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House of the Good Shepherd hires McKee as executive director
UTICA — The House of the Good Shepherd recently hired Brian McKee as its new executive director, effective July 10. He has more than 15 years of experience in human-services leadership for children and families in need in the Central New York community, according to a news release issued by The House. McKee previously served […]
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UTICA — The House of the Good Shepherd recently hired Brian McKee as its new executive director, effective July 10. He has more than 15 years of experience in human-services leadership for children and families in need in the Central New York community, according to a news release issued by The House.
McKee previously served as VP of integrated care management for two years at Liberty Resources. Before that, he was associate executive director of program operations at Elmcrest Children’s Center, where he was responsible for all program operations serving children, families, and youth who have experienced trauma or have disabilities.
McKee also previously was deputy commissioner of the Children’s Division of Onondaga County Department of Social Services. In addition, he served as director of services at the Cortland County Department of Social Services.
McKee earned his master’s degree in social work from Syracuse University and his bachelor’s degree in sociology from SUNY Cortland. He is a board designee of the Children’s Health Home of Upstate New York and a board member of the Rural Health Network of Madison County.
The House of the Good Shepherd said it hired Kittleman & Associates to conduct a search for its new CEO. Kittleman is a Chicago–based national executive-search firm that specializes in recruiting CEOs for tax-exempt nonprofit organizations, public charities, and philanthropic organizations.
The House of the Good Shepherd, based in Utica, is a regional provider of treatment services for 750 children and families in need, annually. The House operates at 12 sites and offers an increasing number of community-based services.
Rome Hospital’s MRI department receives accreditation renewal
ROME, N.Y. — Rome Memorial Hospital announced it has recently been awarded a renewal of its three-year accreditation by the American College of Radiology (ACR) for magnetic resonance imaging (MRI) services. “ACR accreditation acknowledges that our patients receive the best possible images, using the latest technology with the highest safety measures,” Sharon Carson, medical imaging
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ROME, N.Y. — Rome Memorial Hospital announced it has recently been awarded a renewal of its three-year accreditation by the American College of Radiology (ACR) for magnetic resonance imaging (MRI) services.
“ACR accreditation acknowledges that our patients receive the best possible images, using the latest technology with the highest safety measures,” Sharon Carson, medical imaging director, contended in a news release.
The hospital’s MRI staff is led by Craig Pole, imaging supervisor, and Dr. John Restivo, Medical Imaging Department chairman.
The ACR is a nonprofit professional society that seeks to advance the science of radiology, improve radiologic services to the patient, study the socioeconomic aspects of the practice of radiology, and encourage continuing education for radiologists, radiation oncologists, medical physicists, and persons practicing in allied professional fields, the release explained.
The ACR accreditation program evaluates staff and radiologist qualifications, equipment, quality control, quality assurance, accuracy, and image quality. Accreditation is awarded only to facilities meeting the “most stringent” practice guidelines and technical standards.
To receive the renewal of their accreditation, Rome Memorial’s MRI staff had to perform and submit written and clinical testing over a 45-day period that included physics testing, clinical image gathering, and a review of scan perimeters, technologist/radiologist credentials, and MRI policies, according to Pole.
Rome Memorial Hospital is an affiliate of St. Joseph’s Health in Syracuse.
ConMed buys ExoShape ACL product line from MedShape
UTICA — MedShape, Inc., an Atlanta–based orthopaedic devices maker, announced on July 5 that it has sold its ExoShape ACL Fixation System to Utica–based surgical-device maker ConMed Corp. (NASDAQ: CNMD). The acquisition, which closed on July 3, includes both the ExoShape Femoral and Tibial Soft Tissue Fasteners, used to fixate soft-tissue grafts in anterior cruciate
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UTICA — MedShape, Inc., an Atlanta–based orthopaedic devices maker, announced on July 5 that it has sold its ExoShape ACL Fixation System to Utica–based surgical-device maker ConMed Corp. (NASDAQ: CNMD).
The acquisition, which closed on July 3, includes both the ExoShape Femoral and Tibial Soft Tissue Fasteners, used to fixate soft-tissue grafts in anterior cruciate ligament (ACL) reconstruction knee surgery.
Financial terms weren’t disclosed.
“The ExoShape System has represented a valuable portion of MedShape’s business since 2011, and this acquisition further demonstrates the success of the development and commercialization efforts invested in the product,” Kurt Jacobus, MedShape’s CEO said in a news release. “While we will certainly miss serving our patients, doctors and distributors with this product line, we look forward to focusing our efforts towards growing our core foot and ankle business with new investments.”
The ExoShape ACL Fixation System represents a “breakthrough” in soft-tissue fixation, MedShape, contends. Manufactured from shape memory PEEK Altera, the ExoShape fasteners are delivered in a “low-profile shape for easy insertion and then fully expanded upon instantaneous deployment to effectively compress and secure the soft tissue graft inside the bone tunnel,” the release stated.
ConMed specializes in surgical devices and equipment for minimally invasive procedures. The company’s products are used by surgeons and physicians in a range of specialties, including orthopedics, general surgery, gynecology, neurosurgery, and gastroenterology.
The firm has a direct selling presence in 17 countries and international sales account for about half of its total sales. ConMed employs about 3,300 people worldwide.
Pinnacle Holding Company names two new board members
SYRACUSE — Pinnacle Holding Company, LLC announced it has appointed two new members to its board of directors — Dalton J. Axenfeld and Elizabeth N. Bartlett. Axenfeld currently serves as controller of Pinnacle Holding Company and oversees the financial reporting and accounting of the holding company and each subsidiary. He has more than five years
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SYRACUSE — Pinnacle Holding Company, LLC announced it has appointed two new members to its board of directors — Dalton J. Axenfeld and Elizabeth N. Bartlett.
Axenfeld currently serves as controller of Pinnacle Holding Company and oversees the financial reporting and accounting of the holding company and each subsidiary.
He has more than five years of public accounting experience, and is currently focused on improving financial communications with the board. Axenfeld is a CPA in the state of New York, a member of the New York State Society of CPAs, and member of the American Institute of CPAs. After graduating from Le Moyne College, where he received a bachelor’s degree in accounting, he earned an MBA from Ithaca College.
Bartlett joined Pinnacle in 2005 and currently serves as the chief business development officer for Pinnacle Holding Company. She has previously held positions at Pinnacle in marketing, HR, and administration. Bartlett’s main focus is to identify and develop new business and branding opportunities. In her role, she works closely with CEO, Gregg Kidd, to identify opportunities and create and implement growth strategies, the company says.
Founded in 1996, Pinnacle Holding Company is a diversified financial-services firm with 10 offices in five states. It’s headquartered in Syracuse.
3 Tips For When Company Culture Goes Awry
Frequent fliers may look back on 2017 is the year those supposedly “friendly skies” turned into “chaotic clouds.” The list of airlines in trouble seemed to grow by the day, whether it was cancelled flights that led to near riots, prize rabbits dying in the cargo hold, or roughed-up passengers who declined to be bumped
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Frequent fliers may look back on 2017 is the year those supposedly “friendly skies” turned into “chaotic clouds.”
The list of airlines in trouble seemed to grow by the day, whether it was cancelled flights that led to near riots, prize rabbits dying in the cargo hold, or roughed-up passengers who declined to be bumped from their seats.
Something definitely has been amiss in the airline industry.
Beyond getting past the negative media coverage, if an airline — or any company for that matter — wants to right the foundering ship, someone should do a deep dive into the company culture.
Any business leader needs to understand that his/her ultimate success starts with what happens on the inside of the organization. If the people inside the business aren’t aligned and in sync with the company’s values and goals, then the result is going to be confusion and turmoil that eventually will affect the brand’s overall performance.
A few airlines are experiencing that right now, but plenty of other businesses are as well.
A lot goes into setting things right when they go awry, but here are some steps that you can take to get back on track:
– Strive for organizational clarity
The most critical ingredient to achieving business success is clarity, and that includes clarity of the organization’s purpose and vision, as well as clarity in the roles of those involved in carrying out that purpose and vision. If leaders are fuzzy on the goals they have for a business or organization, then those charged with accomplishing those goals are less likely to succeed.
– Keep things positive
As a proponent of positive psychology, I believe that keeping an upbeat atmosphere is essential to a company’s culture. You want your employees to be happy. If you can find a way to encourage a positive outlook and attitude, employees will be more motivated and will perform their jobs better.
– Go in search of what’s right in the company
When businesses want to improve, they typically focus on what’s wrong or what’s broken. It just seems to make sense to address head-on whatever difficulty has arisen. But that approach should be flipped on its head and the question should not be: “What are we doing wrong?” It should be: “What are we doing right?” I like to ask, “What are the great nuggets inside that organization that can take us to a different place, to a different height?” If you understand where the company culture is getting it right, you can duplicate those practices in the areas where the problems lie.
Just about any company will hit a bumpy stretch somewhere along the way. When that happens, it may be time to explore its culture, re-evaluate how it operates, and re-imagine what its future can be.
Brad Deutser is president and CEO of Deutser LLC (www.deutser.com), a consulting firm that says it advises leaders and organizations about achieving clarity, especially in times of transition, growth, or crisis.
The piper plays the tune. But who pays the piper?
Think carefully about the consequences of government health care M any Americans are willing to give p an important liberty. They on’t realize it, but they are. They are happy to accept government health care. Total government health care. They bandy about terms like “socialized medicine,” “national health service,” and “single payer.” The single
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Think carefully about the consequences of government health care
M
any Americans are willing to give
p an important liberty. They
on’t realize it, but they are.
They are happy to accept government health care. Total government health care. They bandy about terms like “socialized medicine,” “national health service,” and “single payer.” The single payer, of course, being the government.
What’s the liberty they would give up? To comprehend it, read the stories about Charlie Gard. He is a wee babe in a London hospital — under socialized medicine.
His doctors proclaim that his rare genetic disease is untreatable. They declare he must come off the machines that keep him alive and that he must die.
His parents asked to take him to the U.S. for experimental treatment. They had to ask, because under socialist medicine he is no longer theirs.
They raised $1.7 million for the treatment. The British doctors essentially said: “No. We know what is best for your baby. He must die.” The courts back them up. As one government minister put it, these decisions were “…in line with Charlie’s best interests.”
The parents then asked to take “their” baby home to die — in the company of family and friends. The authorities, not in so many words, said “No, he will die when and where the authorities decide.”
This is the face of single-payer health care. The payer pays the piper. The piper plays the tune. And you dance to it. Period. You are a prisoner of the system.
I wrote earlier about our family’s similar experience — under socialist health care in New Zealand. Shortly after birth, our baby girl was whisked from us and taken to another hospital. We were not consulted in her care. We were utterly ignored.
To the doctors, we did not exist. In their eyes, the baby belonged to the state. If they had decided her life was not worth extending, they probably would not have consulted with us. If we had wanted to take her elsewhere for treatment, we would not have been allowed.
That was a frightening reality. Just as it is for the parents of Charlie Gard. The piper plays the tune. The tune called for by the payer. The payer is the government. The state. In this instance, the tune is a death march.
Yet, here, we consider more and more government in our health care. As we do, we should realize more government means less of us. Less of you and me. As government makes more choices, we get to make fewer.
We should also imagine what might come next. Socialist health care is notorious for shortages. Shortages of equipment, specialists, drugs, and money to pay for patient care. Canada is known for its socialist health care, which is famous for shortages.
On a per-capita basis, Canada has only one-third the MRI units we have. And only one-half the CT scanners. Much of its equipment and technology is obsolete compared to ours.
When socialist systems suffer shortages, they ration access to health-care treatments. No other choice. The old and hopeless cases draw the short straws.
No systems are perfect, of course. Our insurance companies can be brutal in what they refuse to pay for.
However, our system has more freedoms and more liberties. Here, Charlie’s parents would be free to raise money and pursue experimental treatments. Under the UK’s single-payer system, they have no such freedom.
Socialism suppresses the individual, for the sake of “equality.” In various ways, individuals must accommodate self to a greater good. They give something of themselves to the infallible regime. The state.
In this case, Charlie’s parents had to give up their liberty to the state. The liberty to decide their baby’s fate and the liberty to decide how and where he would die.
And yet, government health care appeals to many Americans. I wonder if the numbers might drop if all of us pondered the case of baby Charlie. And the manner in which he is going to die.
Tom Morgan writes about political, financial, and other subjects from his home near Oneonta. You can write to Tom at tomasinmorgan@yahoo.com. You can read more of his writing at tomasinmorgan.com
We Need to Encourage Good Media
I’ll be the first to admit that when it comes to journalism, I’m a traditionalist. ld-fashioned, even. But I don’t think it’s a coincidence that even while confidence in the media drops to new lows and Time magazine feels moved to wonder “Is Truth Dead?” on its cover, huge numbers of Americans have come to
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I’ll be the first to admit that when it comes to journalism, I’m a traditionalist.
ld-fashioned, even. But I don’t think it’s a coincidence that even while confidence in the media drops to new lows and Time magazine feels moved to wonder “Is Truth Dead?” on its cover, huge numbers of Americans have come to believe the media is not as authoritative as it once was.
Straightforward, responsible journalism is an indispensable public asset, a cornerstone of democratic life. This is threatened by the trends reshaping the media landscape. With less consensus around information and data, the cohesiveness of our society is diminished.
I’m not just talking about the rise of deliberately “reported” misinformation and disinformation. Some news outlets may not be as egregiously destructive of democratic values, but their urge to chase viewership and clicks at the expense of solid, fact-based reporting is doing us no favors.
In a media world in which opinion serves as the chief currency, rather than straight-ahead reporting of hard truths, politicians face less scrutiny of their statements and less accountability. They are succeeding at manipulating the media by using Twitter, refusing to hold press conferences, restricting questions and cameras, employing set speeches, and refusing to conduct a free-wheeling discussion of their opinions in front of the press.
The result is that significant policy decisions affecting millions of Americans are being drawn up with less scrutiny and promoted as beneficial without the clarifying debate that a representative democracy depends upon.
We are fortunate to retain a number of high-quality news organizations with first-rate reporters who continue to dig deep and uphold high journalistic standards. This is crucial, because we live in an era when solid reporting rooted in high standards of accuracy is not just a goal, but a vital, small-democratic necessity.
As consumers of news, we need to encourage the media to undertake it and hold its members to account when they stray. And we need to shoulder our responsibility for helping news organizations improve. After all, we’re the ones who often turn to fluff rather than substance and consume only stories that reflect our own perspectives. As citizens, we need to step up our own game, too.
Lee Hamilton is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at the IU School of Global and International Studies, and professor of practice at the IU School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years, representing a district in south central Indiana.
NBT Bank announced that KURT EDWARDS, SVP, has been promoted to chief consumer credit officer. His career with NBT has spanned 33 years, and he has held leadership roles in consumer lending and small-business banking. Edwards earned his bachelor’s degree in business and economics from SUNY Plattsburgh and has completed management-development courses through the American
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NBT Bank announced that KURT EDWARDS, SVP, has been promoted to chief consumer credit officer. His career with NBT has spanned 33 years, and he has held leadership roles in consumer lending and small-business banking. Edwards earned his bachelor’s degree in business and economics from SUNY Plattsburgh and has completed management-development courses through the American Bankers Association and the American Institute of Banking.

SHAUNA HYLE, SVP, has been appointed consumer lending executive. She joined NBT in 2008 as corporate controller and was promoted to chief risk officer in 2013. Hyle was previously a manager with PricewaterhouseCoopers. She earned her a bachelor’s degree in accounting from SUNY Geneseo and is a CPA.

SVP AMY WILES has been named chief risk officer, in addition to her responsibilities as chief credit officer. She has more than 35 years of experience in commercial banking. She previously worked at KeyBank and JP Morgan Chase. Wiles earned her bachelor’s degree from Colgate University and an MBA from the University of Pennsylvania’s Wharton School of Business.
VP TERRA CARNRIKE-GRANATA has been promoted to director of information security. She joined NBT in 2008 as information security officer and was promoted to information security and fraud risk manager in 2015. Carnrike-Granata earned her bachelor’s and master’s degrees at the University of Albany’s School of Criminal Justice and has the CompTIASecurity+ certification.
Barton & Loguidice, D.P.C. (B&L) has hired two new full-time engineers in the Water/ Wastewater Group in its Watertown office. CHELSEA M. KOSTER and DAVID C. POWERS will work on the firm’s increasing backlog of private and municipal infrastructure improvement projects in the North Country. Koster has joined the firm as an engineer I. She
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Barton & Loguidice, D.P.C. (B&L) has hired two new full-time engineers in the Water/ Wastewater Group in its Watertown office. CHELSEA M. KOSTER and DAVID C. POWERS will work on the firm’s increasing backlog of private and municipal infrastructure improvement projects in the North Country. Koster has joined the firm as an engineer I. She earned her associate degree in engineering science from SUNY Jefferson, and her bachelor’s degree in civil engineering from Clarkson University. Koster has experience in construction management and construction inspection. She previously worked on the Lowville Academy building renovation projects as an intern for Turner Construction and on the Dexter Route 180 Bridge over Black River project as a transportation construction inspector II for the New York State Department of Transportation. Koster is OSHA 10-certified. Powers has joined as an engineer I in the firm’s Facilities Group in structural design. He holds a bachelor’s degree in civil engineering from Clarkson University. Powers has previous intern experience creating civil and site designs, undertaking construction administration, and inspection. He has also worked in the renewable-energy industry performing site analysis and system modelling, and installing solar photovoltaic, geothermal, and solar thermal customized energy systems.
GEI Consultants, Inc. has added senior professional and project engineer JEFF HOLDEN to its Ithaca office. He has relocated to Ithaca from GEI’s Glastonbury, Connecticut office. Holden has more than 25 years of experience in the environmental-consulting business specializing in the investigation and remediation of industrial properties and sediment sites. He served as technical lead
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GEI Consultants, Inc. has added senior professional and project engineer JEFF HOLDEN to its Ithaca office. He has relocated to Ithaca from GEI’s Glastonbury, Connecticut office. Holden has more than 25 years of experience in the environmental-consulting business specializing in the investigation and remediation of industrial properties and sediment sites. He served as technical lead and project manager for many large and complex environmental remediation projects with a range of industrial clients including project strategy/planning, regulatory compliance, engineering design, and interaction with regulatory agencies.
Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.