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Stewart’s Shops begins 2021 by acquiring Red-Kap’s assets
SARATOGA SPRINGS — Stewart’s Shops opened 2021 by announcing that the company is expanding with the acquisition of the assets of Schenectady–based energy company Red-Kap. The acquired assets include eight convenience stores, four car washes (one is currently under construction), and fuel distribution to more than 75 dealers, “which is the heart of the deal,” […]
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SARATOGA SPRINGS — Stewart’s Shops opened 2021 by announcing that the company is expanding with the acquisition of the assets of Schenectady–based energy company Red-Kap.
The acquired assets include eight convenience stores, four car washes (one is currently under construction), and fuel distribution to more than 75 dealers, “which is the heart of the deal,” per a Jan. 12 news release on the Stewart’s Shops website.
The convenience stores include a location in Baldwinsville, per the Red-Kap website. The announcement didn’t include any details of financial terms of the acquisition deal.
Based in Saratoga Springs, Stewart’s Shops operates convenience stores throughout upstate New York.
Stewart’s Shops will maintain the branding of the Mobil, Citgo, and Sunoco stations and will convert two of the Red-Kap locations into traditional Stewart’s Shops. The remaining six locations will become ‘Stewart’s Express’ shops.
These smaller shops will have limited product offerings, less seating, and fewer food-to-go options. They also won’t serve hand-scooped ice cream. The Stewart’s Express locations will offer some ice- cream flavors in pre-packaged pints and half gallons.
“Due to our long-standing business history and the level of trust between us, we were able to complete this deal in a relatively short amount of time,” Gary Dake, president of Stewart’s Shops, said in the release. “Stewart’s Shops has always respected and admired the integrity of the family-owned Red-Kap organization. This is primarily a fuel-distribution transaction, and we look forward to extending our support to the distributor and dealer network.”
Selling a family business is a “complex and emotional undertaking,” Jon Kaplan, principal of Red-Kap, said.
“Throughout this process, I have come to realize how fortunate we were to be acquired by Stewart’s. The integrity and compassion that they have shown throughout the transaction is a testament to the Dake family and the organization they have built,” said Kaplan.
Besides Baldwinsville, the eight convenience stores include Albany, Berne, Hudson, Rensselaer, Saratoga Springs, Castleton, and Loudonville. They’re already undergoing conversions into Stewart’s Shops and ‘Stewart’s Express’ locations and will be completed during this year.
VIEWPOINT: How Younger Workers Can Mentor Older Ones & Move Companies Forward
Mentoring usually refers to a manager, executive, or expert ienced employee guiding a younger person in the workplace, helping them acquire knowledge and new skills that foster professional growth. But with the expanding role of technology in today’s rapidly evolving business climate, a role reversal sometimes takes place — reverse mentorship. That is, older employees are paired with
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Mentoring usually refers to a manager, executive, or expert ienced employee guiding a younger person in the workplace, helping them acquire knowledge and new skills that foster professional growth.
But with the expanding role of technology in today’s rapidly evolving business climate, a role reversal sometimes takes place — reverse mentorship. That is, older employees are paired with younger ones who teach them about technology — a strong suit for millennials and Gen Z workers, generations who grew up with technology.
Reverse mentoring can be a plus for businesses in bridging generation gaps and knowledge gaps, and also a lifeline for older workers who otherwise might get phased out.
The older people better pay attention to these young people and find a mentor so they can teach them about technology. Recent studies have shown that the COVID-19 pandemic has greatly accelerated the shift to e-commerce and e-learning.
The people who don’t climb aboard the tech train will be left behind in the post-pandemic shakeout. A lack of tech knowledge is an excuse for organizations to cut the more expensive, older people and bring in the younger talent. These young tech execs should latch onto a floundering management exec and lead them to the new world order before they become obsolete. In return, the young people get access to years of wisdom, and companies can become more cohesive and efficient in the whole reverse-mentorship process.
Here are some tips on how to implement reverse mentoring successfully:
• Focus on a business need. What is the mentee learning the technology for? Reverse mentorships are more successful when they focus on a broader business need. For example, a tech-savvy employee could mentor on how to use social media to generate more sales leads. The company doesn’t benefit unless the mentee learns how to develop and use new skills in concert with business strategy.
• Find partners who are a sensible fit. An ideal mentor has knowledge or skills that you need and is willing to build a relationship with you. But can that person teach it in a way that’s fairly easy to understand? Do they listen or talk over you? You need substantive engagement and a lot of question-and-answer time without added tension.
• Be open-minded and respectful. Reverse mentoring empowers young leaders, but at the same time they can learn from and value the older group’s decades of experience. Without mutual respect and openness it won’t work. The mentee has to be willing to go outside his/her comfort zone. And the mentor should respect that. Both should be tactful and patient.
• Set clear goals and expectations. Discuss expectations upfront. Make sure you’re both committed to the process and goals are aligned. Neither of you should be too busy to meet at least once weekly. Otherwise a real teaching-learning relationship isn’t formed and too much falls through the cracks.
• Track progress. Organizations should formalize these reverse-mentorship relationships and make them quantifiable. A mentorship relationship falls short if progress isn’t tangibly measured in different stages. If progress isn’t where it needs to be, discuss new ways to achieve goals. Both the mentor and the mentee can determine where the gaps are and how to close them.
Technology has blown the roof off the traditional corporate thinking of top-down learning. Reverse mentoring removes barriers in today’s multi-generational workforce, enhances careers, and in some cases of the oldest workers, it can extend them.
Rod Robertson (www.briggscapital.com) is an international entrepreneur and author of “Winning at Entrepreneurship: Insider’s Tips on Buying, Building, and Selling Your Own Business.” Robertson is the owner of Briggs Capital, a boutique international investment bank.
VIEWPOINT: How Health Care Can Embrace a Digital Transformation
It desperately needs one The health-care industry would be better equipped to meet its many challenges if it were more willing to embrace a digital transformation it so desperately needs. Health-care systems can no longer afford to allow their operational components to be only “good enough” or to be constrained by the mindsets and habits of the past.
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It desperately needs one
The health-care industry would be better equipped to meet its many challenges if it were more willing to embrace a digital transformation it so desperately needs.
Health-care systems can no longer afford to allow their operational components to be only “good enough” or to be constrained by the mindsets and habits of the past.
Improved and more-efficient use of equipment and personnel is critical for health-care organizations that want to thrive in their current markets and capture new market share going forward.
The way to achieve that is through a well-executed digital transformation in which new and better digital technology is used to change how health systems operate and deliver patient care.
Health care has lagged behind as other asset-intensive businesses — such as transportation, retail, airlines, hospitality, and food services — have made dramatic progress over the last decade with digital transformations of their own.
What’s held health care back? At least in part it’s because of some long-held — and in our view, incorrect — beliefs. A few of those beliefs, and our responses to them, include:
• Health care is not like other businesses. Some people argue that the rules that apply to other businesses don’t apply to health care. Or they say that their particular health system is different from others. Operationally speaking, health care is fundamentally no different from any other asset-intensive business that has substantial demand and supply stochasticity. And while health systems may indeed have unique characteristics relative to one another, they share far more in common.
• Electronic health records (EHR) systems should accomplish these objectives. Indeed, EHRs have been a vital addition to health-care operations, serving as a repository for enormous amounts of data. But your EHR is not going to perform high-level predictive analytics for you. You need technology that places the right analytics, insights, and recommendations in front of the right users — such as surgeons, schedulers, nurses, and executive teams — at the right time.
• IT should take the lead on digital transformation. The health-care industry tends to rely on IT departments more than perhaps it should for digital innovation, which is somewhat understandable. Health-care professionals want to focus on providing good clinical care, not on software and technology. In the rest of the business world, however, IT’s role is understood to be providing infrastructure, security, and policies to implement business-transformation tools. IT’s role is not to solve complex operational problems. IT cannot possibly know the details of every part of the health system’s business well enough to take the lead on digital transformation.
Health care needs to rid itself of these and other incorrect beliefs so that it can change its inefficient ways. Making more efficient use of personnel and equipment that already exist — and delivering better and more timely patient care in the process — could be the true game changer.
Sanjeev Agrawal and Mohan Giridharadas, co-authors of “Better Healthcare Through Math,” are senior executives at LeanTaaS (www.leantaas.com), a software company that focuses on improving health-care operations. Over the past six to seven years, LeanTaaS has conducted thousands of conversations with physicians, nurses, administrators, and health-care executives to understand the issues they face.
OPINION: New Yorkers Need a Consistent Recovery Plan to Get the State Back on its Feet
In the aftermath of COVID-19 lockdowns, New York’s economic-development and reopening plan has been confusing, inconsistent, and has disregarded objective data and legislative cooperation. In every corner of the state, business owners have been forced to wade through complicated and constantly-changing guidance. The most recent iteration of this is based on a zone-colored scheme that
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In the aftermath of COVID-19 lockdowns, New York’s economic-development and reopening plan has been confusing, inconsistent, and has disregarded objective data and legislative cooperation. In every corner of the state, business owners have been forced to wade through complicated and constantly-changing guidance. The most recent iteration of this is based on a zone-colored scheme that has proven ineffective, while doors continue to close and jobs disappear.
[On Jan. 13] in Erie County, a State Supreme Court justice rejected Gov. Andrew Cuomo’s “orange zone” indoor-dining restrictions — the governor is now apparently walking back those restrictions — as restaurant owners argued that the forced restrictions have deprived their businesses of hundreds of thousands of dollars and have no valid scientific support. Simply stated, this plan has not worked as businesses are losing money by the hour and the virus continues to spread in spite of the state’s reopening model.
Further, the governor seems to have finally acknowledged what others have said for months: the state’s businesses can’t continue under current conditions and a more widespread reopening is needed. What changed? COVID-19 hasn’t gone away, and it’s actually more prevalent now than it was during his strictest quarantine orders last March. It’s no surprise business owners must resort to court action for remediation; they’ve been deprived of their livelihoods for months only to watch the situation worsen. New York needs a consistent plan, one developed in conjunction with the state legislature and with respect to the needs of New Yorkers from each region of the state.
The Assembly Minority Conference has worked tirelessly to develop a blueprint to rebuild New York’s economy and strengthen our resilience for future crises. To that end, we developed “Jump-Start New York: A Plan for Economic Recovery,” a comprehensive plan designed specifically with the public’s health, economic well-being, and future in mind. Some of the proposals the conference is advocating include:
• Limiting the governor’s expanded powers and increasing local authority during future emergencies;
• Emplementing the “NY Business Emergency Relief Act of 2021;”
• Utilizing Regional Economic Development Councils for disaster recovery;
• Repurposing and utilizing capital programs;
• Implementing a 180-day “regulatory amnesty” period for small businesses;
• Establishing the Division of Regulatory Review & Economic Growth (DRREG);
• Providing a tax credit to landlords for any loss of rental income as a result of COVID-19;
• Increasing rural internet accessibility to ensure equality; and
• Supporting New York farmers and agricultural businesses to foster greater opportunities to move their products.
Done correctly, I am confident we can both protect the public and protect our economy. We will need to work together, as co-equal parts of government, and implement a holistic solution aimed at long-term viability. We are past the point of ad-hoc reactionism from the executive. Now is a time for cooperation, growth, and sustainability.
William (Will) A. Barclay, Republican, is the New York Assembly Minority Leader and represents the 120th New York Assembly District, which encompasses most of Oswego County, including the cities of Oswego and Fulton, as well as the town of Lysander in Onondaga County and town of Ellisburg in Jefferson County. Contact Barclay at barclaw@assembly.state.ny.us.
OPINION: How to Reform the Social Security System
With Social Security’s finances in the spotlight these days, especially since COVID-19 devastated the U.S. economy, there is no shortage of ideas for how to reform the Social Security System (SS) to restore it to financial solvency. Some proposals have originated in Congress (Social Security 2100 Act) and others have been floated by various “think tanks.” In
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With Social Security’s finances in the spotlight these days, especially since COVID-19 devastated the U.S. economy, there is no shortage of ideas for how to reform the Social Security System (SS) to restore it to financial solvency. Some proposals have originated in Congress (Social Security 2100 Act) and others have been floated by various “think tanks.” In the latter case, some independent “outside-the-box” proposals advocate entirely scrapping the existing Social Security Act in favor of a “universal flat benefit” program — essentially a program where all recipients receive the same amount regardless of their lifetime earnings history and contributions. This would, they argue, lift many more Americans out of poverty and would allow for a reduction in the Social Security tax burden on American workers. Proponents contend that lowering SS payroll taxes with a universal-benefit program would mean more disposable income available for use, instead, to better save for individual retirement and to bolster the U.S. economy. Lofty goals, but at what cost?
The universal SS flat-benefit concept has gained traction largely because most Congressional approaches to Social Security’s financial dilemma include raising the payroll-tax burden on American workers. Most currently proposed legislation tackles the issue of a steadily increasing number of Social Security beneficiaries by increasing SS revenue via higher taxes to support a larger number of recipients. That approach, flat-benefit proponents say, will eventually become unsustainable.
The current SS payment methodology is already somewhat progressive in that the benefit formula is weighted to provide greater pre-retirement income replacement for lower-earning workers. The income-replacement rate for low-income workers is about 40 percent, whereas for high-income workers it is considerably less. Nevertheless, today, SS benefits are computed relative to the contributions each person has made to the program.
Conversely, a universal flat-benefit program would transform Social Security into more of a socialist program where everyone gets the same benefit amount regardless of their contributions — an idea that flies in the face of America’s most basic principles.
Social Security has now entered its ninth decade of providing benefits to American seniors and their dependents. That alone is testimony to the soundness of the program’s basic tenet — benefits are paid relative to contributions made. That’s a sound principle that today keeps about 22 million Americans out of poverty. So, we must ask — is it smart to replace a program that has been a resounding success for more than 80 years, with what is essentially a welfare program? Or is it more prudent to modestly adjust the current program to fit today’s demographic — in effect, “modernize” it?
The reality is that people are now living much longer. Life expectancy has steadily increased over the years and, thus, the people collecting Social Security today receive benefits for decades. Yet Social Security’s full-retirement age definition has not changed in more than 37 years. But simply changing Social Security’s full-retirement age won’t alone restore the program to solvency, so other “modernization adjustments” are needed. Instead of a socialist, universal flat-benefit program, let’s consider a viable way to maintain the existing SS structure of “benefits paid relative to contributions made.”
The Association of Mature American Citizens (AMAC) has developed and, over several years, fine-tuned a proposal, which will not only restore Social Security to solvency, but also do so without raising SS payroll taxes. This proposal, known as the AMAC Social Security Guarantee and Social Security Plus Initiative (www.amac.us/social-security), advocates making several relatively modest adjustments to Social Security’s benefit formulas to achieve solvency without adding to the current tax burden. Proposed adjustments include the following:
• Adjusting the full-retirement age to recognize that Americans today are living (and collecting benefits) much longer;
• A guaranteed Cost of Living Adjustment (COLA) weighted to favor low-benefit beneficiaries, using a tiered formula based on household income;
• Adjust the Delayed Retirement Credit formula to align with reductions for claiming benefits before full-retirement age;
• Modify the formula for computing the Primary Insurance Amount (PIA) for future high earners to align with the national inflation rate, instead of the Average Wage Index;
• Enhance the current survivor-benefit formula to provide a joint-and-survivor annuity concept; divert current retirement-account penalties — for example: early withdrawal of 401(k) money — from the General Fund to the Social Security Trust Funds; and,
• Replace the Windfall Elimination Provision (WEP) with a new, less punitive formula.
To address the issue of too many Americans neglecting to save enough for their future retirement, AMAC’s Social Security Guarantee also includes a “SSG-Plus” option, which provides a voluntary special investment mechanism for employees to save for their retirement (and for employers to contribute matching funds). This approach would help ensure that seniors have a sizable “nest egg” as they enter retirement.
Russell Gloor is a certified Social Security advisor with the Association of Mature American Citizens (AMAC). The 2.3 million member AMAC says it is a senior advocacy organization. Send your questions to: SSadvisor@amacfoundation.org.

Bowers & Company CPAs, PLLC has named JOSEPH E. ROCCO, III an audit partner in the Syracuse office of the firm. He graduated from Hartwick College with a bachelor’s degree in accounting, with a minor in finance and economics. Rocco is a CPA and has more than 12 years of experience in public accounting. Before
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Bowers & Company CPAs, PLLC has named JOSEPH E. ROCCO, III an audit partner in the Syracuse office of the firm. He graduated from Hartwick College with a bachelor’s degree in accounting, with a minor in finance and economics. Rocco is a CPA and has more than 12 years of experience in public accounting. Before joining Bowers & Company, he began his career with PwC in Boston, where he earned multiple promotions. Rocco’s experience includes concentrations in financial services, manufacturing, transportation, and not-for-profits.

The Bonadio Group’s Syracuse office has promoted the following in-charge accountants to the role of senior accountant as of Jan. 1: LULU ZHANG, commercial team; BENJAMIN NOVAK, health care tax-exempt team; STACI PULLANO, SBA team; MATTHEW DABROWSKI, tax team; DANIEL TOSCANO, tax team; and ELENA MARGERY, tax team.
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The Bonadio Group’s Syracuse office has promoted the following in-charge accountants to the role of senior accountant as of Jan. 1: LULU ZHANG, commercial team; BENJAMIN NOVAK, health care tax-exempt team; STACI PULLANO, SBA team; MATTHEW DABROWSKI, tax team; DANIEL TOSCANO, tax team; and ELENA MARGERY, tax team.

Pinckney Hugo Group has hired DANA NICOLETTI as an assistant account manager. Prior to joining Pinckney Hugo, she gained experience in marketing at American Food & Vending Corp. Nicoletti has a bachelor’s degree in communications, with a concentration in public relations and advertising, from The College of Saint Rose.
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Pinckney Hugo Group has hired DANA NICOLETTI as an assistant account manager. Prior to joining Pinckney Hugo, she gained experience in marketing at American Food & Vending Corp. Nicoletti has a bachelor’s degree in communications, with a concentration in public relations and advertising, from The College of Saint Rose.

ACCESS Federal Credit Union has promoted MICHAEL MURROCK to chief information officer. He has 35 years of experience in the bank and credit union fields. Murrock has a bachelor’s degree from St. Bonaventure University and first joined ACCESS in 1996 as manager of information systems. In his first few years, he implemented and transitioned the
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ACCESS Federal Credit Union has promoted MICHAEL MURROCK to chief information officer. He has 35 years of experience in the bank and credit union fields. Murrock has a bachelor’s degree from St. Bonaventure University and first joined ACCESS in 1996 as manager of information systems. In his first few years, he implemented and transitioned the credit union to a new, state-of-the-art core banking software application. In 2001, he was promoted to VP of operations. In his new position, Murrock will continue to oversee the credit union’s technology infrastructure and information-systems tools, as well as lead the credit union’s efforts to enhance its electronic product and service offerings.

The Hangar Theatre has named R.J. LAVINE managing director, effective Jan. 11. She is an Ithaca native who returned to the area nine years ago. Lavine has served as director of development and communications for the Kitchen Theatre Company since 2018. She was promoted from her prior role as the manager of growth and giving
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The Hangar Theatre has named R.J. LAVINE managing director, effective Jan. 11. She is an Ithaca native who returned to the area nine years ago. Lavine has served as director of development and communications for the Kitchen Theatre Company since 2018. She was promoted from her prior role as the manager of growth and giving this past July. Lavine holds a bachelor’s degree in international studies from American University and has studied at the Lee Strasberg Theatre & Film Institute through a grant from Community Arts Partnership and is a graduate of the Actors Workshop of Ithaca. She has served in several other local acting roles. Lavine is succeeding MaryBeth Bunge, who served as managing director from 2017-2020, and retired in April 2020. Alfred Butler has since served as the interim managing director, co-leading the organization with interim artistic director Shirley Serotsky.
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