physically strenuous job. And to his credit, he was like, ‘I have to get back to work; I have to learn a different skill set.’ So he came to us, then he came to Tech Foundry, and he did really well in the program, and now he’s working in a tech job.”

It’s all part of the mission that has powered the organization since its inception 11 years ago — to help people access careers while helping employers succeed as well.

Law Special Coverage

Cooling the Drama

By Tanzi Cannon-Eckerle, Esq.

We all know about workplace investigations, right? At least from TV. Much TV these days is some form of investigation-related drama — Law & Order, Suits, Jack Reacher, and, for you history drama fans, The Law According to Lidia Poët.

And from real life as well, as nearly every organization conducts (or should conduct) investigations from time to time. Heck, technically, trying to find your missing red stapler is a workplace investigation. “Where did I last see it? Where is it supposed to be? Who used it last? Ah — there it is!” Investigation concluded.

Of course, most investigations are not quite that simple. But no matter how serious or trivial the allegation, the approach should be consistent. The scope may change — but the method should not.

 

What Is a Workplace Investigation?

Merriam-Webster defines “investigate” as “to study by close examination and systemic inquiry.” An effective investigation allows a company to identify and analyze workplace issues in an organized way, leading to meaningful, rule-compliant solutions.

In practice, a workplace investigation is a tool — carried out through trained investigators and appropriate policies — that helps an organization stay compliant with laws and industry regulations, maintain a safe and productive workplace, support a healthy company culture, boost employee morale and decrease employee turnover, troubleshoot efficiency and/or productivity issues, maintain a positive company brand, and, importantly, save money.

 

Is an Investigation Really Necessary?

As a labor and employment attorney, I often hear, “do I really need to do an investigation?” Usually, this question arises when the allegation seems minor, the employee has a history of complaints, it is a repeat issue (or the company thinks the issue has been addressed and is moot), the employee is about to quit, or all of the above.

The answer? Yes. Every time.

If there is an incident report, a complaint, or even a hallway conversation that raises concern, it should be addressed. Investigations are necessary for allegations involving harassment, discrimination, or retaliation; misconduct (such as theft or fraud); policy violations or safety concerns; whistleblower complaints; performance issues; and production mishaps.

Once an employer is on notice of a potential issue, the obligation to investigate kicks in — regardless of whether the employee stays or leaves. The company has a duty to maintain a safe, lawful, and equitable workplace.

Tanzi Cannon-Eckerle

Tanzi Cannon-Eckerle

“Beyond litigation risk, investigations signal to employees that the company takes concerns seriously, the workplace is safe and fair, and inappropriate behavior has consequences.”

The Risk of Inaction or Poorly Executed Action

Well, aside from avoiding lawsuits (kidding … but not really), a timely, impartial investigation can help resolve internal issues, prevent escalation, and demonstrate a commitment to a respectful workplace.

According to the Equal Employment Opportunity Commission (EEOC), workplace investigations are a crucial tool in addressing and preventing claims of harassment, discrimination, and retaliation. In 2024, the EEOC received more than 88,500 claims, while the Massachusetts Commission Against Discrimination (MCAD) received more than 3,500 claims (with approximately 70% of them moving beyond administrative dismissal in one form or another).

A well-executed investigation can provide a solid defense in legal matters — and even help companies avoid them altogether. Side note: 22% of the MCAD claims are retaliation claims, and 21% are disability-related. These types of issues are more preventable than most, but we can talk about that next time; there is no room in this article for me to stand on my soapbox to discuss those issues.

But beyond litigation risk, investigations signal to employees that the company takes concerns seriously, the workplace is safe and fair, and inappropriate behavior has consequences. All of this contributes to employee engagement — and engaged employees are productive employees. Conversely, failure to act can lead to chaos, disengagement, and liability.

The average cost of a workplace harassment lawsuit? About $75,000 to get to pre-trial settlement, while pre-trial to trial defense costs average $125,000 to $250,000. That does not even include a potential jury award for the plaintiff, reputational damage (64% of consumers have stopped purchasing a brand after hearing news of a company’s poor employee treatment), or regulatory scrutiny. A poorly handled (or non-existent) investigation can make matters worse, opening the company, and sometimes individual managers or executives, to further legal exposure.

So, yes, it is necessary to conduct timely investigations using skilled investigators that utilize a productive investigation process that can later be defended.

 

Who Should Conduct the Investigation?

Good question. The wrong investigator can create a problem all by themselves. Is the person too close to the issue? Do they have a conflict of interest? Have they been trained?

I have recently had several conversations (be still my investigator-geek heart) about who should investigate and whether hiring an outside consultant is always necessary. Some argue, “if I can run the company, I can run an investigation.” Technically? Probably.

But should the owner or a C-suite executive do it? Absolutely not. That is a recipe for accusations of bias, and also, don’t they have better things to do — like, I don’t know, running the company? Others say every investigation should be outsourced. That is a bit extreme, too. You wouldn’t hire a consultant to find your red stapler.

“Though external investigators may be more costly, the cost is likely less than a poorly handled investigation, and external experts likely have no motive for bias.”

The right answer is the classic lawyer fallback: it depends. On the issue. On the people involved. On the scope. Investigating is a learned skill. If your team is trained, and you have a solid policy and process, many internal investigations can be managed in-house.

For higher-risk matters, or for investigations that are broad in scope, bringing in an external, independent expert is often the better move. Though external investigators may be more costly, the cost is likely less than a poorly handled investigation, and external experts likely have no motive for bias. And because of their expertise, which includes being skilled interviewers, they often investigate efficiently, create less workplace disruption, and make better witnesses if a lawsuit were to be filed.

In the words of Reacher, “you do not mess with the special [external] investigators!”

 

What Should a Typical Investigation Involve?

Not all investigations are the same, but there should be a consistent procedure. Depending on the type of issue being investigated and the scope, some procedural steps may not be necessary, but it is best to leave that to the investigator to determine.

Generally, the company should receive and respond to the complaint or allegation; this is usually someone in human resources. At this point, the ‘timeliness’ clock starts ticking, which is important to a defense of a claim.

The initial response to the complaint should briefly state that the concern has been received, and next steps are being taken, ensuring confidentiality (to the extent practicable). Next, the company should take immediate interim action to prevent further harm, if applicable (such as separate employees, administrative leave, or temporary accommodations). It is also a best practice to remind stakeholders about the rules governing retaliation.

Then the company chooses an investigator. Once this is done, the investigator should do a preliminary review of the allegations, do initial fact gathering, and determine the scope of the investigation. At this stage, the investigator should decide whether it is necessary to use an external expert.

Next, the investigator should develop an investigation plan, outlining the objectives, scope, and timeline of the investigation. The investigator then collects evidence, such as gathering relevant documents, records, and witness statements, reasonably ensuring confidentiality and maintaining a chain of custody.

Next, impartial, thorough witness interviews should be conducted using active listening skills and open-ended questions. Then the investigator should analyze the evidence, identifying patterns, inconsistencies, and credibility issues, and draw conclusions based on the findings. Then the investigator must compile a comprehensive report detailing the findings, conclusions, and recommendations for corrective action or remedial measures.

Lastly, the investigator should counsel the company on implementing the recommended actions, and the company should ensure accountability and provide employee support. If a lawyer is used as an external investigator, the lawyer may counsel the company about legal risks and make recommendations.

Best practices include using trained, impartial investigators; avoiding conflicts of interest; maintaining confidentiality and proper documentation; being thorough and prompt; and keeping accurate records and reports that can stand up to scrutiny.

One of the most overlooked areas? Record keeping. Even the best investigation won’t help in court (or with regulators) if there is not adequate documentation. Investigators must maintain accurate and detailed records of the investigation, including notes, documents, and evidence, and must know how to draft accurate investigation reports in a manner that will withstand opposing counsel, agency, or judicial scrutiny.

 

Final Thoughts

Workplace investigations aren’t just for TV dramas; they are essential risk-management tools for every organization. When done right, they protect your business, your people, and your reputation. And if you happen to find your red stapler along the way? Even better.

 

Tanzi Cannon-Eckerle is the principal attorney at General Counsel by Cannon, PLLC, a fractional general-counsel law firm that focuses on labor, employment, and business law. She is also a certified workplace investigator and equity and inclusion officer. For more information about workplace investigations or to seek legal assistance for business matters or labor and employment concerns, schedule a free, 30-minute consultation by emailing [email protected], or visit gcbycannon.com and fill out the contact form.

Community Spotlight Special Coverage

Community Spotlight

Angela and Isaac Mass, owners of the Greenfield Garden Cinemas, one of many intriguing storylines in the city’s downtown.

Angela and Isaac Mass, owners of the Greenfield Garden Cinemas, one of many intriguing storylines in the city’s downtown.

 

Isaac Mass was in law school, looking for a job that would allow him to not only earn a little money but get in some studying for the bar exam as well.

He had experience working at movie theaters and remembered that life in the projection room (these were the days before everything went digital) would provide him what he was looking for.

“Once you started the movie, you had nothing to do for a couple of hours,” he said, adding that he called George Gohl, co-owner of the Greenfield Garden Cinemas, and before long, he had a job. And he wasn’t in it long before he started setting his sights higher when it came to that downtown landmark, opened in 1929.

Indeed, when Gohl and his partner, Bill Goebielle, were facing the high cost of converting to that digital technology, Mass, who by then had set up a law office in downtown Greenfield, came through with financing for that project — a deal that came with an option to acquire the theater should it come up for sale.

Which it did, in 2019.

Fast-forwarding our story a little, Mass and his wife, Angela (both are BusinessWest 40 Under Forty alumni) are now the owners of the theater, the only cinema in Franklin County. The pandemic hit just a few months after they took ownership, and that was a long and difficult storm to ride out. But they’ve done it, their operation is in the black, and they’re looking forward to a big summer, with a new Superman movie and other projected blockbusters.

“What we’re seeing right now is a kind of renaissance — a dynamic fusion of entrepreneurship, creative energy, and community investment that is strengthened by deep collaborations between business and municipal support organizations.”

Greenfield Garden Cinemas is just one of many intriguing storylines in Greenfield — others involve everything from a new Starbucks to some new housing initiatives to the anticipated start of work to reimagine the former Wilson’s department store — and just one reason why many see a surge in energy and optimism in the community.

“What we’re seeing right now is a kind of renaissance — a dynamic fusion of entrepreneurship, creative energy, and community investment that is strengthened by deep collaborations between business and municipal support organizations,” said Jessye Deane, executive director of the Franklin County Chamber of Commerce. “The city’s evolution is not just happening — it’s being shaped intentionally. Greenfield isn’t growing by accident; it’s growing because people believe in it. They’re investing here. They’re creating jobs, art, and experiences that can only happen in a place like this — where rural ingenuity meets downtown opportunity.”

Hannah Rechtschaffen, director of the Greenfield Business Assoc. (GBA), which recently moved into its own space on Main Street, agreed.

“Greenfield is in a lovely moment of revitalization,” she told BusinessWest. “A lot of pieces of the puzzle were here when I got here two years ago; they just needed a push behind the visibility, the story we’re telling, the partnerships we’re building, and getting Greenfield more visibility Valley-wide.”

While there is progress, many challenges remain, especially when it comes to the loss of manufacturing jobs, ongoing struggles to replace them, county-wide population loss, and the housing front, where some new units are in the pipeline (more on that later), but the issue of affordability is causing some concern.

Hannah Rechtschaffen shows off the new Greenfield Business Assoc. space on Main Street.

Hannah Rechtschaffen shows off the new Greenfield Business Assoc. space on Main Street.

“Housing is becoming a particular issue, both in the lack of inventory and the cost,” said Tony Worden, president and CEO of Greenfield Cooperative Bank. “Rents have increased, but even more troubling to me is the cost of single-family homes. Greenfield has always been the affordable alternative here in Western Mass. People who were priced out of other areas — particularly Hampshire County — could find reasonably priced homes here in Greenfield, but that is increasingly becoming a thing of the past.”

For this latest installment of its Community Spotlight series, BusinessWest turns its lens on Greenfield, a community where many pieces of the puzzle are coming together to make an intriguing picture — not unlike the ones shown in the cinemas.

 

Strong Arguments

It’s called the Strongest Towns Contest. This is a nomination-driven competition staged by strongtowns.org, with 16 communities competing in a bracket-style format similar to the recent March Madness.

Greenfield was one of those 16 towns, which are being measured essentially on how they’re faring against the complex problems facing cities and towns today. And it advanced to the Final Four, beating out Manchester, N.H. and then Silverton, Ore. to get there, with voters determining who will advance.

The city eventually lost to Harrisburg, Va., which went on to finals against Marion, Ohio, with the latter prevailing. Greenfield Mayor Ginny Desorgher was disappointed not to advance further, but buoyed by what the strong showing indicated — especially, in her view, unity and a sense of everyone pulling in the same direction when it comes to the city’s opportunities and challenges.

“People are working together,” she said, referring to everything from downtown cleanups and crosswalk-painting efforts to long-term economic-development initiatives. “So many things are citizen-led.”

Deane agreed. “Sometimes, rural communities fall into a scarcity mindset when it comes to economic development, but I’m seeing a fundamental shift in that mindset at the leadership level,” she noted. “We’re building bridges, not silos, which is critical in a county of 70,000 residents with a tax base that’s 75% residential.

“A business like ours relies upon a smart, educated workforce, and this cost of housing is worrying me for the future. Where are our employees going to live? Will there be a pool of qualified workers able to live in this area?”

“There is a palpable sense of alignment now,” she went on, adding that, last year, Greenfield secured a Massachusetts Downtown Initiative grant, which enabled the city, the GBA, the chamber, and the Crossroads Cultural District to explore opportunities for collaborative marketing and capacity building to enhance Greenfield’s regional profile.

Meanwhile, the GBA has initiated a roundtable series, which has effectively opened lines of communication between Greenfield stakeholders and re-engaged business owners and nonprofit leaders as local advocates, said Rechtschaffen, adding that these events have covered a wide range of topics, such as the return of a police substation to downtown.

“We recently started a property owners’ group to bring property owners together and get on the same page with them about new development that they’re looking to do, development that’s coming to Greenfield, best practices, lines of communication … we have a very active property-owners contingent.”

Along with this palpable sense of alignment comes several visible signs of progress, said Deane, noting, as one example, the expansion of Ja’Duke onto Main Street.

The Turners Falls-based provider of childcare services, performing-arts education (singing, dancing, and acting), and even driver education needed to expand, said owner Kim Williams, and chose a 25,000-square-foot space on Main Street in Greenfield, formerly occupied by Greenfield Community College.

Tony Worden says Greenfield has long been an affordable alternative in Western Mass., but times are changing, and it is becoming far less so.

Tony Worden says Greenfield has long been an affordable alternative in Western Mass., but times are changing, and it is becoming far less so.

“We’re excited … we believe this will be a catalyst downtown,” she said, adding that the facility, which will bring people of all ages to downtown Greenfield, is expected to increase vibrancy and stimulate economic growth. “Childcare is such a driver of economic development; if people have childcare, they can enter the workforce. Meanwhile, the arts center and drivers ed will bring more foot traffic, more vibrancy, more arts.”

 

Progress Report

There are other things happening in and around downtown, said Desorgher, including the reimagining of the former Wilson’s department store into a mix of street-level retail and housing on the upper floors, as well as new life for the historic Leavitt-Hovey House, the former home of the Greenfield Public Library.

The landmark, built in 1797 and vacant since the new library next door opened in the summer of 2023, was acquired by Greenfield Savings Bank, whose main office abuts the library, with the intention of housing its residential-lending program and wealth-management offices.

Meanwhile, there are some additional housing initiatives, said Desorgher, including units at the Wilson’s site and another 30 to 40 units at another site on Main Street. Meanwhile, the city is issuing an RFP for redevelopment of the Hope Street parking lot into additional housing.

That RFP has yet to be issued, but several developers have already expressed interest in the project, said Desorgher, adding that this is another indicator of positive energy in town and growing sentiment that Greenfield is a good place to land — for families, small businesses, and, increasingly, regional and national chains.

The arrival of Starbucks at the rotary off the I-91 exit — as well as the Aldi’s discount supermarket chain in that same area — provide more evidence, the mayor said.

“All this is indicative of what the future holds, and I can feel it in the fact that we haven’t even put out an RFP for the Hope Street parking lot for housing, but people have already reached out, indicating they’re interested. That’s a really good sign.”

As for the larger housing picture, she said studies indicate a need for several hundred additional units, and the projects in the pipeline will make only a small dent in overall need. But there is progress, especially downtown, which should provide a boost to existing businesses and also spark additional investment.

Greenfield at a Glance

Year Incorporated: 1753
Population: 17,768
Area: 21.9 square miles
County: Franklin
Residential Tax Rate: $19.56
Commercial Tax Rate: $19.56
Median Household Income: $33,110
Median Family Income: $46,412
Type of Government: Mayor, City Council
Largest Employers: Baystate Franklin Medical Center, Greenfield Community College, Sandri
* Latest information available

Still, there is general concern over the way home prices are rising and changing the equation in what has historically been an affordable community.

“My wife and I live in a neighborhood just off the Federal Street corridor — in close proximity to the Greenfield High School and Four Corners Elementary School — that has historically been known for its mid-sized homes and its affordability,” Worden told BusinessWest. “Over the past few years, we’ve seen a handful of homes on our street and adjacent streets sell for amounts that we used to expect from the Northampton and Amherst market.

“A business like ours relies upon a smart, educated workforce, and this cost of housing is worrying me for the future,” he went on. “Where are our employees going to live? Will there be a pool of qualified workers able to live in this area?”

Deane concurred.

“Like many communities across the Commonwealth, our growth is hindered by a shortage of available housing — and this is further exacerbated by aging infrastructure that requires significant investment,” she said. “At the same time, we’re seeing a real uptick in businesses and families looking to relocate here because the quality of life is exceptional, and at a glance, the cost of living is more manageable than in more urban markets. That growing interest is energizing, but we know we can’t grow sustainably unless we also address those foundational needs.”

 

Coming Attractions

As he talked about Greenfield, Bob Provost spoke with more than 75 years of experience. Sort of.

He’s the third-generation co-owner (with his sister, Robyn) of the general-contracting firm Mowry & Schmidt, which is handling the renovations of the Leavitt-Hovey House. He knows firsthand how the city has changed, and he has stories from those who managed the company before him.

“Greenfield was once a manufacturing hub back in the ’40s and ’50s, even up to the ’70s, but most all of those places have closed,” he said, adding that this has changed not only the employment equation, but the jobs mix for his company.

Indeed, Mowry & Schmidt did a good deal of work in many of the former mills — from exterior work to office renovations to millwright work, said Provost, adding that the portfolio has since shifted and now includes residential projects and more work for institutions such as the many banks in town, Greenfield Community College, Baystate Franklin Medical Center, and area private schools.

Overall, the city’s economy has largely shifted from manufacturing to service and the tourism and hospitality sector, with the latter becoming an ever-stronger force, said Deane, noting that Greenfield and Franklin County are growing as a destination, with Greenfield alone generating 6.7 million visits in 2024.

There are specific destinations and attractions, but also popular events such as the upcoming Bee Festival, during which the town celebrates its designation as the place where the beehive was invented, as well as the Green River Festival, a three-day celebration of music.

“Our marketing focus has shifted from generic outreach to specific, interest-driven storytelling — targeting Boomers who want to stay active, Millennials chasing Insta-worthy landscapes, and Gen Z looking for positivity and purpose,” Deane said. “We’ve also partnered with local event coordinators to promote bigger-ticket cultural and sporting events like Franklin County Pride, the Greenfield Winter Carnival, the Greenfield Triathlon, the Franklin County Fairgrounds, and the Green River Festival, with its great lineup of bands, coming in late June.

“Last April, the Franklin County Chamber launched an aggressive digital ad campaign promoting the Green River Festival and virtually introduced the fairgrounds and Greenfield to more than 2 million people,” she went on. “In large part to the success of this campaign, this year’s Green River Festival ticket sales saw a 13% increase over last year, with 25% of ticket buyers attending the festival for the first time.”

At Greenfield Garden Cinemas, Mass said people are going to the movies again — not quite as much as they did pre-pandemic, but the numbers are steady and even improving slightly.

And there is optimism for this summer — one of two busy times for movie theaters, with Christmas being the other — and later this spring as well. Indeed, in addition to a new Superman movie, there’s a live action Lilo & Stitch production, another Jurassic World offering, and a new Avengers movie, said Mass, adding that the cinemas cater mostly to seniors and families, so action movies don’t play particularly well.

But, overall, business is good at the cinemas, and across downtown Greenfield, where the coming attractions are, indeed, quite compelling.

Business Talk Podcast Special Coverage

We are excited to announce that BusinessWest has launched a new podcast series, BusinessTalk. Each episode will feature in-depth interviews and discussions with local industry leaders, providing thoughtful perspectives on the Western Massachuetts economy and the many business ventures that keep it running during these challenging times.

Go HERE to view all episodes

Episode 232: April 14, 2025

Editor Joe Bednar talks with Jacob Robinson, Executive Director, Amherst Area Chamber of Commerce

Jacob Robinson came from a deep background in economic and community development when he took the reins a year ago at the Amherst Area Chamber of Commerce. Since then, he’s seen new shops and restaurants open, helped develop and expand community events and programs that benefit small businesses, and worked with community partners to grow the economies of the chamber’s seven towns. On the next episode of BusinessTalk, Jacob talks with BusinessWest Editor Joe Bednar about all this and more, including the challenges all area towns face, from housing to transportation to shifting economic tides, as they strive for greater vibrancy. It’s must listening, so tune into BusinessTalk, a podcast presented by BusinessWest.

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Healthcare News Special Coverage

Critical Connections

 

 

It’s called Beat the Odds.

That’s the name of a youth group that meets across three community centers in Springfield: New North Community Center, South End Community Center, and Martin Luther King Jr. Family Services.

It was conceived a few years ago as a safe space for teenagers to express their thoughts or feelings without feeling judged or dismissed, and to reduce the stigma around mental health for youth and families and promote the importance of a prioritizing a healthy mental state.

“We’re able to provide a space for over 60 kids to be able to come together on a weekly basis and talk about topics of mental health that are prevalent in their lives, and also around problem-gambling awareness and how that’s showing up in their lives,” said Tiffany Rufino, senior manager of the Youth Mental Health Coalition, a program of the Public Health Institute of Western Massachusetts (PHIWM).

“We also partner with Behavioral Health Network, and we have therapeutic mentors who come to each of the meetings. They’re another leader in that space, and they do one-on-ones with the youth, including goal planning. Whether that’s around mental health or their academics, or just different skills that they want to learn throughout life, we make sure they’re checking in with them on their goals and providing a safe space for having private conversations. And it’s been really great so far.”

Beat the Odds — as noted, a partnership with other area health organizations — is just one way the Public Health Institute has been working to tackle some of the most pressing issues among area young people.

In fact, in late 2023, it began developing its Youth Mental Health Roadmap for Western Massachusetts, which focuses on five distinct themes: destigmatizing and normalizing mental health, conversations around it, and seeking help; boosting social connection for teens who have become isolated and lonely; developing social and emotional learning to support mental health, overall well-being, and productivity in school and society; social media, recognizing its potential as a tool for connection and social support but also the ways it can be harmful; and connecting mental-health promotion and prevention strategies with clinical care when necessary.

These themes were developed with the input of youth health surveys in Springfield Public Schools, as well as input from Beat the Odds participants themselves, said Kathleen Szegda, director of Community Research and Evaluation at the Public Health Institute.

KATHLEEN SZEGDA

KATHLEEN SZEGDA

“With the shutdowns and the prevention measures, I think it was hard. And one of the studies that we cited deals with the impacts of social isolation in students and young people.”

“These are the areas we’re focusing on for prevention and promotion, and we’re trying to better understand how can we support young people in these areas in the schools and community organizations,” she told BusinessWest.

PHIWM can also use the data to advocate for more resources for Western Mass., as well as policy changes at the state level.

“We’ve had young people at the table as part of the advisory group, along with different organizations who are doing prevention work focused on youth mental health and substance-use prevention, and people working in school districts,” Szegda explained.

“So it will have both the data from young people in schools about youth mental health, and also, on the same site, prevention and promotion strategies and examples of how some of these are taking place in Western Mass., because there’s so much good work going on, and we can learn from each other.”

Take, for example, social isolation, one of the Roadmap’s five focal points, and an issue certainly exacerbated by the pandemic.

“With the shutdowns and the prevention measures, I think it was hard. And one of the studies that we cited deals with the impacts of social isolation in students and young people,” Szegda explained. “Studies have shown that the effects can last as long as nine years later. So, if you look at it developmentally, as kids are developing, they are feeling these impacts for a long time.

“When I was looking at the data — and it’s both for Springfield Public Schools from the youth survey, and also data from our colleagues up in Franklin County, which is a more rural area — even before the pandemic, we saw a rise in ‘depressive symptoms,’ where they report being so sad or hopeless, they stop engaging in their usual activities. During the pandemic, it was particularly escalated. And now it’s gone down a little and is kind of plateauing, or even going down a little. But we’ll have to see how that continues, both here and in Franklin County.”

 

Multi-generational Approach

Szegda said it’s critical that young people themselves have been involved in this process, not just through surveys, but at the strategy table with adults.

“It’s important. It takes an intentional effort to be able to do that, to have everyone in the same space.”

That’s the same philosophy behind Beat the Odds (BTO), which elevates the voices and concerns of area teenagers, but connects with their parents as well.

“We are engaging parents and guardians more, recognizing that we’re educating youth, but then they’re going back home to their parents and guardians, and we want to make sure they also have some awareness around what their youth are learning,” Rufino said, adding that the young participants are also building skills beyond emotional learning.

“We have subgroups. We have a group that’s focusing on content creation and communications and learning about public speaking. We have a group that’s learning how to become facilitators so they can deliver workshops to their peers. We also have an event-planning group; we’re working with a couple of other youth organizations in the community to put together youth mental-health events. And then we have our data-to-action group, which is working on learning more about the youth health survey, how to interpret data and the stories it tells, and things like that. So there’s a lot going on.”

TIFFANY RUFINO

TIFFANY RUFINO

“We’ve definitely seen youth being more open to talking about their mental health, which helps to destigmatize it so much.”

As a youth-led organization, Beat the Odds also connects with other youth organizations and community nonprofits. Earlier this month, the Hampden County CHIP and nonprofit organization Breaking Oppression put together Voices for Change: A Youth Summit for Peace at the Basketball Hall of Fame. And BTO youth will also be facilitating a problem-gambling workshop with middle-schoolers across Springfield, Holyoke, and other communities — a priority for the group, which receives some funding through the Massachusetts Department of Public Health’s Office of Problem Gambling Services.

“With the boom of online gambling, and with us now getting programs and actual trainings and workshops together, it’s taken some time to build those tools up, but now we’re ready to start educating our youth about how problems show up and parenting guardians so they know how to look for it too,” Rufino said.

Beat the Odds has been helpful not only for the young group members, but as a learning experience for the adults who are involved in various ways.

“Because we have such a welcoming space, I can truly say they open up to our program coordinators. They share a lot about what they’re going through,” said Rufino, who was named to BusinessWest’s 40 Under Forty class of 2024 for her impactful work with the Youth Mental Health Coalition.

“We’re also seeing, more and more, that the young people are requesting one-on-ones with the therapeutic mentors because they just have things they want to share with them, or they’re going through different things at school or at home that they want to talk through. So they’re using the resources that we’re putting forth, and they are vocal and open to talking about challenges that they’re facing.”

“They are also really excited about sharing information with the community,” Rufino added. “Through different tabling events, they have been super excited to be able to deliver training to their peers. So, really, the awareness and advocacy is what they’re excited about. And that’s good to see.”

 

Tearing Down the Walls

In fact, many of those working in the mental-health realm, especially youth mental health, have been heartened by a lessened stigma around these issues compared to one or two decades ago.

“We’ve definitely seen youth being more open to talking about their mental health, which helps to destigmatize it so much,” Rufino said. “And as the Youth Mental Health Coalition, we recognize that it’s been a multi-generational stigma, which is why we’re focusing on parents and guardians now.

“We’re doing a two-generational approach — educating youth and encouraging them to be self-advocates and recognize their feelings and what they mean and how to cope and help themselves and others, but then also doing the same with parents and guardians and educating them also about some of the things that their youth are learning.”

One of the coalition’s recent projects was called “I Am More Than My Mood.” That public-awareness campaign, seen on billboards, buses, and digital ads in 2023, aimed to destigmatize the subject of mental health and empower young people to talk about it — and, hopefully, take steps toward self-care.

“I think it is getting better, but we still have a lot of work to do,” Szegda said. “We have a lot of resources and programs that folks can join, but now we need the promotion piece, with the Roadmap and really making sure that youth and families know about the programs that are accessible to them — and getting youth to sign up and meeting them where they’re at, so we can continue to see them getting involved and finding meaningful things in their lives.”

The Youth Mental Health Coalition meets the third Thursday of every month from 5:30 to 6:30 p.m. over Zoom. The public is welcome to these conversations about what youth and adults are experiencing around mental health and what resources are available. Email Rufino at [email protected] to receive a link.

Features Special Coverage

Produce and Promise

CEO Nick Martinelli

CEO Nick Martinelli

 

As he gave BusinessWest a tour of his 12,500-square-foot warehouse in Deerfield, winding past long, high racks of boxes and bags of fresh produce and other food and beverages, as well as a brightly lit cold-storage area, Nick Martinelli eventually came to a three-bay loading dock which he called perhaps the most important part of the decade-old operation known as Marty’s Local.

“We have eight trucks, and they’re going six days a week. They’re going out to the farms in the area, and then to the restaurants and colleges and grocers,” he explained. “Everything comes in and out of here.”

Indeed, food that arrives at the facility from farms doesn’t stay long; it heads right back out to its final destination, wherever that may be. The operation has about 115 different partners, counting both the farms and food producers on one end and those purchasing food on the other.

“They’re primarily in Western Mass., but also elsewhere in New England and New York,” Martinelli said. “There are instances where food will be picked up and delivered the same day. But the great majority of our business is having trucks on the road, making deliveries, and then ideally picking up from our farm partners on the way back to the facility, to be packed that night and go out the next day. That’s the ideal.”

Martinelli, founder and CEO of Marty’s Local, began this career in 2015, completing a farming program in Orange called the Farm School, knowing he wanted to work in agriculture, but not sure exactly how.

“I was looking to figure out a place in the local agriculture economy,” he recalled. “I was going to work on a farm, but then I started to talk to a bunch of farmers and realized that there was a real need for distribution. I was seeing some of the growers that I knew driving their own product around, and I knew the demand was strong for these these foods that are really good. So maybe there’s a business opportunity to play that role and just focus on distribution, marketing, trucking.”

So Martinelli started doing just that, first in his car and then with a rented truck. “Then folks would say, ‘what else can you bring us?’ So it started to grow organically that way.”

That was the birth of Marty’s Local, whose network of partners are based not only in Western Mass., but also Vermont, Connecticut, Maine, and New York’s Hudson Valley.

Produce and grains were the first focus of the operation, but it soon expanded to dairy, including butter and cheese, as well as eggs, honey, maple syrup, and even products like sriracha and salsa.

“Almost every week, another farm or maker would reach out and say, ‘we heard you have this distribution service; could we work with you?’ So that’s how we built our roster of partners.”

In 2019, Marty’s Local acquired Squash Inc., a similarly minded local food distributor that had been around since 1973.

“We’d started to do some work with them, and then their owners were looking to retire, so we acquired that business. They had a lot of relationships with growers in the area, and a great customer base, and that was a nice merging of the two businesses that’s worked well,” Martinelli said. “With Squash, we added non-locals. They were sending a truck to the New England Produce Center in Chelsea, outside of Boston, three times a week to get non-local produce — avocados, limes, things you can’t get around here. We continued that, and it’s been a helpful component of the business.”

About 50% of the operation’s food purchasers are retailers, meaning everything from farm stores to independent grocers to chain stores. On the food-service side, which is most of the other half, are colleges, K-12 schools, caterers, restaurants, and wellness and retreat centers.

“There are a ton of farms, and we’re just scratching the surface with the ones that we’re working with.”

Martinelli said one plus for this business is that schools and colleges — not all, but many — have become more diligent about serving healthy options, while restaurants, everywhere but especially in Western Mass., have increasingly seen the farm-to-table concept as a selling point.

To supply those end users, farms have several options, he explained. “Farms are still doing self-distribution. They’ll either have a refrigerated truck that they use, or they’ll have a pickup truck or their personal vehicle, depending on the scale they’re operating at. Some of the farms we work with have multiple trucks, depending on how many customers they have. Some of them are working with distributors that are much larger than us, or some of them work with regional distributors like us. It really depends on the scale of the grower and maker.”

 

What’s in a Local Name?

Grateful for the farms that choose to partner with him, Martinelli takes a broad view of the operation’s impact on the region.

“On a personal level, all of us are motivated and compelled by the trust we have in food when we know where it came from. And when I say all of us, I mean on our team, although I think, in the market, too, there’s some truth to that for sure.”

That idea has driven growth in the local food economy over the past couple decades, he added.

“The sector has grown so much. And I think the reason is that trust, in terms of what food you’re putting in your body, but also who you’re supporting. Are you supporting somebody that’s down the road that you might run into, a business that you’re familiar with, whether you know those people personally or just drive by their business regularly? That’s meaningful to me personally, and I think that’s meaningful to a lot of people, and it’s an opportunity to put your money where your values are.

“So that’s certainly a driver for us — facilitating that, making it easier for people to see more products they recognize on the shelves,” he went on. “On a lot of shelves, it will say, ‘product from X country.’ OK, that’s not really that helpful, right? But if it says it’s from such-and-such farm in Northampton, Massachusetts, well, that’s different.

Eight trucks, both box trucks like this one and larger trailers, move food six days a week for Marty’s Local.

Eight trucks, both box trucks like this one and larger trailers, move food six days a week for Marty’s Local.

“Then you know what you’re getting,” he went on. “And you’re not only supporting the person or the business that’s down the road and putting food in your body that you can trust, you’re also supporting your regional economy, and maybe you’re preserving farmland. There are all sorts of ancillary benefits that come with it.”

Then there’s the matter of healthier eating.

“It’s more nutritious if it’s local,” Martinelli said. “I mean, there are studies showing that the nutrients are stronger after fewer days. So, if it’s coming in a truck five days across the country, it starts to leach out flavor — not in every single product, but there can be meaningful differences in the flavor and nutrition.”

Fortunately, he sees potential to grow this operation and continue to influence food freshness and nutrition while stimulating the local food economy.

“Are you supporting somebody that’s down the road that you might run into, a business that you’re familiar with, whether you know those people personally or just drive by their business regularly? That’s meaningful to me personally, and I think that’s meaningful to a lot of people, and it’s an opportunity to put your money where your values are.”

“There are a ton of farms, and we’re just scratching the surface with the ones that we’re working with,” he noted. “And not only farmers, but entrepreneurs who are one- or two-person businesses saying, ‘I have this great new product’ or ‘I make this great jerky.’ We’re talking about sauerkraut, yogurt, any number of different things where someone is eager to take their craft and get it out to the world, and that’s the role that we want to play.”

Recognizing that impact, Community Involved in Sustaining Agriculture (CISA) named Marty’s Local one of its Local Hero honorees in 2024.

“Marty’s functions in a part of our local food system that is absolutely essential but largely invisible to the general public (except inasmuch as we might see a truck making deliveries),” CISA noted. “We’re lucky to have thriving farmers’ markets, farmstands, and CSAs in our region, but the reality is that direct sales from farm to consumer make up only about 10% of Massachusetts farm sales. That means that 90% of the food grown by Massachusetts farms is winding its way through more complex channels from farm to table — and Marty’s Local smooths that complexity out, bridging the gaps and getting more local food onto more local peoples’ plates.”

 

Special Delivery

Martinelli said his operation’s continued growth is a testament to untapped demand in what is, after all, an agriculture-heavy region.

“That’s also a testament to the number of people growing great food or making great food. So you have people who want it and people who are providing it, and we get to do it really well in the middle,” he told BusinessWest. “We take pride in doing that and paying real attention to good relationships with our vendor partners and with our customers, and all three parties valuing one another.”

And he enjoys making the connections that drive that growth.

“It’s exciting to be able to say to another customer, ‘you know, I just talked to a guy recently who didn’t know there was a service like this, saw our catalog, and said, ‘these are exactly the kinds of foods that I want to have in my store.’ And we make it easy for them to get those foods in there, and do it in a way that’s just as professional as any very large distributor, but with a special focus on local and regional high-quality foods.”

Again, Martinelli added, “we feel like we’re scratching the surface, 10 years in, with the amount of suppliers that have food to go out into the world and the amount of people out there who want that good food.”

 

Community Spotlight Special Coverage

Community Spotlight

John Page describes Amherst as a “cultural college town.”

John Page describes Amherst as a “cultural college town.”

John Page calls it a ‘retail incubator.’

That’s the unofficial name given to a facility — still very much in the planning stages — designed to bolster retail in downtown Amherst and bring more balance (and more reasons to visit) to an area more known for its arts, culture, and restaurants.

“It’s a small location for retailers — people who are online, they’re artists, they do things at farmers markets — who are not quite ready to make the jump to a brick-and-mortar store, which is high-risk and quite complicated, said Page, executive director of the Amherst Business Improvement District (BID). “We’re hoping to make a half-step, where folks can start to test their concept out and learn more about being a brick-and-mortar retailer.”

The retail incubator (more details to come later this year, he said) is one of myriad initiatives in various stages of development in Amherst — a town where there is almost always a lot happening — that cross a wide spectrum, from housing to education; from new restaurants to new retail. That long list includes:

• A new elementary school that will be 100% carbon-neutral and ready for occupancy in the fall of 2026;

• Several new housing projects that include everything from market-rate apartments to home-ownership opportunities (much more on these later);

• An extensive, $46 million renovation and expansion of the Jones Library;

• A new restaurant, the Amherst Oyster Bar, which will bring much-needed new life to an historically vibrant spot, site of the former Judie’s restaurant on North Pleasant Street;

• An enhanced presence for both UMass Amherst and Amherst College downtown, with UMass Amherst recently opening UMass Downtown, a multi-purpose retail, event, and meeting space on North Pleasant Street, and Amherst College having opened a campus store on South Pleasant Street;

• Conversion of a former VFW post into a homeless shelter and supportive housing for veterans;

• The continued success story that is the Drake, a live-performance venue in the heart of downtown;

• The planned arrival of another cultural attraction downtown — Ancestral Bridges, an organization that celebrates the history of contributions of Black and Afro-Indigenous families in Amherst; and

• A reimagining of the space called North Common, a former a parking area that has become a popular gathering place downtown.

City officials and business leaders alike are enthusiastic not only about these individual developments, but how they will — and, in many respects, already are — working together to create more foot traffic and vibrancy in the downtown area.

“We’re between Boston and New York, and in such an academically driven area, you get a lot of people from those areas, and they’re looking for something they expect from a city vibe. That’s certainly new to Amherst, but that’s the direction we want to push things in.”

Indeed, the new housing units are bringing more residents to support the full spectrum of businesses downtown, said Page, adding that cultural attractions like the Drake and Amherst Cinema are bringing people to restaurants and bars before and after shows. Meanwhile, new retail, like Aster & Pine Market and the two college stores, are broadening the mix of things to do and reasons to come to the downtown.

“We have a lot of housing in our downtown, and that’s been very helpful to us because we have more people; those people go out to lunch and for coffee, and they spend money,” said Page, who referred to Amherst as a “cultural college town.”

Alden Peotter shows off the recently opened Amherst Oyster Bar.

Alden Peotter shows off the recently opened Amherst Oyster Bar.

“Meanwhile, with Amherst Cinema and the Drake, we encourage people to enjoy a meal before or after, or maybe a cocktail, so that there is that stickiness — people linger and enjoy the downtown.”

Paul Bockelman, Amherst’s long-time town manager, agreed.

“The Drake, along with the Amherst Cinema, has made a huge impact in bringing people downtown to live events,” he said. “And once they’re there, they stay and they support other businesses.”

As for the Oyster Bar, it has been a long time coming. Its grand opening had been pushed back so many times that the eventual date, April 1, was taken by some as an April Fools joke, said Alden Peotter, operations manager for Amherst Innovative Hospitality, which also operates the nearby Protocol bar and restaurant.

He spoke with BusinessWest the day after a soft opening late last month, and said that both the Oyster Bar and Protocol, which opened as a bar but has evolved into a popular restaurant drawing people of all ages, provide what he called a “metropolitan vibe,” something he believes young people, and some not so young, are looking for.

“We’re between Boston and New York, and in such an academically driven area, you get a lot of people from those areas, and they’re looking for something they expect from a city vibe,” he said. “That’s certainly new to Amherst, but that’s the direction we want to push things in.”

For this, the latest installment of its Community Spotlight series, BusinessWest looks at the many forms of development and progress in Amherst, a college town that is so much more.

 

Building Momentum

For Page, who took the helm at the BID last October, his new job is a return to downtown Amherst.

Indeed, he worked at the Amherst Regional Chamber of Commerce, which shares space with the BID in an office on South Pleasant Street, handing marketing and membership, before taking a job at UMass Amherst working on large events like commencement.

“I wanted to get back involved with the town of Amherst and all that was happening downtown,” he said, adding that he was inspired to seek the BID job after doing consulting work for the agency on its summer concert series.

“It reignited my passion for that economic-development work,” he said, adding that, since arriving, he’s continued the BID’s work in tandem with the chamber to promote the downtown and generate more vibrancy in the central business district, which has made a nice recovery after being devastated by COVID — but with changes.

Indeed, while food and beverage taxes are exceeding 2019 levels, there are still fewer people going out, overall, with restaurants still doing strong takeout business. One goal — at the BID, the chamber, and with new destinations like the Oyster Bar and Protocol — is to get them back out.

Amherst at a Glance

Year Incorporated: 1759
Population: 39,263
Area: 27.7 square miles
County: Hampshire
Residential Tax Rate: $17.82
Commercial Tax Rate: $17.82
Median Household Income: $48,059
Median Family Income: $96,005
Type of Government: Town Council, Town Manager
Largest Employers: UMass Amherst; Amherst College; Hampshire College
* Latest information available

“Our real view on downtown Amherst is promoting not just nightlife, but getting people out of their house, getting people to form these communities that have really been missing due to COVID and what came after; we want to give them that location,” said Peotter, who described both establishments as “that third place.” By that, he meant it’s not home, and it’s not work — “it’s another place to be.”

Page said one of his focal points is what would be considered traditional, brick-and-mortar retail. The downtown has some, he said, and the goal is attract more, while also retaining what exists, through initiatives like the planned retail incubator, a site for which has yet to be determined.

“It’s a difficult industry,” he said, adding that Amherst is not known as a retail destination, but could become one. “You need critical mass — you need other retailers so that people view you as a shopping destination.”

Jacob Robinson, executive director of the Amherst Area Chamber of Commerce, agreed.

“Fortunately, downtown Amherst isn’t experiencing a significant vacancy issue, but there’s strong interest in attracting more retail to diversify the mix of businesses and further enhance the pedestrian experience,” he said.

“Of course, retail-space turnover is a normal and expected part of any dynamic downtown. As business owners retire, pivot, or evolve their offerings, it naturally creates opportunities for new entrepreneurs to bring fresh ideas and energy into the community. We’re seeing that play out in Amherst, with some beloved businesses closing for personal or planned reasons — often after years or decades of serving the community — and new ventures preparing to take their place. It’s a sign of a living, breathing local economy that continues to adapt and grow.”

Among the relatively new retail offerings are the Amherst College Store, which opened a year ago in the former A.J. Hastings space at 45 South Pleasant St., and UMass Downtown, which opened its doors in February at 108 North Pleasant St., in space most recently occupied by Greenfield Savings Bank.

The latter is a multi-purpose retail, event, and meeting space, said Nancy Buffone, associate vice chancellor of University Relations, who spoke with BusinessWest at the facility.

She said a downtown presence for the university has been talked about for many years, and it became a priority for Chancellor Javier Reyes when he arrived in 2023.

“This is truly about bringing UMass and the community together,” she said, adding that the facility will host both UMass events, such as lectures slated for this spring, and community events, such as registration for the Big Brothers Big Sisters Daffodil Run.

UMass Downtown has seen steady volumes of foot traffic, said Buffone, adding the numbers are expected to move higher as the weather improves and especially for commencement week and ‘destination days,’ when those students who have been accepted to the university, and their parents, are invited to take in the school and the town.

 

Developing Stories

Bockelman calls it the “mixing middle.”

He was referring to the broad segment of housing involving homeownership opportunities for segments of the population that might otherwise not break that barrier. This middle area is being addressed in a project on Ball Lane, undertaken by Valley Community Development Corp.

“We’re seeing a lot of apartments being built, but what has been largely missing has been homeownership opportunities, which is why the Ball Lane project is so exciting,” he told BusinessWest, adding that plans call for 30 units on an eight-acre tract.

The project is one of many housing initiatives, public and private, in various stages of development in town, and they address a critical need for new housing.

Other projects include two public projects totaling 78 apartments, 31 at the former East Street School and 47 at 70 Belchertown Road, said Bockelman, noting that these will be a mix, with varying levels of affordability. The developer, Way Finders, expects to have both sites developed and occupied by 2028.

On the private side, developer Barry Roberts is forwarding two projects, a large (but scaled-down) initiative at the corner of Amity Street and University Drive that will involve retail on the ground floor and apartments above, and the other at the former Hastings site. Meanwhile, Archipelago Investments LLC is set to break ground on a five-story, 68-unit project at Olympia Drive, a dorm-like building that will rise on the site of the former Iota Beta chapter of the Chi Omega sorority, which Archipelago acquired several years ago.

Archipelago has also been named designated developer for a project to create 140 residential units on a large tract of land owned by Hampshire College, adjacent to Atkins Farms.

These projects and others in different stages of development will make a large dent in the overall need for housing across the spectrum, said Bockelman, adding that such projects are needed to help seniors stay in town, young professionals to move there, and employees at many types of businesses, especially the hospitality sector, to afford to live in town.

Robinson agreed. “Housing remains a key issue,” he told BusinessWest. “While Amherst is actively exploring strategies to create more diverse and affordable housing options, it’s clear that housing supply directly affects workforce retention, talent attraction, and the overall economic vibrancy of the region. Our businesses need access to a stable workforce, and that depends in part on people being able to afford to live and thrive here.”

 

Business Talk Podcast Special Coverage

We are excited to announce that BusinessWest has launched a new podcast series, BusinessTalk. Each episode will feature in-depth interviews and discussions with local industry leaders, providing thoughtful perspectives on the Western Massachuetts economy and the many business ventures that keep it running during these challenging times.

Go HERE to view all episodes

Episode 231: March 31, 2025

Joe talks with Megan MacBride, director of Marketing & Communications with the Better Business Bureau of Central New England

The Better Business Bureau has long promised value for both businesses and consumers: for companies, a reputation boost and access to member benefits, and for the public, trustworthy information and a host of consumer-protection resources. On the next episode of BusinessTalk, Megan MacBride, director of Marketing & Communications with the Better Business Bureau of Central New England, talks with BusinessWest Editor Joe Bednar about all this and more, from how the BBB elevates area businesses through an exciting awards program to some of the most common scams currently tripping customers up, and how to avoid them. It’s must listening, so tune into BusinessTalk, a podcast presented by BusinessWest.

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Features Special Coverage

State of the Bay State

 

“The success of Massachusetts’ economy has historically been driven by a number of key strengths: a strong quality of life, an educated and engaged workforce, and economic sectors that adapt to changing conditions and are at the vanguard of innovation. However, these strengths are no longer as unique to Massachusetts, nor are they guaranteed to continue in perpetuity, and in recent years, national demographic shifts and increased mobility for people and employers have threatened to degrade Massachusetts’ competitive edge when attracting residents, businesses, and investment.”

 

That’s the introductory, summary paragraph in a note from the Massachusetts Taxpayers Assoc. (MTF) as it introduced something it calls its Competitive Index, which was first released last fall and will now be conducted annually. And it effectively sets the tone for the document, which compiled 26 different metrics — from grade-8 math test scores to energy costs; from international migration to commute time — that clearly and concisely measure how the Bay State is stacking up. (The full report can be found at masstaxpayers.org.)

The bottom line is that is that, while the state still has several strong attributes, it is not as competitive as it has been historically. Or, put another way, other states, such as California, Florida, North Carolina, and Texas, have become more competitive. And now, thanks to the pandemic and the advent of remote work, it has more competitors, including other New England states.

“Massachusetts has a number of real strengths; the fact that we are the most highly educated state in the nation and have been for a long time, the fact that we have the best K-12 school system, at least on average, and higher education is such a strength, bodes well for us,” MTF President Doug Howgate told BusinessWest. “But at the same time, there are lot of things that we can and do need to do better — we’re either lagging behind the standards we’ve set for ourselves, or we’re lagging behind other states.”

“One of the reasons why we wanted to look into some of these issues within the competitive index is that, during the pandemic, we started to see that location choices became a little more flexible — not for everyone, but for some people,” he went on. “And that has real impacts for the long-standing proposition that Massachusetts has for its residents in terms of what you gain from living here and what the costs are.

“There are lot of things that we can and do need to do better — we’re either lagging behind the standards we’ve set for ourselves, or we’re lagging behind other states.”

“If people became a little less sticky and had a little more ability to move around — the same with employers — was that going to be a competitive advantage or disadvantage for Massachusetts?” he continued. “And at least in the very short term, it appeared to be a net competitive disadvantage as we saw these big surges in domestic outmigration — not everywhere, but certainly in higher-cost areas.”

Since the release of the report, compiled with researchers at the UMass Donohue Institute and with the support of the Massachusetts Competitive Partnership, it has been the subject of discussion and debate — about what the state has lost when it comes to its historic competitive edge, to whom it has lost that edge, and, perhaps most importantly, how it might get that edge back.

Howgate has spoken at several forums about the Competitive Index and the issues related to it, including the Outlook lunch staged by the Springfield Regional Chamber earlier this month.

Doug Howgate

Doug Howgate

“If people became a little less sticky and had a little more ability to move around — the same with employers — was that going to be a competitive advantage or disadvantage for Massachusetts?”

At those forums, and in a wide-ranging interview with BusinessWest, he stressed that the Commonwealth can no longer take its historic advantages — and, again, there are several, from educational attainment to its ability to attract international immigrants — for granted, because other states are gaining ground in those realms.

In the meantime, several factors, such as the rising cost of everything from housing to energy to childcare, as well as the so-called ‘millionaire’s tax’ and the rise of remote work, have contributed to the state losing population — and talent — to other states, although some, if not most, of these losses have been made up through international immigration.

As he talked about the index and what the numbers mean, Howgate said it suggests at least five key areas for policy focus: creating a competitive roadmap, stemming outmigration, growing the labor force, incorporating cost considerations into policy conversations, and fostering and supporting the relationship between the state’s education system and the economy.

We’ll get into each in more detail as we examine the Competitive Index and how it serves as a call to action as the state, which is still very competitive when it comes to businesses, jobs, and talent, faces the hard reality that it must take steps to remain that way.

Moving Targets

As he sliced through the numbers in the index, Howgate reiterated that the Commonwealth still has several competitive strengths.

Indeed, it is ranked at or near the top in such areas as population age 25 and over with a bachelor’s degree or higher, average weekly wage, research and development funding as a share of gross state product, and even life expectancy at birth.

But these strengths are counter-balanced by many weaknesses, with the state ranked at or near the bottom nationally in income inequality, energy costs, overall cost of living, commute time, childcare costs, housing cost burden, and even average unemployment insurance tax amount per covered employee.

In many ways, these weaknesses are now taking their toll, and this is showing up in domestic migration, with the state losing workers to regional competitors such as Maine and New Hampshire, and especially Florida, California, and New York.

This disconcerting trend is what prompted MTF to “look under the hood,” as Howgate put it, and determine if and where the state was losing some of its edge.

“We started looking at questions related to where are we a leader or a laggard, and a lot of the places where we’re a laggard are places where the costs are borne by wealthy folks,” he said, referring to the millionaire’s tax but also other factors. “But also, a lot of the costs make it a challenging place to live for working families, which is another huge challenge for the Commonwealth moving forward.

“What we talk about in the report is that people are more sensitive to cost than they used to be,” he went on. “So that heightens some of our long-standing competitive disadvantages. The fact that childcare costs are higher, housing costs are higher, unemployment insurance taxes … we continue to fare very poorly in those areas, and they’re at the core of where people can afford to live.”

Statistics show that, while outmigration is occurring most in the higher income brackets, especially $250,000 in annual income and above, it is also happening with other groups, such as those in the $75,000-$100,000 range, said Howgate, adding that this speaks to, respectively, people who can afford to relocate and those who can’t afford to stay. And in both cases, the trends started before the pandemic.

“And the factor that’s kind of marbled throughout that is that we’re seeing increasing evidence that it’s our younger professionals who are leaving,” he said, adding that this reality has deep ramifications for the Commonwealth and its businesses, large and small.

Meanwhile, he acknowledged that this challenge does in some ways present opportunities for this part of the state, where some of these costs, especially housing and childcare, are not as burdensome.

Indeed, opportunities exist to convince people, and even businesses, to move to different parts of the Commonwealth rather than to another state, he said, adding that, due in large part to remote work possibilities, some areas, such as the Cape and the Berkshires, are gaining population.

 

Behind the Numbers

Howgate noted that one of the many lessons from the pandemic, a once-in-a-lifetime happening that altered many aspects of life, is that things can change quickly.

“Just like you don’t want to assume that things are going to go right back to the way they were before the pandemic in a couple of months or a couple of years, you also don’t want to assume that the way things looked in June of 2023 is what they’re going to look like forever,” he told BusinessWest. “One of the points with the competitiveness index is to say that, as we find a new normal — and what ‘normal’ is is always changing — how do we start to create these baselines for ourselves about what we’re doing well and not doing well?”

And with this baseline, Massachusetts can continue to track how it’s faring, he said, adding that overall competitiveness is something that the state and its leaders should continually gauge — and work to improve.

It hasn’t been this way historically, he went on, and this is perhaps one of the reasons why some of its edge has been lost.

“You don’t want to overreact as a policy maker, but at the same time, we have some compelling data that something has altered how people are making location decisions,” he said. “So we need to be more mindful of the fact that people aren’t going to just stay because this is where they’ve always been; there has to be more to our argument than that.”

This brings him back to some of those suggested key areas of policy focus and the overall need to emphasize competitiveness as an economic-development priority for the state.

Action, and change, is needed on several fronts, Howgate said, especially housing and what he called the “nexus between transportation and housing.”

“If people can’t afford to live in a place that gets them to where they want to go conveniently, you have a big problem on your hands,” he told BusinessWest. “And that is something Massachusetts has a real crunch on — both accessible and efficient transportation options and affordable housing.

“While there are other things that absolutely matter as well, such as childcare costs,” he went on, “I think that we started to focus more and more, as others have as well, on what are some of the smart things we can do on transportation and housing to get people more quickly to places with inexpensive housing, like Central Mass. and Western Mass., and then also, what can we do on the production side to boost housing so people are able to afford where they want to live?”

The Commonwealth is certainly not alone with these challenges — many other states and urban areas are dealing with sky-high housing costs and transportation issues, he said, adding that some are being more proactive, and effective, in dealing with them and issues such as zoning and land use.

When asked to project ahead five or 10 years to where the Commonwealth might be from a competitiveness standpoint, Howgate said this is difficult because of the profound pace of change. But he did say the state cannot afford to leave anything to chance.

“We know what our demography is, that we’re an aging population, like other Northeast states, and we know that we’re a high-cost area,” he said. “At the end of the day, irrespective of where you are ideologically, it’s in all of our best interests to incentivize people to stay in Massachusetts, and move to Massachusetts, because we’re not going to have that level of growth if we just sit here and do nothing.”

Accounting and Tax Planning Special Coverage

Unlocking the Benefits

 

By Matt Baran

Stock compensation has become an increasingly common form of employee compensation, particularly in tech startups, large corporations, and publicly traded companies. This form of compensation allows employees to benefit from their company’s success by offering them the ability to acquire shares of the company’s stock. Stock compensation also allows companies to save cash while still providing their employees with a form of payment.

There are different types of stock compensation plans available, each with its own set of benefits and tax implications. The most common types are incentive stock options (ISOs), non-qualified stock options (NSOs), and restricted stock units (RSUs). Understanding these options is essential for employees to make informed decisions about their compensation and plan for potential tax obligations.

 

Incentive Stock Options

Incentive stock options are a type of stock option that provides employees the right to purchase company shares at a fixed price (known as the exercise price) after a certain vesting period.

ISOs have unique tax advantages that make them appealing to employees. When employees exercise ISOs and hold onto the shares for at least one year after exercise and two years after the grant date, any gains from the sale of the stock are taxed as long-term capital gains rather than ordinary income, providing favorable tax treatment as long-term capital gain rates are typically lower than ordinary tax rates.

ISOs do not trigger ordinary income tax when they are exercised, as long as the employee meets the holding-period requirements previously mentioned. This allows employees to potentially defer taxes until they sell the shares. If the holding-period requirements are not met, the sale would be considered a disqualified disposition and subject to ordinary tax rates, on both the spread and any additional gains after purchase.

Matt Baran

Matt Baran

“Restricted stock units are valuable because they provide employees with an equity stake in the company once the shares vest. Unlike stock options, which have value only if the company’s stock price rises above the exercise price, RSUs have intrinsic value as long as the company’s stock has value.”

While ISOs provide the benefit of capital-gains tax treatment, they come with the risk of triggering alternative minimum tax (AMT). The spread between the exercise price and the fair market value of the stock at the time of exercise is considered a preference item for AMT purposes, potentially causing employees to owe additional taxes even if they do not sell the stock immediately. Any AMT paid in a tax year can typically be taken as a credit in the next year the taxpayer is not subject to AMT.

 

Non-qualified Stock Options

Non-qualified stock options are the most common type of stock options granted by companies. Similar to ISOs, employees are granted the right to purchase shares at the exercise price. Unlike ISOs, NSOs do not receive the same favorable tax treatment and can trigger tax consequences at the time of exercise.

When an employee exercises NSOs, the difference between the exercise price and the fair market value of the stock is taxed as ordinary income. This means that the employee will face immediate income-tax liability on the spread at exercise. The combination of the amount paid for the shares plus the taxable spread upon exercise becomes the tax basis in the shares and will be used in the calculation of gain or loss when the shares are sold. Any gains or losses will be treated as capital gains, either short- or long-term, depending on the holding period.

 

Restricted Stock Units

Restricted stock units are valuable because they provide employees with an equity stake in the company once the shares vest. Unlike stock options, which have value only if the company’s stock price rises above the exercise price, RSUs have intrinsic value as long as the company’s stock has value. Vesting, in relation to RSUs, is typically on a time-based schedule.

There are also performance stock units (PSUs), in which an employee must hit certain performance metrics to trigger the stock to vest. RSUs and PSUs are treated the same for tax purposes.

The shares are taxed at their fair market value when they vest, and employees usually elect a ‘sell-to-cover’ withholding method, meaning a portion of the vested shares are sold immediately to cover federal, state, and FICA withholdings. Employees with high tax rates should be conscientious of the withholding rate and consider making additional estimated tax payments, if necessary.

The fair market value that is taxable upon vest becomes the tax basis in the shares. Any gains or losses from sales of that stock are capital in nature and will be taxed at either short- or long-term rates, depending on the holding period.

 

Planning for Stock Compensation

Planning is paramount regarding stock compensation. It is important for employees to be aware of the relevant dates, including the grant date, exercise date, vesting date, and holding period once the employee gains ownership of the shares. For all types of stock compensation, employees must understand what type of stock compensation they were granted and the nature and timing of taxation, and have a plan for managing cash flows and executing sales of the stock down the road.

There are other planning considerations, including the long-term outlook of the company, the employee’s personal portfolio and diversification, and how other sources of taxable income impact tax liabilities and tax rates.

 

Bottom Line

Employees should carefully consider the type of stock compensation they receive and plan accordingly to manage their tax liabilities and maximize the benefits. As always, consulting a tax professional is recommended to navigate the complexities of stock compensation.

 

Matt Baran is a tax manager at MP CPAs

Architecture Special Coverage

Designs on the Future

Principals Rick Katsanos (left) and Don Hafner

Principals Rick Katsanos (left) and Don Hafner

 

As the long-time principals at HAI Architecture in Northampton, Don Hafner and Rick Katsanos don’t see the healthcare facilities they design — or any facilities, really — as simply physical spaces.

No, they see the impact on the people who live, work, and play in those spaces, and it’s a gratifying feeling, whether they’re designing an ICU for critical hospital care or a small outdoor stage for Forbes Library in Northampton.

“We don’t value healthcare systemically in this country,” Katsanos said of the former. “It’s more than just having a doctor; it’s more than just having the right medications. It’s about wellness. It’s about having an environment. And it doesn’t have to just be in a hospital. It can be in a clinic; it can be in a doctor’s office.”

As for the stage, which he called “a fun community project, a different thing for us,” there’s an element of wellness there, too.

“It’s mental health for the community. I like going and hearing the children’s choir, and instead of just standing on the muddy grass, there’s going to be a place for them. And I’m not placing an overemphasis on, ‘wow, we’re changing the world.’ But we’re changing a little bit of the world for the positive.

“And that’s all each of us needs to do — change the world a little bit for the positive. And then, cumulatively, great things can happen,” Katsanos went on. “That’s why I feel great about what we do. I’ve never felt like we’ve taken a project just for the money or we’ve taken a project that we weren’t proud of. I’m proud of every single thing this company has done.”

“We’re talking about some of these hospitals losing a hundred million dollars, two hundred million. That’s not insignificant. So that’s been an issue.”

Katsanos and Hafner met as freshmen at Penn State in the early ’80s and were among a group of architecture students who gravitated north after graduation to find work. Katsanos, a Wilbraham native, was hired in 1986 by Ed Jendry, who had launched Architects Inc. in Northampton in 1976. Two years later, Hafner, who had been working in Vermont, joined him at the firm.

In 1993, Katsanos and Hafner bought the business, which had also spun off a sister company, Healthcare Architects, to pursue work in the regional healthcare market — a decision that proved lucrative, as the firm still focuses heavily on designing modern, high-tech spaces for hospitals, health systems, and physician practices across the region.

The dramatic main entrance canopy was part of HAI’s work at Salem Hospital.

The dramatic main entrance canopy was part of HAI’s work at Salem Hospital.

Years later, the partners merged Architects Inc. and Healthcare Architects into one company, called HAI Architecture.

“Don and I have known each other for some 40-odd years. We met the first day of freshman year, and then went into business together,” Katsanos said. “We are fairly aligned. We have our differences, like every good relationship. Sometimes it’s like a marriage, sometimes it’s like siblings, sometimes it’s a business relationship. We run the gamut.

“And it’s important that we have differences of opinion; it helps,” he went on. “He’ll see something differently. I’ll say, ‘this is the way I’m going to design this.’ And he’ll go, ‘well, did you ever think that it might work out better this way?’ And that difference of opinion almost always makes it better.”

 

Healthy Returns

The firm is still heavily invested in healthcare projects, such as a just-completed ICU at UMass Memorial Health – Harrington Hospital in Southbridge and a new lobby addition and registration area at Salem Hospital — both of those long-time clients, as are some of the local hospitals, like Cooley Dickinson, Mercy, and the various Baystate facilities.

At Salem, “we’re doing a lot of radiographic technology stuff at their facilities and a bunch of clinical projects,” Hafner said, “and then also a bunch of infrastructure projects because we’ve always been a service provider in the truest architectural sense. We really love doing interesting architecture, but a lot of the stuff we’ve done with hospitals has always come from facility-based projects that help to support their infrastructure.”

“We have no idea if doors, which largely come from Canada, are going to be one and a half times what they were this time last year. Even stuff that is manufactured here is impacted by things like steel and aluminum prices.”

And those needs don’t stop, not even during the pandemic, when HAI stayed very busy.

“We never, other than maybe two weeks, had a slowdown. Everybody learned how to make sourdough bread, but I did not have that opportunity,” Katsanos said with a laugh. “We were fortunate because the healthcare sector needed to continue. The first project that went back online 10 days after the world shut down was a clinical trials facility — a lab that we were designing and in the middle of building for Baystate — because it was needed. The government told us we’re critical infrastructure.”

That said, healthcare is in a challenging time right now, he noted, with many hospitals and health systems — Baystate, for instance — grappling with serious red ink.

“They’re basically looking at scaling back a lot things that aren’t direct patient care. They have to re-evaluate where they’re going to spend money. We’re talking about some of these hospitals losing a hundred million dollars, two hundred million. That’s not insignificant. So that’s been an issue.”

In addition, Katsanos said, “I think we’re seeing the impact of COVID on healthcare. Like, they kept going and kept going because they needed to. Staffing costs were higher; everything cost more, but they needed to keep going. And I think it’s finally caught up, and there needs to be a little bit of a correction because everybody’s overextended.”

That trend happens to coincide with dramatic proposed federal spending cuts in all areas of life, including healthcare.

“That affects our flow of projects. We have some projects that have been delayed almost immediately because there’s just uncertainty. So, if you don’t have to spend — if it’s not, ‘oh my gosh, that piece of equipment is totally broken, and we need to replace it’ — then clients are scaling back.”

One of HAI’s projects in UMass Memorial Health – Harrington Hospital was this ICU renovation.

One of HAI’s projects in UMass Memorial Health – Harrington Hospital was this ICU renovation.

The same promises to be true across higher education, he added. “That’s a big one, and it’s been a target as well.”

But economic uncertainty can affect projects of all kinds, Katsanos added. “Even stuff like the stage [at Forbes] — it’s a steel-framed stage. We don’t know if the tariffs are going to actually impact the pricing on that. The prices are locked in, but there’s always a caveat of ‘barring uncontrolled circumstances,’ and certainly a tariff is not necessarily a controlled circumstance. It’s not in place at the time that somebody places a bid, and then, a week later, it is. It’s no way to run an economy, but here we are.”

 

Branching Out

In addition to its broad roster of healthcare projects, HAI has diversified into many other sectors over the years, from bank branches to work at a number of nonprofits, like Ronald McDonald House and the Northampton Survival Center, to facilities in the education world.

One recent project was the renovation of the Gateway City Arts complex in downtown Holyoke to house LightHouse Holyoke, a non-traditional middle and high school. “Working with those folks was fun and something a little bit different for us,” Katsanos said. “So that was pretty satisfying.”

He added that it’s simply good business practice to diversify, even when times are heady in the healthcare realm.

“You can get very complacent when healthcare is so busy that you can’t keep up with it. But we don’t say no to something that’s out of the ordinary. Sometimes it’s refreshing to work on something that’s just different. Like an outdoor stage for Forbes Library — I would not have targeted that, but it’s a wonderful project.”

He also appreciates the impact of something like creating a family room for Ronald McDonald House at Baystate Children’s Hospital.

“If you have a kid getting cancer treatment at Baystate, you don’t even have to walk two blocks to go to the Ronald McDonald House; you can go to this new family room and get a cup of coffee and check your email and be away from your child’s bedside, but literally 12 seconds away, and that is really cool.”

Hafner said projects like this, with palpable human impact, energize the staff as well. “They understand that we value the community that we live and work in. So it’s very exciting to do those kinds of projects.”

As noted earlier, there’s plenty of concern these days to go along with the highs of today’s architecture industry, stemming from the economic uncertainty of tariffs and funding cuts.

“I think there’s large-scale worry from the contracting area across the board,” Hafner said. “We have no idea if doors, which largely come from Canada, are going to be one and a half times what they were this time last year. Even stuff that is manufactured here is impacted by things like steel and aluminum prices.”

“So I think everybody is really on edge,” he added. “A number of the hospitals that have not signed contracts have put things on hold because they’re not sure if project budgets will hold. I think there’s going to be a wave that happens through the entire construction industry. It’s not going to be limited to any one thing in particular because all those issues impact every single aspect of every single building typology.”

That said, Katsanos told BusinessWest, “we’re positive. We’re optimists … cautiously. It’s not a fun time right now for anybody, on whatever side of the spectrum you are, because uncertainty is always difficult. So I’m not saying I’m not concerned about our industry — I am concerned. But I also am positive. We’ll survive, and we’ll persevere.”

 

Kindness and Gratitude

Katsanos said he committed to making 2025 a “year of kindness,” inspired by his mother, whom he described as very kind, and who passed away in August.

“It doesn’t have to be huge. We don’t have to be political and change the world. We all have to just do better. Cumulatively, there’s a lot of us, and we can do great things.

“That’s why we like healthcare,” he added. “I’m not a doctor, but I think the healthcare system can be improved, and we try to do it. We are very, very affordable, and we could probably make more money, but we do a lot of work for nonprofits, and those are little margins. And we make that work.”

Hafner agreed. “I’m very thankful for what we’ve been able to accomplish. I am very proud of the projects that we’ve done. They don’t always land on the cover of a magazine or anything like that, but over the period of time that we’ve done this, we’ve made an impact. I think we’ve done a reasonable job of making our community a better place through the work that we’ve done.”

Community Spotlight Special Coverage

Community Spotlight

The former Thorndike School will be converted into 12 to 18 units of market-rate housing.

The former Thorndike School will be converted into 12 to 18 units of market-rate housing.

 

When it comes to Palmer’s much-anticipated new train station and the return of passenger rail service after a half-century absence, there is no timetable in place yet.

There are several hurdles still be cleared, from design to the huge matter of funding — for this train station and the state’s much larger east-west rail project. Town officials can only speculate that it will be a few years, and likely more than a few — one said it will be at least 2029 — before the facility is up and trains are stopping there.

But this lack of a go date isn’t tamping speculation, both positive and negative — especially since the state has now chosen a site for the station, an open field at 1099 South Main St., south of Palmer Yard, land owned by wire brush manufacturer Sanderson MacLeod (more on that company later) and adjacent to its plant.

To the disappointment of many in the community, this site is not downtown — and, more specifically, not the site of the former, historic train station, now home to the popular Steaming Tender restaurant.

In fact, a group calling itself the Central Rail Passenger Coalition is not entirely ready to give up on the downtown site, even though the state Department of Transportation has deemed it inadequate for several reasons, and town officials are accepting the state’s decision.

“It’s a chance for the town to assess current land use in the area and begin laying some groundwork to really encourage and enable transit-oriented development in that area.”

Scarlet Lamothe, general manager of the Steaming Tender and member of the Central Rail Passenger Coalition, has been outspoken — at public meetings and other forums — about how the South Yard location, known as ‘Site B,’ will not bring real economic benefits to the downtown or the community as a whole, pointing to the example of Windsor Locks, Conn., which built a new train station outside of the central business district, didn’t see much economic development, and is now moving its station downtown.

“Site B is not located in the downtown district, and it will show no benefit to the town,” she said, adding that she, other members of the coalition, and other Palmer residents are trying to gather support for an ordinance that would require that a passenger rail depot and related facilities need to be zoned in the downtown district.

“Also, you won’t see as much ridership at Site B because you won’t have that north-south connection,” she went on, adding that behind the historic station is a diamond junction, permitting rail service in all four directions; Site B would only accommodate east-west service.

Town Planner Heidi Mannarino acknowledged some disappointment concerning the state’s choice of location, but said the site is only a half-mile from downtown, and, overall, it could benefit existing businesses and prompt additional development.

“There is potential to unlock more development in that area,” she said, adding that, while the next steps in this process play out, the town should be looking to maximize the development opportunities from this potentially groundbreaking development, one that could return the community known as the Town of Seven Railroads to its roots.

“It’s a chance for the town to assess current land use in the area and begin laying some groundwork to really encourage and enable transit-oriented development in that area,” Mannarino said, adding that this includes everything from new housing opportunities to businesses catering to those getting on and off trains to creating safer alternatives for multi-modal transportation.

The state’s selection of a site for the new rail station tops the list of developing stories in this community, but there are several others, including plans to convert the former Thorndike School, built in 1910, into 12 to 18 units of market-rate housing, $1.6 million in infrastructure work (from sidewalks to fire hydrants), a new strip mall on Route 32 near the turnpike exit that is nearing the finish line, and a spike in interest in Palmer in the wake of remote work and hybrid schedules.

The Liberty Plaza project on Thorndike Street is nearing completion.

The Liberty Plaza project on Thorndike Street is nearing completion.

Indeed, this dramatic change in how people work has made the commute from Palmer to Springfield, Worcester, and points east of Worcester far more attractive than when people were going to the office five days a week, said John Latour, Palmer’s director of Community Development, adding that there are other incentives.

“There’s quality of life, there’s a grocery store and other amenities, but the housing here is more affordable than going further east,” he explained. “You can get a really nice house here for considerably less than you would, say, in the Shrewsbury area, so you’re seeing more people driving into Worcester and the Boston area from Palmer.”

For this latest installment of its Community Spotlight series, BusinessWest turns its lens on Palmer, where many forms of progress are, well … on track.

 

Train of Thought

Latour noted that, while there is, indeed, some disappointment concerning the state’s choice of a location for the new train station, there is still a buzz surrounding the east-west rail project and how it could change the fortunes of a community that is roughly halfway between Springfield and Worcester, but often (and until recently) considered too far from either for a commute or any economic benefit.

Remote work and hybrid schedules have changed some attitudes about Palmer, he said, noting that this is reflected in growing interest in housing within the community and rising prices, with the median price now exceeding $300,000.

And east-west rail could change the equation further by making the commute easier and thus more palatable, he said, adding that there are many examples of communities that have benefited, in many ways, from being a rail stop.

Mannarino agreed, noting that, in addition to spurring residential growth, a rail stop can benefit existing businesses in the broad hospitality sector and foster new ventures as well. And the chosen site for the station can do both, she added.

“Currently, on the other side of the track from the site, there’s already Seven Roads Brewery and other existing businesses that will shine. It’s going to be a matter of making sure that the rail stop is connected to those businesses in a safe way while also laying the groundwork so that it can be attractive for other business opportunities on the south side of the tracks as well.”

Overall, she said rail service will make Palmer’s location, already attractive because of its turnpike exit and close proximity to the state’s second- and third-largest cities, even more appealing to the development community.

While anticipating — and preparing for — a future with passenger rail service, Palmer is also coping with the present and developments on several fronts.

At the top of that list is housing, which is key to any residential growth and the benefits to be derived from it, said Latour, adding that, at present, there is little in the way of new construction of homes or subdivisions.

But the Thorndike School project is a small step forward, he added, noting that the new units will make a small dent in overall need. Conversion of the former Converse Middle School into 55-and-over housing, a project the town has been pursuing, will make another dent.

Other developments include Liberty Plaza, a strip mall taking shape just a few hundred yards from the Big Y on Thorndike Street (Route 32). The plaza will be home to a Starbucks and a Jersey Mike’s, as well as additional tenants, said Latour, adding that this project will hopefully inspire additional commercial development in that area just off the pike exit.

Palmer at a Glance

Year Incorporated: 1775
Population: 12,448
Area: 32 square miles
County: Hampden
Tax Rate, residential and commercial: Palmer, $18.15; Three Rivers, $18.23; Bondsville, $18.98; Thorndike, $18.28
Median Household Income: $41,443
Median Family Income: $49,358
Type of government: Town Manager; Town Council
Largest Employers: Baystate Wing Hospital; Sanderson MacLeod Inc., Camp Ramah of New England; Big Y World Class Market
*Latest information available

Meanwhile, the town has been awarded a $430,000 grant to design a new sewer infrastructure for a stretch of Thorndike Street, a project intended to alleviate a “ticking time bomb,” Mannarino said, and one that could unlock new development, both commercial and residential, in that area.

The overall price tag for that project will be $4 million to $6 million, she noted, adding that the town will be pursuing other grants to cover that cost, and there is no timeline for the initiative.

 

Making It Happen

Mark Borsari, president and CEO of Sanderson MacLeod, or SanMac, as it’s known colloquially, sidestepped questions about the rail station and east-west rail, noting that both are matters well beyond his control.

He preferred to talk about what is in his control, meaning his company, and its focus, which, technically speaking, is on making twisted wire brushes, but is really on creating an environment where people want to work and can thrive, and also on creating a model for other manufacturers, most of them facing the stern challenges of coping with retiring Baby Boomers and attracting and retaining young talent.

“We can’t control the weather, but we might as well see if we can be as creative as possible internally — we’re having a good time, we really are,” he said, adding that the company is firmly focused on making investments in the next generation of workers and, at the same time, “making it cool,” with ‘it’ being the overall experience.

It does this through everything from food trucks making regular stops at the plant to a cornhole tournament; from one of the company’s operating slogans — “you’ve got to be a little twisted to work here” — to an elaborate employee-appreciation day called Brushes, Blues, and Barbecue, which tells the whole story.

Such initiatives are part of a two-pronged approach at SanMac, said Borsari, adding that the first is to work with area schools to educate young people about the many attractive benefits to careers in manufacturing, while the second is to implement programs that demonstrate how valued employees are and encourage them to grow with the company, be part of the growth process, and encourage leadership.

“You do have to make it cool — I’ve always said that you have to look at through the eyes of someone who’s 18 or 19 years old and create an organizational place that they find cool to be in,” he explained.

“And that means you have to be creative. You make it cool by making the cafeteria a ’50s diner, you make it cool by putting bus wrap around the inside of the factory so you can put colorful graphics up, you make it cool by bringing in food trucks, you make it cool by having fun with the different ways that we work together, by focusing on people and rewarding them.”

Overall, it comes down to treating people as individuals where one size does not fit all, and “pointing out what the big picture is,” he added.

“When young people go out into the real world, they enter the workplace with an enthusiasm that’s a little naive, but it’s potent because they want to prove themselves,” Borsari said. “If they’re not handled properly by an organization, or they just get cast away after putting out 100%, it cuts the knees out from under them. You can only do that so many times to someone, especially if they’re young, before they say, ‘this is ridiculous — I’m just going to find a place where I can make as much as I can by doing as little as I possibly can,’ and that’s leadership’s fault.”

Through leadership that doesn’t take this approach, that truly values employees, SanMac has become not only a standout in the twisted wire brush industry, but a true leader in a changing manufacturing sector — and an economic driver in a changing Palmer, where even more promise may be chugging down the tracks.

Business Talk Podcast Special Coverage

We are excited to announce that BusinessWest has launched a new podcast series, BusinessTalk. Each episode will feature in-depth interviews and discussions with local industry leaders, providing thoughtful perspectives on the Western Massachuetts economy and the many business ventures that keep it running during these challenging times.

Go HERE to view all episodes

Episode 230: March 17, 2025

Joe Bednar Interviews Brianna Drohen, President and CEO of LaunchSpace

In the eight years since LaunchSpace was … well, launched from the Orange Innovation Center, it has grown its impact while staying true to its mission of supporting economic development in some intriguing, interconnected ways, including supporting craftspeople with workspaces, operating a training center and partnering with local educational leaders, and providing incubator space and resources for entrepreneurs. On the next episode of BusinessTalk, President and CEO Brianna Drohen talks with BusinessWest Editor Joe Bednar about how this mission is still evolving — an upcoming shared-use space for food producers and processors at a converted school, for instance — the challenging landscape for nonprofits these days, and much more. It’s must listening, so tune into BusinessTalk, a podcast presented by BusinessWest.

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Special Coverage Women in Businesss

Beyond the Courtroom

Tanzi Cannon

Tanzi Cannon

Tanzi Cannon knows litigation. And she enjoys litigation.

But there’s something she found she likes even more, which is why she built a law practice around it.

Backing up a bit, in her previous role, Cannon was the chief litigation officer at the Royal Law Firm. “We were obviously heavy on litigation, but we also did a lot of advice and counsel,” she recalled. “Litigation is strategic, and there’s competition, and every case is different, and I’m a certified investigator, so I got to use those investigation skills.

“But I found that the enjoyable part was actually when the litigation was over and I could go back to the business and say, OK, ‘here are the things that could have prevented litigation for you. Here are some things that we can do to improve this department.’ I’m a business person, so I also had some business advice,” she added.

Unfortunately, once litigation was over, clients were typically tired of talking about legal matters — and tired of spending money on them. “Consequently, those preventive conversations were the short conversations, and I really wanted those to be the long conversations.”

That’s why she decided to leave Royal and launch her own firm, General Counsel by Cannon, which specializes in business law for small businesses — focusing not on litigation, though she will handle that if need be, but on the nuts and bolts of helping businesses avoid the courtroom and create healthier, safer, more successful companies.

“ I found that the enjoyable part was actually when the litigation was over and I could go back to the business and say, OK, ‘here are the things that could have prevented litigation for you.’”

“When I left the firm, it was to start this model of business advice and counsel — that’s why it’s General Counsel by Cannon, a fractional general-counsel law firm,” Cannon told BusinessWest. “I felt like I wanted to not only do litigation, but to focus on prevention, and also be able to add some of that business advice in there as well.”

Many clients, she explained, have business contracts that need be renegotiated, reviewed, or drafted anew, or need assistance with human-resources law. She also assists with organizational development, succession planning, change management, and writing a company’s standard operating procedures.

“Having a fractional general counsel is kind of a one-stop shop for many legal issues that impact businesses,” she said. “I want to be the go-to person for my clients — if they even think they may have a concern, I want them to call me without having to watch the clock because they are concerned about the billables. I want to be the person they trust. I want to be a part of the team without adding a full-time employee.”

Tanzi Cannon stands in the brewery she co-owns with her husband, Joe Eckerle

Tanzi Cannon stands in the brewery she co-owns with her husband, Joe Eckerle, which shares a building with General Counsel by Cannon.

The reason they don’t have to worry about cost is the model Cannon has put in place, charging a monthly fee — there are different subscription levels — that clients pay for whatever services they might need, including advice and counsel, regulatory audits, training … essentially, whatever issues are within the scope of their service contract.

“Essentially, they have a general counsel on call without having to hire an attorney every time they need something, and it also costs less than hiring an attorney to be on staff,” she explained. “What I have found is that it allows me to better defend people when they do get audited or they get a case because I have become familiar with the business. Because they just pay that monthly fee, they’re not really worried about how often I call them.”

They’re also not concerned with how often she stops by and spends time with the staff, as it’s all in the service of preventing problems down the road.

“I help people grow and become better businesses and prevent a lot of litigation. One of my clients actually told me that, since I did training for them, their litigation has gone down by 90%.”.”

“I become a part of their team, kind of. They see me, and I know a lot about the business. So when I do have to defend them, I already know that stuff. I already know who the managers are, what they do, I’ve probably seen the complainant, and I can see red flags when not all the managers are seeing those red flags — and I can train to those red flags.”

In short, Cannon said she and her clients are both gratified by this work.

“The pivot was just natural. And it makes me happy. I help people grow and become better businesses and prevent a lot of litigation. One of my clients actually told me that, since I did training for them, their litigation has gone down by 90%.”

 

Brewing Up Solutions

Cannon noted that Western Mass. is home to many labor and employment law firms, but she aims to stand out from them through her focused service model.

“They’re really good, but it’s mostly litigation. Then, if they’ve got a long-standing client, they’re going to call and get some advice and counsel. I’m hoping to flip that model; I’ll do litigation if my clients want me to, but I really want them to call me before that happens.”

For example, she noted, “I have the ability to understand when someone might need an ADA accommodation. I can walk into a place and see a management practice or a business practice that might not be good, like inconsistent application of the rules or blatant safety concerns.

“If it’s a sales floor and there’s a chair that’s in the way of the fire extinguisher or if there’s a mat in front of the door that’s getting stuck and nobody knows anything about it, that tells me they probably need some OSHA training because those are safety issues, and they don’t know that it’s not OK for that to happen, or they don’t realize it’s their responsibility,” she elaborated. “Lots of managers don’t realize that they could be on the hook and be sued personally for the conduct of the people they’re supervising. And when I tell them that, their ears perk up.”

“Sometimes, when you have small businesses, especially in family businesses, it’s so close and they’re so friendly that it’s difficult to draw boundaries and set the expectations and hold people accountable. And that is a recipe for disaster.”

Relationships in the workplace can be another red flag, and sometimes those become evident when Cannon visits a site.

“Sometimes there’s a lot of resistance about what it’s OK to say, or there being too close of a relationship between an owner and a manager. Not that it’s a sexual relationship or any sort of love relationship, but I think sometimes, when you have small businesses, especially in family businesses, it’s so close and they’re so friendly that it’s difficult to draw boundaries and set the expectations and hold people accountable. And that is a recipe for disaster.”

Cannon’s knowhow in maintaining a healthy workplace comes not just from her law experience, but from working in a broad variety of jobs in her life. She’s waited tables, cleaned hotel rooms, flipped burgers, owned an apartment building, and owned a cleaning service, as well as working at a golf course, in event planning, at a marketing firm, at a financial brokerage firm, as an HR director, and as an internal investigator.

“I’ve done so many jobs, I know what it takes to start a business. I know what it takes to keep a business going,” she said, and all that certainly applies to her current side business, Brew Practitioners, a brewery she and her husband, Joe Eckerle, have owned for the past decade.

After he took up craft brewing, the couple embarked on an educational brewery tour in Germany, and Cannon took a course at the Siebel Institute of Technology in Chicago, which is a brewing school.

“By the time we got back here, I was like, ‘you know what? We have so much beer, and we’re just giving it away; we might as well start a business.’ So we did — we started it in Florence, and then moved here after COVID,” she said of the East Longmeadow property that houses both Brew Practitioners and General Counsel by Cannon, as well as a small library she uses as a meeting and community space.

“We have remained small. We’re self-funded,” she said. “We haven’t grown bigger, but we’ve maintained a profitable business for going on 10 years now. And we love it. It’s our happy space.”

Putting her law hat back on, she added, “because I’m an entrepreneur, I understand where the needs are, and I understand the pain points. Especially in the brewery industry, I understand that there’s the feds, there’s the state, there’s the local licensing, and I know how much time these things take. So I can walk the walk with my brewery clients. I know exactly what they’re going through. I know that, if I’ve dealt with something in my business, the rest of these breweries are dealing with this too; let me see if I can help them. And wineries and distilleries are similar.”

 

Constant Learning

Cannon emphasized more than once that, while litigation is exciting, challenging and all-consuming, so, too is being a fractional general counsel.

“I have a growth mindset,” she said. “I spend a good deal of time on continuing education and keeping apprised of new trends and issues in the corporate world. I have to be on top of all the legislation, all the regulations, all the cases that come out, in addition to new business endeavors and new trends.”

As one example, she is now taking a 12-week leadership class at Western New England University where she’s learning about AI and how businesses should strategically manage that trend. “My clients need that information; my knowledge is for their use.”

Because she represents only corporations and businesses, not individuals, Cannon sometimes refers business to colleagues at other firms. That narrower focus keeps her busy as a solo practitioner, though she’s looking to hire an attorney or two in the coming year.

One example of what keeps her on her toes is the changing regulatory environment brought on by a new federal administration — especially one so aggressive about changing workplace rules and guidance.

“Regulations, by definition, are supposed to be purposeful and narrowly tailored to meet that purpose. I will say over the years that ‘narrowly tailored to meet that purpose’ has been broadened, very much so. So, I agree with regulations if they are purposeful, and if that purpose is a sound purpose. That has gone to the wayside for years, and I think we’ve all just gotten used to it.

“Now, I do believe that there will be some narrowing. I think they’re doing it with a sledgehammer, and it shouldn’t be done that way, but I do think some of the fallout will lessen. And what remains will get built back up when it needs to be.”

That said, some of the regulations that could be loosened are safety regulations, which were put in place to create better workplaces.

“If you’re a good business and you have best practices, you’re not doing it just because the regulators tell you to,” Cannon noted. “You’re doing it because it’s a good way to do business. If some of these regulations go by the wayside, but it’s going to hurt your business, or it’s just not a good ethical way to do business, then I’m going to counsel you to continue on with this.”

One major discussion in HR and employment-law circles is the topic of civility in a fiercely divided political climate.

“I do train for that as well. How do we maintain our authentic selves but still be civil to other people, to someone who may not have your same belief set?” she said. “I tell people all the time, ‘I can’t control how you feel inside.’ However, when you walk into the workplace, I can set the expectation of what is appropriate conduct and what’s acceptable and what we expect here at our company and the vision and the mission that we have.

“You bring your true self to work. And we want you to bring your true self, your authentic self, to work. That’s why they hired you,” she went on. “But you need to be civil with everyone else’s true self, too.”

 

Playing the Long Game

Speaking of unpleasant interactions, Cannon also counsels employers on how to discipline and, if necessary, terminate difficult employees.

“Many employers are walking on eggshells around their employees; they are afraid to say or do anything to upset them out of fear that they will get sued, even if the employee is a toxic employee. But it doesn’t have to be that way,” she explained. “You can’t control who goes down to the courthouse to sue, but if you do it right, set the stage for a proper defense, you don’t have to tiptoe.

“When you’re managing employees, you must play the long game,” she added. “You must be consistent with the application of company rules and policies and provide continuous training, especially manager trainings. I can assist with that. I can team up with an employer to implement a strategy over the long haul that will benefit the company and keep their staff happy, too. That is what I do. It’s what I love to do.”

Special Coverage Wealth Management

The Big Box Barometer

By Jeff Liguori

Walmart and Costco might be two of the most important businesses in the U.S. today. Costco, the bulk retailer, sells nearly $255 billion worth of products annually, ranging from patio furniture to olive oil to diamond rings. It is arguably the most diverse outlet in terms of product mix and customer base. Walmart, the largest retail chain, holds about 20% share of the U.S. food and beverage market, serving 240 million customers weekly, with stores located within 10 miles of 90% of the U.S. population.

In a recent Trusted & Liked Companies Survey of 14,000 consumers by the Caliber Group, Costco ranked second in quality of reputation, slightly behind Amazon, on a list of the 30 most trusted retailers in the U.S., while Walmart ranked 10th.

During Costco’s last quarterly earnings conference call, CFO Gary Millerchap discussed the company’s plan to deal with tariffs and the potential effect on their customers. Predicting the impact is a challenge, he said, because of the “uncertainty around the timing and scope” of the tariffs. As part of its plan, Costco has been pulling inventory forward — in other words, adding excess inventory in anticipation of prices rising in the future.

The tariffs being levied on exporting countries by the Trump administration are a headwind for many businesses and routinely discussed by CEOs and CFOs of major companies. A tariff is a tax on a foreign country, a tactic to help generate greater tax revenue for the U.S. from countries where there is either a trade imbalance, an adversarial relationship, or — in the case of our neighboring states, Canada and Mexico — to curb illegal drug trafficking.

Most economists agree that tariffs will ultimately result in higher prices for the consumer. Walmart issued a cautious outlook on its last conference call. John Rainey, the CFO, told analysts there are too many uncertainties related to consumer behavior and global economic and geopolitical conditions to give clear guidance to analysts — a nice way of saying “we have no idea what the tariffs might mean for the global economy.” The stock price fell nearly 11% following the earnings report.

“When companies like Walmart and Costco import, the tariff gets passed on to them, which gets passed on to the consumer. The Trump strategy is tricky at a time when inflation remains stubborn.”

When companies like Walmart and Costco import, the tariff gets passed on to them, which gets passed on to the consumer. The Trump strategy is tricky at a time when inflation remains stubborn. At the last meeting of the Federal Reserve in January, the Federal Open Market Committee left interest rates unchanged, pausing the rate-cutting cycle that started last September because inflation remains elevated. Continuing to cut rates would put additional upward pressure on prices. Tariffs may exacerbate that dynamic further.

The Tax Policy Center, an independent think tank, estimates that tariffs would reduce imports by $9 trillion over 10 years. Currently, imports are at the highest level in history; the U.S. imported about $4.1 trillion in goods in 2024, up 20% from 2021, and have increased by 6% annually, on average. A decrease of $9 trillion, spread over a decade, would be about a 25% decrease in imports per year. Presumably, goods produced domestically would replace those that are imported, but such a transition doesn’t occur overnight.

So, what does this mean for the U.S. economy? Increasing inventories by retailers, as a measure to protect against higher prices related to tariffs, might be coming at the exact wrong time. From Costco’s conference call, the CFO noted that recent shopping habits have trended more toward lower-priced groceries, and the company saw a shift to more food eaten in the home. The CEO, Ron Vachris, suggested that customers have been making more pragmatic choices in recent months.

Jeff Liguori

Jeff Liguori

“Increasing inventories by retailers, as a measure to protect against higher prices related to tariffs, might be coming at the exact wrong time.”

Such behavior is consistent with recent consumer surveys, which illustrate more cautious spending by individuals and families. Higher inventories, or supply, and weaker demand will soften inflation without any help from the Fed’s monetary policy.

Prices matter. The most Googled economic term in 2024 was ‘inflation.’ Costco and Walmart have the wherewithal to manage through uncertainty, but we, as consumers, may not. What we spend accounts for 70% of GDP; what we import accounts for 14%. It is not difficult to see how the U.S. economy could tip into recession if those two categories contract.

At a recent meeting of the Economic Club of Chicago, Doug McMillon, the CEO of Walmart, told an audience he expects the situation to worsen with increased price pressure ahead amid shoppers already experiencing “frustration and pain.”

Time will tell if that pain will be worth it for the long-term financial well-being of our country.

 

Jeff Liguori is managing partner and chief investment officer of Napatree Capital, with offices in Longmeadow and Westerly, R.I.

Commercial Real Estate Special Coverage

Back to the Future

Cesar Ruiz bought Wyckoff with a sports complex in mind

Cesar Ruiz bought Wyckoff with a sports complex in mind, but his intention now is to keep it a country club and grow both membership and events.

 

Cesar Ruiz says it was only a few hours after he wrapped up a well-attended press conference in early February 2024, announcing his plans to bring a large sports complex to Holyoke, when his phone first pinged with someone offering some real estate for the initiative.

“He texted, ‘I’m a Holyoke boy. I’ve got five and half acres in downtown Holyoke. I’d like to do my part,’” Ruiz said. “So we followed that thread, but it was nothing we were interested in.”

The second time it pinged … well, that was a little different.

“It was a text sent to the mayor and forwarded to me, saying, ‘I have 100 acres in Holyoke, and you may be interested in looking at it,’” Ruiz recalled. “I was thinking to myself … ‘where is there 100 acres in Holyoke?’”

Some quick research revealed that the parcel in question was Wyckoff Country Club, and its beleaguered owners were looking to sell.

And Ruiz, anxious to gain some momentum for his project and unwilling to be “outflanked,” as he put it, by other potentially interested parties, was willing to not only listen, but enter into a purchase-and-sale agreement.

Fast-forwarding our story a little, the Wyckoff site, bordering a thickly settled residential neighborhood off already-busy Route 141, was essentially deemed impractical for Ruiz’s plans for a sports complex that might become the new home to the Volleyball Hall of Fame but also include fields and courts for several other sports.

“This change in management has generated interest and some real momentum, I believe.”

But Ruiz, who closed on the property late last month for $2.8 million, is now committed to a different future for Wyckoff — its past, specifically the more distant past.

Indeed, the Donald Ross-designed course and its clubhouse and other facilities have fallen on hard times recently, with Wyckoff not fully enjoying the post-COVID surge many clubs are experiencing.

“There’s been no real work done on this place in 50 years,” said Ruiz, referring to both the course and the facilities, adding that this has led to a decline in both play and events staged at the club.

Ruiz, a serial entrepreneur with experience in everything from formalwear to healthcare, has started making investments — everything from chemicals for the course (little, if any, fertilizer was applied last year) to new golf carts to needed renovations within the clubhouse — and plans to keep making them to facilitate a comeback for the club, now 92 years old.

Cesar Ruiz says the plan is to make the needed investments to return Wyckoff Country Club to prominence.

Cesar Ruiz says the plan is to make the needed investments to return Wyckoff Country Club to prominence.

“This change in management has generated interest and some real momentum, I believe,” he said, adding that he hopes to use his connections in the business world and the Latino community to bring more events — from weddings to wine tastings; from bingo to quinceañeras (sweet-15 birthday parties for Latinas) — to the property.

For this issue and its focus on commercial real estate, we talked with Ruiz at length about his acquisition of Wyckoff and his plans to return the facility to something approaching its former glory.

 

Course of Action

When asked if there would be a steep learning curve for him when it comes to running a golf club, Ruiz offered a light laugh and then a slight shrug.

Both gestures were might to acknowledge that, while he doesn’t have any experience running a club, he does have considerable experience — and quite a bit of success — in business.

And, as noted earlier, it has come in several different fields. These include men’s fashions — he was a franchisee of Gingiss Formal Wear, with a location in the Riverdale Shops, before opening his own store, Cesar’s Formal Wear, in Springfield’s X neighborhood — then financial services (specifically the mortgage business), and then healthcare, opening the hugely successful Golden Years, a home-care company that developed a staffing division as well, which he sold last fall.

Golf and events management are new and different businesses for him, Ruiz acknowledged, but the basics are … well, the basics.

And they include understanding the consumer and what they’re looking for; providing consistent, quality service; and making the necessary investments in people, technology, systems, and infrastructure.

Ruiz is focused on all three, especially, at this critical juncture, the needed investments. And there are many of them, starting with the property, where crews are working, or soon will be, on the roof, foyer, bathrooms, ballroom walls and ceiling (complete with new chandeliers), bar area (which will mirror the foyer), and more.

“We certainly have an opportunity to expand membership locally and perhaps beyond our borders to Worcester and Hartford, and we’re optimistic on that.”

The intent is to have this and other projects done for some upcoming events, including one on March 15, both to improve the experience for those gatherings and to showcase the improvements for potential future clients.

Meanwhile, on the course, Ruiz said he intends to make it green again — aerial photos from last year revealed too much brown from the lack of fertilizer — while also doing some work on the cart paths and other areas in need of work.

When asked about the planned initial investments, he said it’s a moving target — now about $300,000 and expected to move higher.

The initial investments, and talk of those to come, has generated interest and momentum, said Ruiz, adding that, since last April, with the announcement of the purchase-and-sale agreement, there was widespread speculation about the club’s future and whether it even had one.

The more recent announcement — that not only would it remain a golf course, but there would be significant reinvestment in the course and property — has spurred interest in membership and future events alike.

On the golf side, he intends to leverage his investments in the course and grounds; market aggressively to women, young people, Hispanics, and other constituencies; and try to take full advantage of the surge that many courses are still enjoying.

“They lost a lot of the women members, and we’d like to bring them back,” he said. “We’d like to bring youth back. We certainly have an opportunity to expand membership locally and perhaps beyond our borders to Worcester and Hartford, and we’re optimistic on that.”

Overall, Ruiz said he intends to rely on another of those business basics — creativity — when it comes to maximizing the potential of both the course and the facilities.

By that, he meant looking at other opportunities, from cross-country skiing and even snowmobiling to generate revenue during the winter months to staging different kinds of events, from an already-planned bridal showcase to quinceañeras and other types of events involving the Hispanic community.

 

 

Next Big Swing

While Ruiz will still be leading the efforts to bring a sports complex to Holyoke, his immediate focus is on those 100 acres first brought to his attention in that text just over a year ago.

In fact, his office has officially moved from the Golden Years complex to the back of the clubhouse at Wyckoff.

There, he’s planning the next stages in what he believes will be a true comeback story, one in which this Holyoke landmark strides confidently into the future by first turning back the clock.