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New York is investing $5 million to help create hub for upstate drone industry
New York will make an “initial” $5 million investment to help ongoing efforts to create a hub for unmanned-aerial system (UAS) “innovation” and manufacturing in upstate New York. The funding seeks to “support and grow the emerging” UAS industry in the upstate region, the office of Gov. Andrew Cuomo announced Aug. 2. Unmanned-aerial systems are […]
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New York will make an “initial” $5 million investment to help ongoing efforts to create a hub for unmanned-aerial system (UAS) “innovation” and manufacturing in upstate New York.
The funding seeks to “support and grow the emerging” UAS industry in the upstate region, the office of Gov. Andrew Cuomo announced Aug. 2.
Unmanned-aerial systems are also referred to as drones.
The hub will be “specifically supporting concepts originated by NASA,” Cuomo’s office said in a news release.
The concepts will include an “innovation” district dedicated to unmanned systems in a corridor between the cities of Syracuse and Rome, Cuomo’s office said. They’ll also include the planning and design of next-generation, unmanned-aerial, traffic-management infrastructure; and national UAS standardized testing and rating facilities.
“With the announcement of this significant investment, New York State is furthering its commitment to the efforts of focusing on this emerging field. We are determined to ensure that our state is well-positioned when it comes to the burgeoning unmanned-aircraft system industry,” Howard Zemsky, president, CEO, & commissioner of Empire State Development, said in Cuomo’s release.
The announcement follows Zemsky’s participation in a policy workshop on drones and the future of aviation that the White House Office of Science and Technology hosted Aug. 2.
The $5 million in funding launches New York’s commitment to growing the drone industry through the strategies outlined in the “Central NY Rising” plan.
Aerospace firms such as the DeWitt plant of Saab, the Salina location of Lockheed Martin Corp. (NYSE: LMT), and the Cicero–based SRC Inc., and regional organizations such as the NUAIR Alliance are supporting the effort, Cuomo’s office said.
The nonprofit NUAIR Alliance is short for Northeast UAS Airspace Integration Research Alliance.
NUAIR operates a Federal Aviation Administration (FAA)-designated drone test site at Griffiss International Airport in Rome.
Further details on the investment and hub project will be released at the 2016 UTM Convention, which is scheduled for Nov. 8-10 at various sites in the Syracuse area and at Griffiss International Airport in Rome.
The details will focus on “how these assets and strategies will be bolstered to bring beyond visual line of site capabilities to New York State,” according to Cuomo.
The convention will feature keynote briefings from NASA on “technical capability level demonstration 2, in which many collaborators will participate this October.”
The Air Traffic Controls Association, the Association for Unmanned Vehicle Systems International, Empire State Development, Onondaga County, Oneida County, CenterState CEO, the NUAIR Alliance, and Syracuse University are hosting the convention.
The future of UAS traffic-management standards, innovation, and technology is “poised to take root” in Central New York and the Mohawk Valley, Robert Simpson, president and CEO of CenterState CEO, said.
“This investment is among the first in the New York State’s multimillion dollar commitment through the CNY Rising plan to further develop this sector here. It’s validation that, with private-sector expertise, broad industry partnerships, and an FAA-designated test site, we have a leading role to play in the global development of the UAS industry,” said Simpson.
Simpson is also co-chair of the Central New York regional economic-development council.
The announcement also complements “Central NY Rising,” the region’s winning plan in Cuomo’s 2015 upstate economic-development contest that some media outlets dubbed, “Upstate Hunger Games.”
Contact Reinhardt at ereinhardt@cnybj.com

NYSTEC prospects for technology gold
ROME — In the California Gold Rush of 1848, mining technology initially included pans, picks, and shovels. Some prospectors quickly learned that gold extraction was quicker and more reliable with devices designed to drop the heavy metal through a sifting screen. It wasn’t long before the image of the lonely gold-panner crouching in a stream
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ROME — In the California Gold Rush of 1848, mining technology initially included pans, picks, and shovels. Some prospectors quickly learned that gold extraction was quicker and more reliable with devices designed to drop the heavy metal through a sifting screen. It wasn’t long before the image of the lonely gold-panner crouching in a stream gave way to miners working in deep, hard-rock mines using the technology of hydraulic hoses to increase the yield.
The New York State Technology Enterprise Corporation (NYSTEC) is also panning for gold. Its success, however, is not measured in nuggets, but rather in technology research and application and in client satisfaction. NYSTEC — a 501(c)(3) not-for-profit corporation founded by New York State in the same year Griffiss Air Force Base closed its Rome operation — was created to leverage the technologies, methodologies, and expertise of the Rome Laboratory, renamed the Air Force Research Laboratory, (AFRL).
“The new corporation was funded by a six-year, $6 million, state grant to benefit the state’s businesses, institutions, and government entities by assisting with planning, procuring, and integrating new technologies and systems,” says Mike Walsh, NYSTEC’s president and CEO. “The state then enacted legislation to make it easy for the state and New York City agencies to contract with NYSTEC. We became fully independent in 2001 when the state discontinued all supplementary funding to the company.”
Today, all of NYSTEC revenues are derived from client contracts.
“Keeping pace with technological change is the biggest challenge most organizations have today,” posits Walsh. “Ray Kurzweil, the inventor and futurist, feels humanity will see the equivalent of 20,000 years of progress over the next 100 years. Few organizations can rely solely on their employees to stay abreast of technology trends and identify the best and most cost-effective solutions to their problems. Our model promotes collaborative innovation between our clients and NYSTEC’s engineers, project managers, and technology specialists. The goal is simple: Exceed client expectations.”
NYSTEC, which started 20 years ago with three employees, now boasts a staff of 150. Of those, more than 70 percent are consultants who are degreed and/or certified. The nonprofit company leases more than 16,000 square feet in Rome, Albany, and New York City. Michele Salisbury, NYSTEC’s CFO and Central New York economic development & outreach director, “… estimates 2016 revenues approaching $20 million.”
Walsh, who has been NYSTEC’s leader since 2013 and with the organization since 2003, started his career at KPMG Consulting where he served for 18 years, the last six as a principal.
“When I joined [NYSTEC], it already had a strong corporate reputation,” opines Walsh. “Our clients appreciate our not-for-profit status, which lets us invest for the long-term and not just the next quarter’s profit. We are also vendor-neutral, which helps to separate ourselves from many IT consulting firms. Our close working relationship with AFRL is another critical asset that sets us apart from the competition. Finally, NYSTEC works with organizations placing special emphasis on the human side of technology utilization. Just because something looks good on a spread sheet is no guarantee that it will be implemented effectively.”
Of all NYSTEC’s competitive advantages, Walsh cites the highly skilled staff for the company’s continuing growth. “The leadership team is exceptional,” avers the company CEO. “Michele Salisbury is our CFO, Jana Behe is the director of contracts and our general counsel, Nick Alger is the director of service delivery, and Mark Romano heads up our business development. The staff includes 125-130 professionals, whom we encourage to continue their professional development by our underwriting continuing education. The work is both meaningful and challenging, which helps our consultant/partners to understand and focus on client business.”
NYSTEC consults in a variety of practice areas: technology-acquisition support, information-technology strategy, communications, information security, network planning and design, health-care IT, and education IT. The company’s clients over the years have included multiple state agencies, such as the Departments of Corrections, Health, Labor, Transportation, and Taxation; five New York City and metro area agencies plus the City University of New York; and several county governments, including Albany, Monroe, Nassau, Saratoga, Schenectady, Schoharie, and Tompkins.
NYSTEC also supports institutional clients, such as the Development Authority of the North Country, New York Power Authority, and the New York State Energy Research and Development Authority.
While company projects are generally not released for publication, Behe shared NYSTEC’s collaboration with the New York State Department of Health (NYSDOH) at the recent New York ITS-sponsored Cyber Security Conference to discuss Medicaid-modernization efforts.
“The use of big data, such as Medicaid-claims data, is at the core of NYSDOH’s efforts to reduce costs,” notes Behe. “We are helping them with innovative solutions to make better and faster decisions that not only reduce costs but also improve their claims adjudication and fiscal management, as well as deter fraud and abuse. Our consulting also includes recommendations to support the development of a more secure data system to mitigate the problem of data breaches.”
Walsh and his plan
Walsh describes his business plan as a three-legged stool focusing on clients, employees, and business performance. One might suggest a fourth leg — his focus on community. NYSTEC is supportive of multiple programs including the Commercialization Academy and a summer, start-up accelerator program called IgniteU NY. The company also supports area technology programs such as Project Fibonacci, Semi High-Tech U, and P-TECH. The goal is to promote an interest in science and technology and to bring together regional entrepreneurs to show how much the area has to offer.
Walsh earned his bachelor’s degree in business administration and his master’s degree in applied mathematics from the University of Miami. From 1983 until 2001, he worked at KPMG, leading the state and local government practices in Albany, Boston, and New York City before becoming the partner-in-charge for KPMG’s state and local government consulting practices for New York and New England. From 2001-2003, he was managing director of BearingPoint, responsible for the higher education practice in New England, New York, and the Mid-Atlantic states. BearingPoint is a multi-national management and technology firm headquartered in Amsterdam with 3,500 employees operating in 20 countries. Walsh joined NYSTEC in September 2003 and resides in the Albany area.
For the past 11 years, Salisbury has served as NYSTEC’s CFO and economic development and outreach director. She also leads the innovation initiatives, which includes working with AFRL and other technology entities to support technology transfer. Prior to joining NYSTEC, Salisbury was the controller for ARISE in Syracuse. She earned her bachelor’s degree in accountancy from SUNY Polytechnic Institute and her MBA from Syracuse University. Salisbury is a licensed CPA in New York State and resides in the Rome area.
Behe received her bachelor’s degree from the University of Rochester and her law degree from the University of Pittsburgh School of Law. She is admitted to practice in New York and Pennsylvania and joined NYSTEC in 2003. Her primary focus is on risk-management, compliance, contracts, and governance. Behe is a native of Little Falls.
NYSTEC plans to continue panning for technology gold by sharing its nuggets of wisdom accumulated over the past 20 years. The company’s collaborative prospecting model will include a greater emphasis on developing clients in the private sector eager to keep pace with technological change.
Contact Poltenson at npoltenson@cnybj.com

Startup firm Bojaga Studios’ farmstand location app is almost ready for iPhone
SYRACUSE — Bojaga Studios, a startup company that is a virtual tenant at the Syracuse Technology Garden, has a mobile-phone application (app) that will soon be available for iPhones. The app, called Farmstand Finder, is already available for Android devices, says Alexander (Alex) Jones, the fledgling firm’s chief information officer. It’ll be available for the
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SYRACUSE — Bojaga Studios, a startup company that is a virtual tenant at the Syracuse Technology Garden, has a mobile-phone application (app) that will soon be available for iPhones.
The app, called Farmstand Finder, is already available for Android devices, says Alexander (Alex) Jones, the fledgling firm’s chief information officer.
It’ll be available for the iPhone “within a month,” says Andrew Hockenbery, the company’s CFO, who focuses on administration and consulting.
Both Jones and Hockenbery spoke to CNYBJ on Aug. 8.
“We are trying to reach out to people who run events for farmers, for farm- stands,” Hockenbery says in explaining the firm’s target markets. “We’re really not focused on farmers’ markets because they’re already a niche with websites and some apps for farmers’ markets. We’re really trying to [focus on] the roadside stands, the farmers who sell out of their barn.”
Besides Alex Jones and Andrew Hockenbery, Bojaga Studios includes Justin Jones, who serves as co-CEO and lead programmer; Geoffrey Jones, chief technology officer for design and programming; and Adam Hockenbery, co-CEO working on concept design and business analysis.
All five men have equal ownership in the company, says Alex Jones.
Besides their work on Bojaga Studios, each owner also works a separate full-time job, says Jones.
“I definitely do this on the side,” he adds.
Idea for app
Jones got the idea for the app while driving to a sales appointment in Norwich for his regular full-time job and noticed several farmstands along the side of the road.
“I’m thinking to myself … how is anyone going to know about this [farm stand],” says Jones.
He discussed his idea for an app with his Bojaga colleagues and pursued input from Cornell University and the U.S. Department of Agriculture.
“They gave me their feedback as far as what an app should do for farmers,” says Alex Jones.
When a customer visits and likes a farm stand, the person can upload the information to the app, so other customers can find it.
The app currently includes information on 2,000 farms nationwide, including “hundreds” of Central New York farms, says Jones. The USDA provided Bojaga its full farm-network information for the app, he added.
Bojaga has published the Farmstand Finder app for Android phones, while the app for the iPhone is coming out “very soon.”
The firm has two other apps it is working on for clients, but couldn’t discuss details, citing “confidentiality,” says Hockenbery.
The company is also working on its own app. “It would be a game that we would develop,” he says.
The firm has about a half dozen apps that it is working on, says Jones.
At the same time, Bojaga Studios is also working to raise capital, as it would like to hire another full-time programmer. A programmer makes between $100 and $250 per hour, according to Hockenbery.
The company principals are working with the Tech Garden to make sure they’re prepared if they ever make a pitch to a venture capitalist or a lending institution, says Jones.
Jones figures the process will take about “a month-and-a-half to two months” before the firm’s ready to seek that funding.
Bojaga has been a virtual tenant with the Tech Garden since May.
About Bojaga Studios
Alex Jones started the company as Syracuse Unlimited Resources, LLC in April 2011. He wanted to create an e-commerce or online store, using items purchased through Wynit, a local distributor.
He eventually realized that competing against larger companies, such as Amazon, would be a challenge, considering the amount of money it would take to market the website.
“So we … put the company on hold,” says Jones.
The group decided to begin developing apps because Justin Jones, Alex’s brother, is a programmer.
“He would go home at night and start programming apps,” says Alex Jones.
Justin Jones, Geoffrey Jones, and Adam Hockenbery also started writing apps for games on their own time. Andrew Hockenbery, Adam’s brother, also had ideas for apps and became involved.
Earlier this year, Alex Jones decided to have the group join the ownership of Syracuse Unlimited Resources, LLC and conduct business as Bojaga Studios.
The word “Bojaga” is made up of the first letters in “buyers oasis,” and the first letters of the principals involved.
The company thought about using “buyers oasis” as the d/b/a name for the startup, but decided against it, says Alex Jones.
The firm’s website lists an address of 5701 E. Circle Drive in Cicero, which is a mailbox address, according to Alex Jones and Andrew Hockenbery.
The company’s office is “virtual,” says Jones.
If the principals need to meet with each other or a potential client, they’ll either meet at one of the owners’ homes or at the Tech Garden, says Hockenbery.
Contact Reinhardt at ereinhardt@cnybj.com
The business unit of Lockheed Martin Corp. (NYSE: LMT) that operates locations in Salina and Owego will have a new name in early September. The unit, which is currently called mission systems and training, will soon become Lockheed Martin’s rotary and mission systems (RMS) business area, the Bethesda, Maryland–based defense contractor said in a news
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The business unit of Lockheed Martin Corp. (NYSE: LMT) that operates locations in Salina and Owego will have a new name in early September.
The unit, which is currently called mission systems and training, will soon become Lockheed Martin’s rotary and mission systems (RMS) business area, the Bethesda, Maryland–based defense contractor said in a news release issued Aug. 4.
The name change, which “does not reflect” any change in the organization or mission of RMS, will be effective Sept. 5, the firm said.
Lockheed Martin is changing the unit’s moniker to “reflect the recent growth” of the business following the acquisition of Stratford, Connecticut–based Sikorsky Aircraft Corp. and realignment of other parts of the company.
Headquartered in Washington, D.C., the RMS division employs more than 35,000 people, including about 10 percent outside the U.S. to include Australia, Canada, Mexico, New Zealand, Poland, United Kingdom, and other countries.
The RMS portfolio features more than 1,000 programs. They include helicopters, integrated air and missile defense, littoral warfare, undersea warfare, radar, electronic warfare, cyber solutions, C4ISR, and training and logistics systems.
The business area supports the U.S. Air Force, Army, Coast Guard, Missile Defense Agency, Marine Corps, and Navy, along with intelligence, civil, commercial, and international-military customers.
“The new name captures the breadth of our expanded portfolio and reflects the skills and expertise of the 18,000 new employees who have joined our business,” Dale Bennett, executive VP of Lockheed Martin rotary and mission systems, said in the firm’s release.
Lockheed Martin last November finalized the Sikorsky acquisition, aligning it under the former mission systems and training (MST) business area as “Sikorsky, A Lockheed Martin Company.”
Since then, the division also added new capabilities from Lockheed Martin information systems & global solutions (IS&GS) and missiles and fire control (MFC) technical services, including government cyber-security products, and mission-support services.
The rotary and mission systems business unit has five lines of business, which include C4ISR & undersea systems; integrated warfare systems and sensors; ship and aviation systems; Sikorsky, a Lockheed Martin company; and training and logistics solutions, the company said.
Lockheed Martin describes itself as a “global security and aerospace company” that employs about 125,000 people worldwide.
The defense contractor focuses on the research, design, development, manufacture, integration, and sustainment of advanced-technology systems, products, and services.
The company has more than 4,000 workers between its plants in Salina and Owego, according to the 2016 Book of Lists.
Contact Reinhardt at ereinhardt@cnybj.com
Evaluating New York State’s economic-development programs
Questions have been raised about the effectiveness and cost of several of New York’s recently adopted economic-development programs, including Start-Up New York and the Excelsior Jobs program. [The Business Council] believes that economic-development incentives are a useful tool, when well-designed and thoughtfully applied. We would like to share several comments and recommendations on these programs.
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Questions have been raised about the effectiveness and cost of several of New York’s recently adopted economic-development programs, including Start-Up New York and the Excelsior Jobs program. [The Business Council] believes that economic-development incentives are a useful tool, when well-designed and thoughtfully applied.
We would like to share several comments and recommendations on these programs.
The Excelsior program replaced the effective, but expensive Empire Zones program. It is a far more limited program than Empire Zones, with modest credits, tight criteria, annual caps on total credits, and gives Empire State Development broad discretion to determine the level of credits provided to specific applicants — which are almost always below the maximum level authorized by the state legislature. Importantly, the program was designed to achieve significant cost-benefit returns to the state, and to only provide the actual values of incentives once jobs are created and/or investments are made. Our major concern is that the job and investment thresholds for consideration for Excelsior credits make the program inaccessible for most small businesses.
We suggested reductions in job and investment thresholds, especially for manufacturing. These reductions were introduced by Assemblyman Schimminger Assembly bill 10156 (also as Senate bill 7583, by Senator Young.) Unfortunately, while the New York Legislature approved adjustments to several other tax-credit programs in 2016, it did not pass the Excelsior legislation. Meanwhile, the program is leaving economic-development resources on the table. The legislature did allow left-over credits to be issued after the program’s scheduled expiration in 2024, but also reduced its overall credit cap by $150 million — a major disappointment. Given the state’s low growth rates Upstate, the legislature should expand the program’s ability to support small businesses looking to invest and grow, and assure that the full value of the program is effectively deployed each year.
Regarding Start-Up NY, we share concerns raised by others when it was adopted, especially the unlevel playing field it would produce relative to other operating businesses and business parks. We also note that it is a program with the added complexity of involving colleges and universities in economic development in an unprecedented way. This approach resulted in program-deployment challenges that undoubtedly led to its slow start.
On the positive side, we saw this program as providing a mechanism to secure in-state growth of university-based innovators looking for locations to scale-up to production levels — addressing a major concern that we were losing growth potential offered through state-supported university-based research and development. We still believe that should be a major focus of the program. Again, Start-Up NY was designed to produce a substantial cost-benefit return to the state, and to only provide tax benefits once activities have been performed.
However, the lagging economy in upstate New York — where the population has continued to shrink and whose economic recovery is less than half that of downstate — has necessitated more attention in the area of economic development.
One program of real interest is the Global New York Fund, which promotes business development in growing foreign markets. We have found within our membership great interest in global exports and expanding into foreign markets, particularly in the areas of food and beverages. This program shows great promise for small- to mid-size businesses entering the growing craft beer, wine, and distilled-spirits industry — one of the few industry segments in Upstate showing real and substantial growth. But again, this is just a small segment of business and industry.
No matter how well-designed and deployed they are, financial incentives can only be applied to a small fraction of a state’s employer community.
Therefore, the more pressing question in New York, and especially in upstate New York, is what are we doing to improve, or harm, the state’s overall economic climate?
Year after year, various think tanks, policy organizations, and others release their state-by-state, business-climate rankings, and New York consistently ranks at or near the bottom in these assessments. Our state and local taxes are too high, our regulations too onerous, and our policymakers are too beholden to special interests that benefit from the status quo. Despite these conditions, and the near universal acknowledgement by elected officials that our state’s business climate needs to improve, the two signature items passed during this year’s budget were mandates on business that will cost them money, force some to close, and result in jobs leaving the state. I am of course referring to the $15-per-hour minimum wage and the most expansive paid family-leave mandate in the country.
This budget and the 2016 legislative session is also noteworthy for what it did not include; tax relief targeting unincorporated small businesses such as LLCs, sub-S corporations and partnerships, were proposed in the executive budget, and were supported in budget resolutions passed by both houses, but were dropped from the final agreement. While the personal income-tax cuts adopted in the fiscal-year 2017 budget will provide some relief, eventually, for small business, we still support adoption of an increased exclusion of small business and farm income. We urge the Assembly to revisit this issue next session.
Also not addressed in 2016 were a number of other business issues such as workers’-compensation reform, energy-policy reforms, and mandate relief. As we approach the 10-year anniversary of the 2007 workers’-comp reform, we need to address its unintended consequences, which have produced an even more costly program, with employers facing a 9 percent premium cost increase for 2017.
Ironically, as the ill-advised “Section 18-a” energy assessment heads to final phase-out, the Public Service Commission (PSC) [on Aug. 1] adopted the “clean energy standard” that will produce $17.6 billion in added costs by 2030. With this action, it is clear the PSC has failed to properly evaluate the significant costs associated with the Clean Energy Standard. Had the PSC properly understood the cost of this policy, it could have modified the Clean Energy Standard to ensure that electric power was provided at just and reasonable rates for all customers.
Beyond workers’-comp reform and energy, we also must once and for all reform the Scaffold Law to apply the comparative negligence standard that exists in virtually every other case of tort action. We also need to expedite approvals for clean, inexpensive natural-gas development to meet growing energy needs as we transition to increased usage of renewables, reform the SEQRA environmental-review process, provide significant and lasting mandate relief for our local and county governments, embrace ride-sharing and other new economy businesses in a manner that fosters their growth while providing necessary protections, invest in education and workforce development, and enact the litany of additional reform measures we have been calling on for years.
Fortunately, we need not look too far in the past to find examples of the state passing smart, pro-growth legislation that reduces costs for all New Yorkers. Recent years have seen some important broad-based improvements, including the real property tax cap, corporate-tax reform, a cap on state spending growth, estate-tax reform, and others. But more needs to be done.
We have a unique opportunity to shape the future of New York state, and we should make sure we take advantage of that opportunity. We welcome an open dialogue and encourage the Assembly, Senate, and the [governor’s] administration to engage in an informed, rational discussion of what can and needs to be done to promote private-sector investment and job creation in all regions of New York.
John T. (Johnny) Evers, Ph.D., is director of government affairs at the Business Council of New York State, Inc., which says it is the state’s largest statewide employer advocacy association, representing 2,400 businesses. This opinion article is drawn and edited from Evers’ Aug. 3 testimony to the New York Assembly Standing Committee On Economic Development, Job Creation, Commerce and Industry.

ACR Health has promoted CARI MCAVOY to the position of Northern New York regional manager and development associate based in ACR Health’s Watertown office. She worked with ACR Health previously as a youth education coordinator and development associate in charge of the First Frost AIDS Walk/Run. McAvoy returned to ACR Health following work as educational
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ACR Health has promoted CARI MCAVOY to the position of Northern New York regional manager and development associate based in ACR Health’s Watertown office. She worked with ACR Health previously as a youth education coordinator and development associate in charge of the First Frost AIDS Walk/Run. McAvoy returned to ACR Health following work as educational services manager at WPBS – TV in Watertown and as a sexual health educator for the North Country Prenatal/Perinatal Council.
Contact The Business Journal News Network at news@cnybj.com

Fortus Healthcare Resources has appointed ANDY BARBERIO as director of sales and development. He started at Fortus in 2007 as project coordinator. He soon assumed an account executive role within the Dialysis Division. In 2014, Barberio took on the challenge of leading the Ambulatory and Perioperative Division. Contact The Business Journal News Network at news@cnybj.com
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Fortus Healthcare Resources has appointed ANDY BARBERIO as director of sales and development. He started at Fortus in 2007 as project coordinator. He soon assumed an account executive role within the Dialysis Division. In 2014, Barberio took on the challenge of leading the Ambulatory and Perioperative Division.
Contact The Business Journal News Network at news@cnybj.com

NICOLE CARFI has joined Beardsley Architects + Engineers as intern civil engineer. She is a recent graduate of Clarkson University with an EIT degree and is LEED-certified. At Beardsley, Carfi is currently working on site-improvement projects for the New York State Office of Parks, Recreation and Historic Preservation. Contact The Business Journal News Network at news@cnybj.com
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NICOLE CARFI has joined Beardsley Architects + Engineers as intern civil engineer. She is a recent graduate of Clarkson University with an EIT degree and is LEED-certified. At Beardsley, Carfi is currently working on site-improvement projects for the New York State Office of Parks, Recreation and Historic Preservation.
Contact The Business Journal News Network at news@cnybj.com
RON CHESBROUGH, Ph.D., is the new president of Cazenovia College. He most recently served as president of St. Charles Community College located in the greater St. Louis, Missouri, region. Chesbrough, a native of upstate New York, also served as VP for student affairs at Hastings College in Nebraska and as dean of students at Johnson
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RON CHESBROUGH, Ph.D., is the new president of Cazenovia College. He most recently served as president of St. Charles Community College located in the greater St. Louis, Missouri, region. Chesbrough, a native of upstate New York, also served as VP for student affairs at Hastings College in Nebraska and as dean of students at Johnson State College in Vermont.
DAVID BERGH, ED.D., has joined Cazenovia College as VP for planning and institutional effectiveness. He comes from Johnson State College, where he was the dean of student life and college relations. In addition to the core functions of planning, compliance, accreditation and institutional research, Bergh will also oversee the equine and theater operations as well as dining services.
DEBORAH FRANK will serve Cazenovia College as its new director of health services. She comes from Syracuse University, where she worked as a nurse practitioner for the past 13 years.
SUSAN ODELL has filled the position of executive administrative assistant in the president’s office. She was previously employed by Morrisville College and Colgate University in various support roles including serving in the registrar’s office, Academic Affairs, and for the dean of the college.
PATRICK QUINN will serve as Cazenovia’s new VP for enrollment. He was a senior admissions officer at both private and public institutions throughout the Northeast, most recently with Hilbert College in suburban Buffalo.
SARA PHILLIPS, Ph.D., is the director for institutional research and assessment. She comes to Cazenovia from Hopkinsville Community College in Kentucky, where she was the director of institutional effectiveness.
PETE WAY, a 2003 graduate of Cazenovia College, has been promoted to the role of director of athletics and recreation. Way has worked for the college since 2006, as director of the Cazenovia Fund, followed by senior associate director of athletics. Throughout his tenure with the college, Way has served as head baseball coach.
Contact The Business Journal News Network at news@cnybj.com
Empire Crane Company has added to its sales force in the Northeast with four new hires, based at its headquarters office in Syracuse. MIKE ANDREWS brings to Empire Crane more than 20 years of experience in the heavy equipment industry in addition to an extensive background in account management. He will be the territory sales
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Empire Crane Company has added to its sales force in the Northeast with four new hires, based at its headquarters office in Syracuse.
MIKE ANDREWS brings to Empire Crane more than 20 years of experience in the heavy equipment industry in addition to an extensive background in account management. He will be the territory sales representative for NYC, Long Island, Eastern Pennsylvania, and the New Jersey markets.
PAUL GAYRING joins as a sales representative after a 20-year career in law enforcement. He will be the product specialist for the Magni Telehandler line in addition to promoting Empire Crane’s offering throughout New York state.
JUSTIN MELVIN will be the New England Sales Representative. He is a 2012 graduate of SUNY Oswego and comes to Empire Crane with a strong sales and account management background.
JONATHAN SHUFELT brings to Empire Crane more than 15 years in the heavy equipment industry. He has worked within the industry in roles including business development and territory management. Schufelt will cover Albany, NYC, Connecticut, and the Hudson Valley.
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