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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 […]
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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.

LeChase Construction Services, LLC has hired DANIEL CHRISTOFFERSEN as a project engineer in its Binghamton office. He graduated from the Alfred State SUNY College of Technology with a bachelor’s degree in construction-management engineering technology. Christoffersen previously interned with Welliver McGuire Inc. in Montour Falls and Keystone Material Testing, Inc. in Binghamton. Contact The Business Journal News
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LeChase Construction Services, LLC has hired DANIEL CHRISTOFFERSEN as a project engineer in its Binghamton office. He graduated from the Alfred State SUNY College of Technology with a bachelor’s degree in construction-management engineering technology. Christoffersen previously interned with Welliver McGuire Inc. in Montour Falls and Keystone Material Testing, Inc. in Binghamton.
Contact The Business Journal News Network at news@cnybj.com
MPW Marketing announced that CHRISTINA CARROLL and LOGAN PISTELLO have joined the firm in the roles of project administrator and videographer / producer, respectively. Carroll comes to MPW Marketing from Herkimer College’s admissions department, where she focused on grant writing and marketing project proposals for higher education. Prior to joining MPW, Pistello owned his own
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MPW Marketing announced that CHRISTINA CARROLL and LOGAN PISTELLO have joined the firm in the roles of project administrator and videographer / producer, respectively. Carroll comes to MPW Marketing from Herkimer College’s admissions department, where she focused on grant writing and marketing project proposals for higher education. Prior to joining MPW, Pistello owned his own film company, Logan Pistello Films, where he produced short documentaries and commercials.
Contact The Business Journal News Network at news@cnybj.com
Dermody, Burke & Brown, CPAs, LLC
Dermody, Burke & Brown, CPAs, LLC recently hired DARIO ALBUQUERQUE, CHRISTIAN SAMARA, and BRIAN WEGMAN in its Syracuse office. Albuquerque joined the firm as an associate in the Audit and Accounting Department. He received both a bachelor’s degree in accounting and an MBA from SUNY Oswego. Prior to being hired on a full-time basis, Albuquerque
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Dermody, Burke & Brown, CPAs, LLC recently hired DARIO ALBUQUERQUE, CHRISTIAN SAMARA, and BRIAN WEGMAN in its Syracuse office.
Albuquerque joined the firm as an associate in the Audit and Accounting Department. He received both a bachelor’s degree in accounting and an MBA from SUNY Oswego. Prior to being hired on a full-time basis, Albuquerque worked as an intern in the Tax Department at Dermody, Burke & Brown during its busy season.
Samara was hired as an associate in the Tax Department. He received a bachelor’s degree in accounting from Le Moyne College. Samara also previously worked as an intern in the firm’s Tax Department through two busy seasons.
Wegman joined the firm as an associate in the Audit and Accounting Department. He earned a bachelor’s degree in management and social entrepreneurship from Roberts Wesleyan College and a bachelor’s degree in accounting from SUNY Oswego. Prior to being hired on a full-time basis, Wegman spent three years working in the banking industry before moving on to intern at Dermody, Burke & Brown.
Contact The Business Journal News Network at news@cnybj.com
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