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VIEWPOINT: Is Your Company Secure on the Cloud?
5 Must-Knows to Manage Risks Cybersecurity breaches have become all too common, putting public health, individuals’ private information, and companies in jeopardy. With cloud computing prevalent in business as a way to store and share data, workloads, and software, a greater amount of sensitive material is potentially at risk. Therefore, company leaders need to prioritize cloud security […]
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5 Must-Knows to Manage Risks
Cybersecurity breaches have become all too common, putting public health, individuals’ private information, and companies in jeopardy.
With cloud computing prevalent in business as a way to store and share data, workloads, and software, a greater amount of sensitive material is potentially at risk. Therefore, company leaders need to prioritize cloud security and know how to manage the risks.
Cloud adoption is a business model that provides convenience, cost savings, and near-permanent uptimes compared to on-premises infrastructure. But cyberattacks continue to plague organizations of every size and moving your IT infrastructure and services to cloud environments requires a different approach to traditional deployments.
A private cloud keeps all infrastructure and systems under the company’s control, while a public cloud hands over the responsibility to a third-party company. In hybrid deployments, which most organizations adopt, some services are in the public-cloud infrastructure while others remain in the company’s data center. Regardless of which cloud deployment you choose, you should know the cloud-security basics or consult with cybersecurity experts before migrating to the new environment.
Here are five points company leaders need to know about cloud security to help manage their risks.
• Shared resources for multi-tenancy cloud customers. Multi-tenancy refers to the shared resources your cloud-service provider will allocate to your information. The way the cloud and virtualization works is: instead of physical infrastructure dedicated to a single organization or application, virtual servers sit on the same box and share resources between containers. A container is a standard unit of software that packages code and helps the application run reliably from one computing environment to another. You should ensure that your cloud-service provider secures your containers and prevents other entities from accessing your information.
• Data encryption during transmission and at rest. Accessing data from a remote location requires that a company’s service provider encrypt all the business’ information — whether at rest in the virtual environment or when being transmitted via the internet. Even when the service provider’s applications access your information, it should not be readable by anyone else except your company’s resources. To protect your information, ask your service provider about what encryption they use to secure your data.
• Centralized visibility of your cloud infrastructure. It’s not enough to trust service providers; you will also want to verify that your data remains secure in their host environments. Cloud-workload protection tools provide centralized visibility of all your information so you can get adequate oversight of the environment. Ask your cloud company if it can provide you with security tools such as network-traffic analysis and inspection of cloud environments for malicious content.
• An integrated and secure-access control model. Access-control models remain a major risk in cloud environments. Your provider should have cloud-based security that includes a management solution to control user roles and maintain access privileges.
• Vendor-sprawl management with threat intelligence. In complex cloud deployments, you may end up using different vendors, each with its own cybersecurity framework. Threat-intelligence solutions can provide you with clear insight into all your vendors and the latest global threats that could put your business systems at risk. A threat-intelligence tool will gather and curate information from a variety of cybersecurity-research firms and alert you to any vulnerabilities in your vendor’s system.
For any organization that is considering a complete cloud migration, understanding the entire threat landscape is essential. A team of cybersecurity experts can assist with the planning and oversight of your cloud migration to mitigate risks and establish the necessary controls.
Tim Mercer (www.timtmercer.com) is founder of IBOXG, a company that provides technology services and solutions to government agencies and Fortune 500 corporations. He is also author of “Bootstrapped Millionaire: Defying the Odds of Business.”

Personally Yours … The Legacy of C.E. Chappell & Sons Department Store
In 1994, Charles A. Chappell, Jr., the last Chappell family member to preside over C.E. Chappell and Sons, Inc., sold the last remaining Chappell’s department stores to The Bon-Ton Stores of York, Pennsylvania for $7.9 million. The sale concluded the legacy of a family-owned chain of regional stores that had dotted the Central New York landscape for almost
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In 1994, Charles A. Chappell, Jr., the last Chappell family member to preside over C.E. Chappell and Sons, Inc., sold the last remaining Chappell’s department stores to The Bon-Ton Stores of York, Pennsylvania for $7.9 million. The sale concluded the legacy of a family-owned chain of regional stores that had dotted the Central New York landscape for almost the past 100 years. No longer would shoppers leave Chappell’s with their purchases inside highly recognizable bright yellow cardboard boxes embossed with the company’s motto: “Personally yours…Chappell’s.” The era that began with Charles A. Chappell, Jr.’s grandfather, Charles E. Chappell, in the late 19th century had ceased that year.
Charles Edward (C.E.) Chappell was born in Fulton, New York on Sept. 15, 1861, just after the American Civil War had commenced. After the family moved to Hannibal, the young Chappell became a clerk in a store in the village of South Butler. It was in this first retail job that he learned the art of selling and merchandising. Along with becoming knowledgeable of the retail-store trade, Chappell ventured into the egg business, buying eggs from local farmers, and then selling them in New York City. Soon after saving some of his hard-earned cash, Chappell invested in a general store in Jordan, New York.
C.E. Chappell married Ida Baggerly of Savannah, New York in May 1886 and, over the next 11 years, they would have four children: Clayton, Marion, Donald, and Charles Albert. Unfortunately, Clayton died in 1912 at age 25, but the two other sons and daughter would eventually direct the family business.

A year after C.E. married Ida, he and his business partner, Frank Tuttle, opened the Chappell and Tuttle store in Baldwinsville. However, Chappell watched the city of Syracuse grow and prosper with the Erie Canal traveling though its downtown. Viewing the economic activity with intense interest, Chappell sold his Baldwinsville store to Charles F. Green and, in 1895, partnered with Francis E. Bacon to establish Bacon, Chappell & Company at 205-207 South Salina St. in Syracuse. Downtown Syracuse already had four other major department stores at the time — E.W. Edwards, Dey Brothers, D.M. McCarthy, and L.A. Witherill — but C.E. believed there was still room for one more department store. The original Bacon and Chappell store offered just two aisles of merchandise.
Bacon and Chappell’s retail business suffered during the Panic of 1907, but in 1908 the business was rejuvenated and Chappell decided to expand his store. That same year, his son Clayton, a recent graduate of Syracuse University, joined his father in the business.
Two years later, Francis Bacon moved to California, and in 1912, the partnership between Chappell and Bacon was dissolved. C.E. decided to expand his store again by leasing two more aisles. The building’s owners also converted the wood structure into a fire-resistant steel and concrete building. William A. Dyer, an officer with Smith Premier Typewriter Company, then became affiliated with C.E. Chappell. That same year, young Clayton died from complications of gall-stone surgery. In 1913, C.E.’s second son, Donald E., joined the business.
The retail store business was officially named Chappell-Dyer Co., Inc. in 1915. Its popularity continued to grow among local shoppers, and in 1917, the business physically expanded into the first and second floors of the White Memorial Building at 201 South Salina St. When the United States joined World War I, C.E.’s third son, Charles A., left Syracuse University to enlist in the Army as a private with Troop D Cavalry, which was reorganized as Company B, 104th Machine Gun Battalion. However, Charles contracted spinal meningitis before his unit set sail for Europe and he did not leave the U.S. When the war ended, Charles A. resumed his studies at Syracuse University, graduating in 1920, and then joined the business the following year.
C.E. Chappell purchased William Dyer’s share of the business in 1924, becoming the sole proprietor. During the next year, C.E., along with his two sons, incorporated the company under the name of C.E. Chappell & Sons, Inc., and purchased the buildings at 205, 207, and 209 South Salina St. The Chappells promoted their new business as “a family store.”
During the Great Depression of the 1930s, Chappell-Dyer Co.’s store sales dropped by half from 1929 to 1934. All store employees had to take three 10 percent salary cuts. But by 1936, C.E. made plans to remodel the second floor and create a new store front. Unfortunately, C.E. did not see his remodeling plans come to fruition.

In 1937, Charles Edward Chappell passed away at his home at age 75. He had suffered from Parkinson’s Disease for many years and his heart just “fluttered out.” He had lived in Syracuse for 42 years and had built a successful retail business. He also was active in the community, serving as a trustee of the City Bank Trust Company, Onondaga County Savings Bank, the honorary degree committee of Syracuse University, and the United Methodist Episcopal Church. He also was a member of the Central City Lodge 305 of the Free & Accepted Masons. C.E. also was one of the founders of the Bellevue Golf and Country Club in Syracuse. One of his business associates described C.E. as “[a] quiet man, but firm in his decisions. …[H]is word was as good as his bond.” Syracuse University trustees passed a resolution recognizing C.E. Chappell’s personal and business success: “He was recognized as one of our outstanding business leaders and he attained success through his honesty and fair dealing … no person could be found who would speak of him other than in terms of high commendation both as a businessman and as a Christian gentleman.”
Upon the death of their father, Donald Chappell became company president and treasurer, while Charles A. became vice president. Their sister, Marion, became a company director. The next generation of Chappells instituted successful business modernizations that included advanced bookkeeping systems, a non-contributing employee pension, and profit sharing for all employees.
C.E. Chappell and Sons occupied the rest of the second floor of the White Memorial Building in 1941 to accommodate additional inventory, as well as the store’s ever-increasing clientele. Toward the end of 1944, the company acquired the building’s third floor.
During World War II, C.E. Chappell and Sons was closely associated with local patriotic support programs. The business promoted buying defense bonds and stamps with slogans such as “Buy a Bomber a Day” and “Tribute to the Unconquerables,” created patriotic displays in its store windows that promoted the federal government’s Display for Victory campaign, and assisted shoppers with buying products substituted for those that were rationed during the war.
C.E. Chappell and Sons celebrated its 50th year of conducting business along South Salina Street in 1945. The company hosted a dinner in the grand ballroom of Hotel Syracuse for more than 400 employees. Donald Chappell, Sr. awarded $100 bonds and diamond service pins to employees who had worked for the business for more than 25 years. Those employees with between 10 and 25 years of service were awarded gold pins. In turn, the employees presented Charles and Donald an inscribed plaque recognizing Chappell family leadership. The company also published “The Story of a Store,” a 50th anniversary booklet recording the first 50 years of C.E. Chappell & Sons’ history.
In 1949, C.E. Chappell and Sons established an executive-training program for younger Chappell family members who apprenticed in other stores before receiving leading roles at C.E. Chappell and Sons. Charles A. Chappell, Jr. and Donald E. Chappell, Jr. joined their fathers and uncles in the family business in 1951.
That same year, C.E. Chappell and Sons became the first department store in Central and Northern New York to expand into suburban markets when it opened its first branch store in Eastwood in May 1951. Although smaller than the main store in downtown Syracuse, Chappell’s Eastwood store featured the latest building designs, offered three levels of merchandise, and focused on shoppers’ convenience. The large front windows on the James Street façade attracted shoppers who had a panoramic view of the main floor. The store also offered air conditioning installed by Carrier Corporation. A parking lot in the rear attracted mobile suburbanites.
The concept of a suburban branch store was an immediate success, and in November 1956, C.E. Chappell and Sons opened its third store in Northern Lights Plaza. Chappell’s Northern Lights featured almost 60,000 square feet of floor space on two levels and was the largest suburban store in Central New York at that time. Along with shopping, customers could eat at the store’s restaurant. The Northern Lights store included almost 100 different merchandise departments: clothing, beauty salon, small and major appliances, shoe-repair service, and paint and wallpaper. It too featured air conditioning supplied by Carrier.
The Chappell brothers and their sons assumed new leadership roles in 1958. Donald, Sr. became chairman of the board and Charles, Sr. succeeded Donald as company president. Their sons, Charles A. Jr. became VP and secretary and Donald E. Jr. became VP and treasurer. In 1959, after suffering for many years with asthma, Donald E. Chappell, Sr. passed away. Charles A. Sr., who had shared much of the leadership role with his brother, now presided over the company. In 1964, Charles A. Sr. became the chairman of the board, Donald E. Jr. became company president and general manager, and Charles A. Jr. became VP in charge of fashion merchandising. The business adopted a new merchandising policy in 1968, discontinuing most of the home furnishings, rugs, and general houseware items, while continuing to offer family apparel, gifts, domestic items, and draperies.
Chappell’s moved its Eastwood store to Shop City, which offered a much larger parking area, in 1971 when its lease expired. That same year, Chappell’s opened its fourth store in the Cortlandville Mall.
When the Rochester–based Sibley, Lindsay, & Curr Company opened a new Sibley’s department store at 400 South Salina St. in 1969, Charles A. Chappell, Sr. thought that there would not be enough downtown business to warrant another large department store. The opening of Sibley’s, coupled with Chappell’s continued attraction to expand into the suburbs, caused C.E. Chappell and Sons to sell its downtown Syracuse anchor store in August 1974, ending its 78-year relationship with a once flourishing downtown. A couple from Ottawa, Canada, the last two customers at C.E. Chappell’s in downtown, came to spend a gift certificate given to them by Charles A. Sr., and culminated the end of a long, abounding chapter in Syracuse’s retail history. That same year, Chappell’s opened its fifth store in the Seneca Mall in Clay. Three years later, C.E. Chappell and Sons opened another store in the Western Lights Plaza in Geddes.
Charles A. Chappell III became a full-time employee at the department store business in 1977 after working part-time since 1969. Charles III, the son of Charles A. Jr., was a fourth-generation Chappell to join the family-owned, privately-held business, and the great grandson of Charles E. Chappell. Charles III was named the company’s secretary in 1982 and also served on the board of directors in the 1980s. He managed the Chappell’s store in ShoppingTown Mall in DeWitt when it opened in 1984.
Bracketing the opening of the ShoppingTown store were store openings in Auburn’s Finger Lakes Mall in 1982 and in Penn Can Mall in Cicero in 1986.
Charles A. Chappell, Sr., who had become chairman of the board, passed away in June 1978 at the age of 80. Like his father, Charles A. Sr. was committed to serving the local community via the United Way, the Cerebral Palsy Association, Consolidated Industry for the Handicapped, and the Athletic Governing Board at Syracuse University. The Post-Standard newspaper described Charles A. Sr. as being fondly remembered by many family, friends, and customers, “whose way of life ha[d] been built on honest dealing, quality merchandise, and service above self.”
Ten years later, Donald E. Chappell, Jr., died in Houston, Texas at age 63. A life resident of the Syracuse area, Donald E. Jr. had been company president since 1964 and was responsible for increasing the number of Chappell’s stores from three to seven. At the time of his death, Charles A. Chappell, Jr. said of his cousin, “He was very much concerned how we treated customers. He very often would call customers to find out how we did. I’m sure that there are many out there who’ve heard his voice.”
Two weeks after Donald E. Jr.’s death, company executive VP Charles A. Chappell, Jr., became the president. At the time, he said that the company would continue with its present business strategy. The company’s workforce stood at an all-time high of 1,400 employees.
In the 1990s, C.E. Chappell and Sons continued to open new stores: St. Lawrence Centre in Massena in 1990, Salmon Run Mall in Watertown in 1990, Carousel Center (Destiny USA) in Syracuse in 1990, Great Northern Mall in Clay in 1993, and Camillus Mall in Camillus in 1993. By 1992, Charles A. Chappell, Jr. had become chairman of the board, and Earl Sherlock, a long-time employee, had become company president.
However, even before C.E. Chappell and Sons opened stores in Great Northern Mall and Camillus Mall in 1993, the company was suffering from reduced sales, owed 580 creditors about $17 million, and filed for Chapter 11 in U.S. Bankruptcy Court in Utica, in January 1992. Chappell’s was just one of many retail stores that suffered economic loss in the early 1990s. The entire retail-sales market had only grown 0.7 percent in 1991, the smallest advance in 30 years. At the time, shoppers were abandoning traditional department stores for discount store chains that could sell the same merchandise at lower prices. That January, one month after an advertising campaign appealed to customers to save the Chappell’s store chain, the company announced that it would close the Seneca Mall, Western Lights, and Shop City stores and lay off or transfer 200 of the existing 900 employees to other stores. Company executives hoped that by closing these three stores their loyal customers would continue to support the business by shopping at the remaining stores. Then, in February 1992, Chappell’s announced that it was closing its store in Watertown.
In 1993, Chappell’s had six remaining stores in Auburn, Cicero, Cortland, Dewitt, Massena, and Syracuse. Chappell’s was looking forward to emerging from bankruptcy as a solvent department store chain. But a sluggish national economy continued throughout 1993 and 1994, and Chappell’s could not repay $7.9 million in loans from KeyBank and Marine Midland Bank. Then, in October 1994, with only 24 hours notice, the banks compelled C.E. Chappell and Sons to sell or liquidate its assets. Within the extremely condensed time frame, Chappell’s sold its assets to Bon-Ton, a department store chain headquartered in York, Pennsylvania with 70 stores and 9,000 employees for $7.9 million. According to the Post-Standard newspaper on October 19, 1994, “The buyout sounded the death knell for the last home-grown department store chain in the Syracuse area.” At the time, Bon-Ton planned to continue operating the six Chappell’s stores and keep 600 full- and part-time employees. “It’s hard to overcome that Chappell’s will no longer exist,” stated Earl Sherlock. Hearing about Chappell’s closing, many long-time customers reacted with genuine grief, some weeping over the loss. Chappell’s would have celebrated its 100th anniversary in 1995.
Charles A. Chappell, Jr. was the last family member to lead C.E. Chappell and Sons when the remaining stores were sold to Bon-Ton. Known to many employees as “Mr. Charles,” Chappell regretted terminating his family’s department store chain, but was grateful that his employees would retain their jobs. Suddenly without a business to guide, Chappell became more involved with his civic duties and serving on numerous boards. In 1995, former Chappell’s employees paid tribute to the Chappell family by hosting a dinner at Hotel Syracuse at which they expressed their gratitude to the family who gave them careers and employment for decades. Charles A. Chappell, Jr. died in 2014 at age 89. His son, Charles III is now a business-development executive at Service and Supply Chain Solutions in Syracuse.
C.E. Chappell and Sons was the last privately-owned, family-managed department store that was headquartered in Onondaga County. Its legacy lives on in the hearts of many former employees and customers who fondly remember Chappell family members and positive shopping experiences at Chappell’s department stores. Over 25 years later, former customers still possess the bright yellow clothing or jewelry boxes embossed with Chappell’s renowned motto: “Personally Yours…Chappell’s.”
In 2018, the Bon-Ton department store chain lost its battle to compete with big box stores and online retailers, declared its own bankruptcy, and liquidated all its remaining department stores, including the former Chappell’s store in Camillus. It had previously closed the stores at Destiny USA, Great Northern Mall, and ShoppingTown Mall. Today, Bon-Ton has no brick and mortar stores and is strictly an online retailer.
Thomas Hunter is the curator of collections at the OHA (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.
VIEWPOINT: 5 Insights to Help You Start a Real-Estate Business
A real-estate career, over the long term, can be a lucrative small business. Let’s take a look at five steps you should take to start a real-estate business (this is a condensed version of How to Start a Real Estate Business: The Definitive Step-by-Step Guide): 1. Develop and refine your idea. How do your natural strengths differentiate
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A real-estate career, over the long term, can be a lucrative small business.
Let’s take a look at five steps you should take to start a real-estate business (this is a condensed version of How to Start a Real Estate Business: The Definitive Step-by-Step Guide):
1. Develop and refine your idea.
How do your natural strengths differentiate you from the other real-estate businesses in the area? Consider the following questions:
• What skills set me apart?
• What is the purpose of my business?
• Who am I providing a service or product to?
• What is the maximum figure I can safely spend on this real-estate business?
• Do I need outside capital? How much?
• What kind of work/life balance am I looking to achieve?
• What are my expectations for starting a real-estate business?
Competition is hard enough — make it easier to stand out with a specialty when you start a real-estate company.
Maybe you want to be the area expert in short sales, only focus on rental-property management, or perhaps you are the go-to resource for landlord/tenant laws for your state.
It’s important to find a niche. Choosing a niche will increase your chance of success.
2. Write a business plan.
A business plan defines your company’s objectives and then provides specific information that shows how your company will reach those goals.
Although a business plan isn’t mandatory, it can help you to crystallize your ideas. Keep your business plan short and concise and focus on the essential details. There are several great one-page business-plan templates you can use.
3. Get a real-estate license.
There are four necessary steps you need to complete to get your real-estate license and start working as a realtor:
• Take the real estate pre-licensing course for your state. You’ll need to study the topics covered on the exam, including fair-housing laws, property-ownership types, fiduciary responsibilities, titles, deeds, contracts, and other necessary aspects of real-estate law.
• Pass the real-estate licensing exam. The exam length varies from about 1.5 hours to 3.5 hours, based on the state. In most states, you must answer 70 percent to 75 percent of the questions correctly to pass.
• Submit your license application to your state’s real-estate board as soon as you pass your exam. Your state may require all real-estate license applicants to submit their fingerprints for a criminal-background check.
• Find a real-estate broker. Having your license associated with a licensed brokerage is required to start working as a real-estate agent.
4. Create a strong brand identity.
Real-estate agents and brokers often market their services on the strength of their brand and personality.
Crafting a memorable brand identity is a crucial element for any real-estate professional.
Your brand identity represents how people know you and your business. It affects how customers perceive your reputation or the reputation of your company.
Ask yourself these essential questions:
• What identity/personality do I want my real-estate brand to project?
• Who will want my products or services?
• What can clients get from my services that they can’t get anywhere else?
• What can clients get from working with me that they can’t get anywhere else?
• What are my brand values?
• What is the most critical part of my customers’ experience?
Your answers to these questions (and others like them) will build the core of your brand. All of your future branding and rebranding decisions should expand on these ideas. Your business name, logo, and website should all grow from the concepts you laid out here.
Far too many real-estate companies have identical logos. Be sure your real-estate logo is unique.
And don’t forget about real-estate signage. Leave dull signs to others and instead, get real-estate signs that sell.
Whenever you make personal appearances, be sure to carry business cards and brochures for people who want to learn more about your services.
Before you decide that you should delay building a strong brand identity for your real-estate business because you might not have a considerable budget, rethink that plan. The truth is that you don’t have to spend thousands of dollars on building a strong brand identity.
5. Build an online presence.
Customers choose real-estate services based on the brand, the real-estate professional behind the brand, and that person’s reputation. Your website is often the first contact point between you and potential clients. Make that first impression a good one with a well-designed site.
According to a study on homebuyers, 90 percent start their search online, and 40 percent contact a real-estate agent after researching the web.
You must be on the internet to compete in the real-estate market. Ensure that your website design truly embodies your real-estate brand. Visitors should understand who you are, the services you offer, and your qualifications and reputation.
Your real-estate website design and marketing copy should project your personal or broker’s brand voice and identity. Here are some suggestions:
• If you work as a real-estate agent, include a photo and bio. Homebuyers want to know the person behind the site.
• Be authentic and avoid marketing “happy talk.” Speak the same language as your customers.
• Include high-quality examples of sales you’ve closed, and make sure to include social proof wherever possible.
• Give site visitors an easy way to get in contact with you.
There’s a lot to think about when you’re starting your own real-estate business. But with this guide, you have a proven step-by-step plan that shows you how to start your own real-estate business.
Ross Kimbarovsky is founder and CEO at crowdspring. He mentors entrepreneurs through TechStars and Founder Institute and has founded numerous other startups, including Startup Foundry, Quickly Legal, and Respect. You can read his full guide, called “How to Start a Real Estate Business: The Definitive Step-by-Step Guide,” at https://www.crowdspring.com/blog/how-to-start-a-real-estate-business/

Lewis County Economic Development seeks developer for Lyons Falls property
LYONS FALLS, N.Y. — Lewis County Economic Development on March 1 said it is looking for people or companies interested in acquiring and redeveloping a 46-acre former industrial property at 3823 Marmon Road in Lyons Falls. The property is located adjacent to an active paper mill and the Moose River and sits just outside the
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LYONS FALLS, N.Y. — Lewis County Economic Development on March 1 said it is looking for people or companies interested in acquiring and redeveloping a 46-acre former industrial property at 3823 Marmon Road in Lyons Falls.
The property is located adjacent to an active paper mill and the Moose River and sits just outside the boundary of New York’s Adirondack Park.
The organization has released a request for expressions of interest (RFEI) on the property.
ReEnergy Biomass previously owned the property, Brittany Davis, executive director of Lewis County Economic Development, tells CNYBJ in an email.
Lewis County Economic Development is looking for respondents with plans for the property that will “support economic growth in the local community and region, including creating new jobs and enhancing the local tax base,” per a March 1 news release.
“The IDA board and staff welcomes creative redevelopment ideas and concepts that will take advantage of the assets Lewis County offers, such as agriculture, our natural resources, and outdoor recreation and tourism industries. We look forward to seeing proposals that create jobs and enhance the local tax base,” Davis said in a news release about the property.
Until 2020, the property had been used as a biomass-to-electricity facility and still includes infrastructure that a future occupant can use at the site. After Lewis County Economic Development acquired the parcel, other “obsolete facilities” have been cleared from the site to create areas ready for new construction.
The “obsolete” items that were removed included a steam-plant building on the lower portion of the property. And on the upper portion, large equipment and tanks were removed, according to Davis.
Three buildings remain on the property, including a large steel building, an office building, and a mechanic building, along with truck lifts, scales and a large conveyor belt that was used for the biomass, Davis tells CNYBJ.
Lewis County Economic Development officials say they “see great potential” in the property, including several uses that would fit with the site and the potential to sub-divide the property for multiple uses.
“The proximity to water, timber and our strong agricultural base present a wide variety of development opportunities,” Davis said. “The property could take on a similar role as an industrial site, but we could also see the site used for housing or recreation. We are looking forward to what creative ideas and concepts result from the RFEI process.”
The organization is accepting “brief” expressions of interest through March 26. The document can be downloaded by visiting the Lewis County Economic Development website: www.naturallylewis.com/initiatives/lyonsdale-development-opportunity.
Officials will use the preliminary information provided by respondents to chart the next steps for the disposition of the property, which may include asking respondents to submit a full proposal for the property.
For immediate information on the property, contact Cheyenne Steria, director of finance & incentives at Lewis County Economic Development at (315) 376-3014, or email: cheyenne@naturallylewis.com.
Jefferson County hotel occupancy rate falls nearly 21 percent in January
WATERTOWN, N.Y. — Hotels in Jefferson County saw a decline in guests in January compared to the year-ago month, as the COVID-19 crisis continued to hamper travel and hospitality businesses, according to a recent report. The hotel occupancy rate (rooms sold as a percentage of rooms available) in the county fell 20.7 percent to 28.8
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WATERTOWN, N.Y. — Hotels in Jefferson County saw a decline in guests in January compared to the year-ago month, as the COVID-19 crisis continued to hamper travel and hospitality businesses, according to a recent report.
The hotel occupancy rate (rooms sold as a percentage of rooms available) in the county fell 20.7 percent to 28.8 percent in January, according to STR, a Tennessee–based hotel market data and analytics company. It was the smallest year-over-year decline in occupancy since last October’s 16 percent drop.
Revenue per available room (RevPar), a key industry gauge that measures how much money hotels are bringing in per available room, fell 23.8 percent to $24.29 in the first month of the year compared to January 2020. That’s a smaller year-over-year decline in Jefferson County’s RevPar than in each of the previous two months.
Average daily rate (or ADR), which represents the average rental rate for a sold room, dipped 4 percent to $84.38 in January from the year-prior month.
New York milk production edges up less than 1 percent in January
New York dairy farms produced 1.3 billion pounds of milk in January, up 0.7 percent from almost 1.29 billion pounds in the year-prior month, the USDA’s National Agricultural Statistics Service (NASS) recently reported. Production per cow in the state averaged 2,080 pounds in January, 0.7 percent higher than 2,065 pounds a year earlier. The number of milk
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New York dairy farms produced 1.3 billion pounds of milk in January, up 0.7 percent from almost 1.29 billion pounds in the year-prior month, the USDA’s National Agricultural Statistics Service (NASS) recently reported.
Production per cow in the state averaged 2,080 pounds in January, 0.7 percent higher than 2,065 pounds a year earlier.
The number of milk cows on farms in New York state totaled 625,000 head in January, unchanged from January 2020, NASS reported.
When it comes to milk prices, New York dairy farmers in December were paid an average of $18.30 per hundredweight, down $1.70 from November and off $2.20 from December 2019.
In neighboring Pennsylvania, dairy farms produced 865 million pounds of milk in January, down 0.1 percent from January 2020.
New York egg production up slightly in January
New York farms produced 148 million eggs in January, up 0.3 percent from 147.5 million eggs in the year-prior period, the USDA’s National Agricultural Statistics Service (NASS) recently reported. The number of layers in the Empire State averaged nearly 5.79 million in January, up 1.2 percent from 5.72 million layers a year ago. January egg production per
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New York farms produced 148 million eggs in January, up 0.3 percent from 147.5 million eggs in the year-prior period, the USDA’s National Agricultural Statistics Service (NASS) recently reported.
The number of layers in the Empire State averaged nearly 5.79 million in January, up 1.2 percent from 5.72 million layers a year ago. January egg production per 100 layers dipped 0.9 percent to 2,557 eggs from 2,579 eggs in January 2020.
In neighboring Pennsylvania, farms produced more than 768 million eggs during January, down 2.5 percent from almost 790 million a year before.
U.S. egg production totaled 9.53 billion eggs in January, off 1.65 percent from 9.69 billion eggs produced in January 2020.

New York Air Brake develops improved rail-brake system
WATERTOWN — New York Air Brake LLC (NYAB) of Watertown announced it is working with a sister company on an “improved and innovative” brake system for passenger trains. NYAB is partnering on the product with Knorr Brake Company (KBC), which is headquartered in Westminster, Maryland. Both firms are sister companies within Munich, Germany–based Knorr-Bremse. Knorr-Bremse
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WATERTOWN — New York Air Brake LLC (NYAB) of Watertown announced it is working with a sister company on an “improved and innovative” brake system for passenger trains.
NYAB is partnering on the product with Knorr Brake Company (KBC), which is headquartered in Westminster, Maryland. Both firms are sister companies within Munich, Germany–based Knorr-Bremse.
Knorr-Bremse specializes in braking systems and is a supplier of other “safety-critical” rail and commercial-vehicle systems.
NYAB and KBC collaborated on a product called the EE-26 brake system, which the company says is “engineered for safety, performance, uptime, and lower total cost of ownership.”
The EE-26 uses electronic closed-loop control to provide “higher reliability, real-time” diagnostic capability, and a “platform for future advancements.” Designed in compliance with an American Public Transportation Association (APTA) standard, EE-26 is “aligned with new standards being adopted by many leading railways.”
“North American passenger railcars have been equipped with the same conventional pneumatic brake control for decades,” Michael Gibbs, KBC’s deputy director of OE sales, said in a release. “Now, with adoption of electropneumatic control technology significantly increasing in North America, we’ve engineered the EE-26 brake system with the capability to handle both true pneumatic and electropneumatic control of a braking system. It’s a bridge to the future of passenger car brake control.”
About NYAB
New York Air Brake develops and supplies air-brake control systems and components, electronically controlled braking systems, foundation brakes, training simulators and train-handling systems, and wayside equipment to the rail industry.
New York Air Brake was founded in 1890 and is headquartered in Watertown. The company has 750 total employees and operates manufacturing plants in Nixa, Missouri; Riverside, Missouri; Salisbury, North Carolina; West Chicago, Illinois; and Wheatland, Missouri; along with Train Dynamic Systems (TDS), a technology development unit located in Irving, Texas.
More on the product
In a “traditional purely pneumatic system,” individual passenger-car brakes are activated in response to changes in air pressure through a control pipe that runs the length of a train. In an electronically controlled pneumatic (ECP) system, the brakes respond to electronic signals sent from the locomotive.
ECP braking — widely used across the rail industries in Europe, Australia, Africa, the Middle East, and Asia — provides “increased safety, improved train-level brake performance, and better diagnostics,” NYAB and KBC said.
“We often relate the comparative communications speed of pneumatic and ECP signals through a brake system to the speed of sound versus the speed of light,” Brendan Crowley, NYAB manager of sales and systems engineering, explained. “In addition to the safety and performance enhancements of greater signal speed, ECP systems deliver real-time diagnostic information and alerts to operators and maintenance staff, which benefits train engineers and technicians, improves train handling, and decreases maintenance downtime.”
Based on NYAB’s EP-60 product line, the EE-26 brake system “represents the future” of passenger ECP braking in North America, the sister companies contend. The system increases the recommended valve overhaul period to 10 years, “more than doubling the previous four-year period,” per the release.
The EE-26’s design, the firms contend, “saves space, makes installation easier for car manufacturers, and provides more accessible maintenance compared to existing traditional pipe-mounted equipment.” Additionally, the EE-26’s integrated diagnostics technology and vehicle networking are supposed to make it easier to spot problems earlier and make repairs more quickly.
The EE-26 system has undergone a “rigorous battery of testing” at both KBC and NYAB’s laboratories and has been under continuous field trial in North America since 2014, accumulating over 1.8 million miles of service, the companies said.

New owners take over two North Country businesses
SARANAC LAKE, N.Y. — Two North Country businesses have been sold to new owners, according to the North Country Center for Businesses in Transition (CBIT). CBIT made the Jan. 28 announcement as the partnership enters its third year supporting transitioning businesses. Over the last two years, retiring owners of Tug Hill Vineyards and Adirondack Soy
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SARANAC LAKE, N.Y. — Two North Country businesses have been sold to new owners, according to the North Country Center for Businesses in Transition (CBIT).
CBIT made the Jan. 28 announcement as the partnership enters its third year supporting transitioning businesses.
Over the last two years, retiring owners of Tug Hill Vineyards and Adirondack Soy Candles used local business-support services and resources — including CBIT’s community liaison network — to develop business-succession plans and connect with potential buyers.
“Preparing to sell a business can be intimidating,” Jenna Kraeger, economic-development specialist at Lewis County Economic Development, one of CBIT’s new community liaisons, said in a release. “These stories are testament to the hard work and dedication of these business owners, their professional services team and the economic development staff who supported them through the transition process.”
The North Country Center for Businesses in Transition works to “to help owners sell their businesses on the open market, complete intergenerational family transitions or convert to an employee-owned or cooperative model,” per the website of the Adirondack North Country Association (ANCA)
CBIT is a collaboration of regional organizations and leaders that seeks to support existing business owners and aspiring entrepreneurs in developing successful business-transition strategies, ANCA said.
Tug Hill Vineyards
Sue and Mike Maring decided it was time to sell Tug Hill Vineyards in Lowville, a farm winery that grows French-American cold-hardy grapes.
The Marings planned, connected with professional support, and were “patient and flexible” in finding the right buyers. As a result, they successfully passed on their business to the Beller family this past January, CBIT said.
Jon and Taren Beller — and their three sons, Owen, Ty, and Dax — are long-time Lewis County residents. Jon Beller is an owner at Beller Farms where his family has milked cows for more than 100 years. Taren Beller is a special-education teacher in Beaver Falls, a hamlet in the town of Croghan in Lewis County.
“We are very excited to be purchasing Tug Hill Vineyards,” Jon Beller said. “It is truly a dream come true for us and combines Taren’s love of cooking and country style with my hobby of fruit trees and all things orchard related. We look forward to working together as a family to maintain and grow the wonderful business the Marings have established. We plan to make small changes, growing the restaurant and events, and adding more family-friendly activities. The staff at Tug Hill Vineyards are all maintaining their current roles and have been very patient teaching us about a business we knew little about.”
Adirondack Soy Candles
Another business — Adirondack Soy Candles, a home-based candle company in Saranac Lake — also transferred to new ownership. The 17-year-old business now belongs to Terry Reed, who is the store manager at The Village Mercantile, also in Saranac Lake.
Previous owner Sue Amell moved out of the region and continued to operate the business from out of state. She explored various transition options and contacted CBIT in 2018. She wanted her candle company to continue to grow in the place where it “took root.”
Reed told Patrick Murphy, executive director of the Saranac Lake Area Chamber of Commerce, that she credits CBIT and the Small Business Development Center (SBDC) for “making the transition process run smoothly,” per the CBIT release.
“The connection with SBDC made possible by CBIT was wonderful. We had a great conversation with them to help start our business. The resources they provided were great and being able to go back to them to review was really good too,” Reed said. “SBDC provided the resources to help us understand how to finance the purchase … I had no clue on how to even get a tax ID number. [CBIT] really got me moving forward and where I needed to go to get the business moving.”
Reed also praised Amell, who supported her with an informal “apprenticeship” over the phone in the months leading up to the sale.

March 8, 2021 People on the Move News
Want to be listed in our weekly People on the Move? Email your information to movers@cnybj.com ACCOUNTINGD’Arcangelo & Co., LLP recently announced several promotions and new hires. JENNIFER TAYLOR is a tax partner and a CPA with more than nine years of experience with the firm. She has extensive experience in individual and small- to
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ACCOUNTING
D’Arcangelo & Co., LLP recently announced several promotions and new hires.
JENNIFER TAYLOR is a tax partner and a CPA with more than nine years of experience with the firm. She has extensive experience in individual and small- to medium-sized business taxation. Taylor specializes in tax preparation for individuals and businesses, compilation and review engagements in various industries, QuickBooks consulting, and small-business consulting. She works out of the East Syracuse office. Taylor is a graduate of Clarkson University and Syracuse University.
ABIGAIL (ABBY) DRUMM is a tax partner and a CPA with more than eight years of public-accounting experience. Drumm’s experience has been focused on federal and state income tax compliance and consultation. She specializes in individual income-tax preparation and planning; federal and multi-state income-tax preparation and planning for corporations, partnerships, and sole proprietors in a variety of industries; new-business consultation; bookkeeping support, payroll, and payroll taxes; and financial-statement preparation, reviews, and compilations. Drumm works from the firm’s Utica office. She is a graduate of Syracuse University and the Carlson School of Management at the University of Minnesota.
BEN MACIEWICZ has been promoted to audit manager. He is a graduate of SUNY Brockport and has been with the firm since 2015 working on a variety of complex audit engagements. Maciewicz works primarily from the firm’s Utica office.
Additional promotions at the firm are NIKKI TUBBS, ERIC ARMITAGE, CHASE LARSEN, and STEVEN NEUHAUSER to senior accountant. ANDREW MUCICA, KATIE MARRIS, DALTON ELIAS, MARY ELLEN BROCKWAY, VALERIE HAMILTON, and NICK BARNES have also joined the firm as new hires.
ARCHITECTS
Keystone Associates Architects, Engineers and Surveyors, LLC, has hired ANTHONY AMBROSIO as a technician in the architectural department. His duties include CADD drafting, design, field investigations, and conducting code reviews. Ambrosio has nine years of experience in project management and CADD drafting for hospitality, residential, and commercial facilities. He holds a bachelor’s degree in architecture from Capiz State University in the Philippines.
BANKING
KeyBank Community Development Lending and Investment (CDLI) has appointed KATE DE LA GARZA as a senior relationship manager to expand community development lending and investment activity in the Northeast. She will be focused on KeyBank’s community-development banking efforts in New York state and the surrounding markets, which are critical to the bank’s affordable-housing growth plan. De La Garza is based in Syracuse and reports to Kyle Kolesar, CDLI eastern region manager. She brings more that 15 years of affordable-housing experience in finance, development, and consulting. Prior to joining Key, she was a VP and senior project manager at US Bank Community Development Corporation. De La Garza also previously worked at Beacon Development Group and Capitol Hill Housing. She earned her master’s degree in urban planning & public affairs from the University of Washington and her bachelor’s degree from Smith College in Massachusetts.
EDUCATION
Herkimer County Community College has appointed FREDDY J. CICCHETTI, III as admissions assistant. He is the former senior adviser of international admissions and outreach at the American Musical and Dramatic Academy, where he oversaw all aspects of international student recruitment and enrollment. Cicchetti earned his bachelor’s degree in journalism from CUNY Baruch College and his master’s degree in communication arts from the New York Institute of Technology. He also served as the assistant director of admissions and then the associate director of international admissions at the New York Institute of Technology. In his new role with the Herkimer College Admissions Office, Cicchetti will help the college meet undergraduate enrollment goals through a variety of marketing and recruitment initiatives, as well as help prospective students with the admission and enrollment process.
ENGINEERING
RANDY ARNOLD has joined C&S as a senior project environmental scientist. He will serve as the manager for C&S’s new hazardous building materials consulting services line. Arnold has more than 20 years of diverse environmental consulting experience. His expertise is in performing and managing hazardous-material surveys, abatement design, and monitoring services for asbestos, lead, PCBs, and other hazardous materials. His background includes providing extensive services to public and private-sector clients, including health care, pharmaceutical, private developers, K-12 education, colleges/universities, municipalities, industrial, commercial, and the energy sector. Arnold was previously a senior project manager at Asbestos & Environmental Consulting Corp, where he performed hazardous-material services and managed complex hazardous material and environmental projects for clients throughout New York. He also previously worked at Kleinfelder Inc., and AECOM. Arnold is a New York-certified asbestos project monitor, building inspector and designer.
HEALTH CARE
DR. THOMAS J. WELCH II recently joined the St. Joseph’s Health Cardiovascular Institute in DeWitt, which provides cardiology care to the community. Welch earned his medical degree from the University of Virginia and a bachelor’s degree in chemical engineering from the University of Michigan. Dr. Welch completed a residency at the University of Virginia. Prior to joining St. Joseph’s Health, he served as a fellow at the University of Rochester, focusing on complex coronary intervention and structural heart interventions. Dr. Welch is board certified in cardiovascular disease and internal medicine. He specializes in interventional cardiology and is an active member of the American College of Cardiology. St. Joseph’s Health Cardiovascular Institute is located at 4939 Brittonfield Pkwy.
REAL ESTATE
Berkshire Hathaway HomeServices CNY Realty announced that SEAN HAGAN has earned his associate real estate broker license. He became a licensed salesperson in 2011 and has been the top producing agent in the Cazenovia School District for several consecutive years with a total volume of more than $47 million in sales. Hagan works from Berkshire Hathaway HomeServices CNY Realty’s Cazenovia office serving Madison and Onondaga counties. He served six years in the Marine Corps as a military police officer. Hagan owned a landscaping company prior to earning his real-estate license.
SPORTS
MIKE SCHMIDT has joined the Syracuse Orange football program as the offensive-line coach. Schmidt comes to Syracuse from San Diego State, where he served as an assistant coach for the last 12 years, after graduating from the university, including the last nine years as offensive-line coach. Schmidt replaces Mike Cavanaugh, who left Syracuse after three seasons, to take the offensive-line coach position at Arizona State. Under Schmidt’s tutelage, San Diego State consistently ran the ball well and 15 different offensive linemen earned All-Mountain West honors, including six first-team honorees in the past six seasons. In 2017, Schmidt’s line paved the way for All-American running back Rashaad Penny to lead the nation in rushing. The year prior, Donnell Pumphrey became the NCAA’s all-time leading rusher with 6,405 yards and the Aztec offense set program records in rushing yards, rushing touchdowns, and points. Prior to coaching the offensive line, Schmidt worked with the San Diego State program as an offensive graduate assistant from 2010-11. He got into coaching after a successful playing career at San Diego State from 2005-08 that saw him transition from a walk-on defensive lineman to a scholarship offensive lineman and team captain in his senior season.
AMEER RILEY has joined the Colgate Raiders football program as an assistant coach for the secondary. Riley, a Colgate alum and former football star, joins the team’s coaching staff after one season of coaching at Miami Northwestern Senior High School and five seasons at St. Thomas Aquinas School in Fort Lauderdale, Florida. He served as defensive coordinator at both stops and also as the strength and conditioning coach for St. Thomas Aquinas, a high-school football powerhouse. Riley graduated from Colgate in 2002. He played safety for the Raiders football team from 1998-2001 and was a two-time All-Patriot League selection. He earned First Team honors in 2001 and was named to the 2001 Don Hansen Football National Gazette All-American Team. A native of Norwood, Massachusetts, Riley went on to play professionally for three seasons in the Arena Football League, before later getting into coaching.
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