Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.

Utica College appoints its first woman president
UTICA, N.Y. — The woman who currently serves as executive VP and chief advancement officer at Utica College (UC) will be the first female to
Tioga County: Upstate Shredding to use Hunger Games grant for new Owego plant
OWEGO, N.Y. — Upstate Shredding – Weitsman Recycling will use a $1 million state grant to help pay for construction of its new 30,000-square-foot metal
Excellus awards eight CNY hospitals payments for quality improvements
Excellus BlueCross BlueShield (Excellus BCBS) has awarded 41 hospitals quality improvement payments, including eight hospitals in Central New York. Excellus awarded a total of $22.4
New York announces matching-grant funding for private colleges
Four Central New York colleges are among private institutions statewide that will use funding from a matching-grants program for projects on their campuses. The schools
Saratoga Springs firm acquires Ithaca sports-design company
ITHACA, N.Y. — An Ithaca firm that specializes in the design of athletic fields and facilities has a new owner. HMH Site & Sports Design
Utica College to use $2.5 million in state matching funds for athletic-facility upgrades
UTICA, N.Y. — New York State has awarded Utica College $2.5 million in matching state funds toward projects to improve the school’s athletic facilities. Utica
Report: Binghamton office vacancy rate fell slightly in 2015
BINGHAMTON, N.Y. — The vacancy rate in the Binghamton office real-estate market declined nearly half a percentage point during 2015. The rate fell from 10.6
Whelan & Curry welcomes new part owner and vision to the business
DeWITT — Whelan & Curry Construction Services Inc., a commercial construction management company based in the town of DeWitt, has added a fresh face to its ownership. Chris Corfield, a project manager at Whelan & Curry for seven years, is taking over Michael Curry’s part ownership of the company. Corfield acquired Curry’s stock and now
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DeWITT — Whelan & Curry Construction Services Inc., a commercial construction management company based in the town of DeWitt, has added a fresh face to its ownership. Chris Corfield, a project manager at Whelan & Curry for seven years, is taking over Michael Curry’s part ownership of the company.
Corfield acquired Curry’s stock and now owns 47 percent of the business, with Roger Whelan, president, holding the rest, Whelan said. The company received legal advice from Elizabeth A. Hartnett, partner at Syracuse–based Mackenzie Hughes LLP, and accounting services from L. Richard Pascarella, managing shareholder at DiMarco, Abiusi & Pascarella CPAs, P.C. in Syracuse, to help facilitate the transaction.
“We have been grooming him to take over,” Whelan says of Corfield. “It was all part of a plan that has been orchestrated for about two and a half years.”
At age 68, Curry was ready to start his retirement, explains Whelan. Corfield, age 32, brings a new vision to the construction company.
“I hope to expand our reputation,” Corfield says. “We hope to target the medical, manufacturing, and retail industry.”
One of the biggest struggles in construction that the partners want to tackle is finding ways to keep working through the off-season, says Corfield. Typically, winter weather halts construction putting pauses between projects. But, with a new target like the medical field, renovations can continue through the blustery winter as most medical renovations are done indoors.
Whelan & Curry wants to continue to target $1 million to $3 million projects, but more consistently and through a different process, says Corfield.
The firm generated total revenue of $7.5 million in 2015, Corfield says, and he expects $10 million to $15 million in revenue in 2016 after using a new method for bidding on construction projects.
Design-build
Traditionally, construction companies go through a competitive bid process where clients weigh their options and select from a pool of designs. However, Corfield says that model is inefficient. It ends up costing the client more money and time as there can be unexpected costs along the way that were not specified in the original plan. Instead, a design-build model is more effective for Whelan & Curry and the customer, he contends.
Design-build is a method in which the design and construction services are contracted by a single company
“A client would work with us one-on-one,” Corfield says. “We start at the early stages and bring it all the way through; we would be the single source.”
Design-build is supposed to minimize risks for the project owner and to reduce the construction timeline by overlapping the design phase and construction part of a project.
“Because we’re brought to the table earlier, it streamlines the flow,” Corfield says. Switching from the traditional bid process to design-build will make delivery more efficient and guarantee projects to be on time, he adds. With fewer delays, Corfield and Whelan say this will add more projects to the firm’s calendar and increase revenue.
In 2015, 90 percent of all projects overseen by Whelan & Curry were design-build, according to Whelan. “We want to talk to clients as they are conceiving the project,” Corfield says. “We’d like to hear from them then and save time and money.”
Other construction companies operating in Central New York that offer design-build services include The Pike Company, Hayner Hoyt Corp., and LeChase Construction Services, LLC.
Whelan & Curry’s principals
Corfield, who received a bachelor’s degree in architecture from the University at Buffalo, was previously a project coordinator at Fayetteville, North Carolina–based SfL+a Architects and worked in Charlotte. Some projects Corfield oversaw while in the role of project manager at Whelan & Curry included construction and renovations of an addition at Universal Metal Works in Fulton, the 20,000-square-foot Plaza of the Arts in downtown Auburn, and the four multi-tenant buildings in the Township 5 center in Camillus.
Whelan was born and raised in Syracuse and received a bachelor’s degree in civil engineering from the University of Dayton in Ohio. Whelan & Curry was started in 1992. The firm’s past projects include construction of Owera Vineyards’ tasting facility in Cazenovia, the 4,500-square-foot Manlius Veterinary Hospital, and the Express Mart in Fayetteville.
Whelan & Curry will break ground this spring on Good Nature Brewing, Inc.’s new brewing production facility and tasting room in Hamilton. The addition is expected to cost $3 million, according to Whelan, and will encompass 10,000 square feet.
Whelan & Curry has six employees and is looking to hire up to three more. The positions that it is considering candidates for include estimators, head operators, superintendents, and project managers.
Upstate New York Business Leader Survey finds confidence fell in 2015
CEO confidence across upstate New York in 2015 declined about 15 points compared to 2014 but was on par with 2013. That’s according to the Upstate New York Business Leader Survey that the Siena (College) Research Institute (SRI) released Jan. 22. At 94.8, the overall index is down from 110.4 last year and nearly identical
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CEO confidence across upstate New York in 2015 declined about 15 points compared to 2014 but was on par with 2013.
That’s according to the Upstate New York Business Leader Survey that the Siena (College) Research Institute (SRI) released Jan. 22.
At 94.8, the overall index is down from 110.4 last year and nearly identical to 94.6 in 2013.
The overall-confidence index of 94.8 is a combination of the current-confidence and future-confidence components.
The CEO current-confidence index fell sharply to 92.1 last year from 106.9 in 2014, but was close to the reading of 93 in 2013.
The future-confidence index of 97.5 in 2015 is down from 113.9 in 2014, but slightly higher than 96.2 in 2013, SRI said.
“It is striking that across Upstate in general … that we see confidence down, expectations for the coming year down relative to last year,” says Donald Levy, director of the Siena Research Institute. Levy spoke with CNYBJ on Jan. 26.
Levy believes the responding CEOs are saying that 2015 didn’t live up to “what their hopes were.”
The four questions that comprise the index query CEOs on their current assessment of the state’s economy, its impact on CEOs’ industry, their view of the future of the state’s economy, and their industry prospects.
Both industry assessments display slightly more pessimism than optimism while CEOs view of statewide conditions are lower, but views on future conditions are now at a breakeven point.
Using SRI’s statistical clustering of CEOs, based on simultaneously considering their current and future views toward the overall state economy and their industry’s current and future prospects, SRI found that 29 percent of CEOs are optimistic (down from 39 percent last year); 47 percent (up from 44 percent) are ‘status quo,’ meaning that they feel as though conditions have stabilized and are likely to remain so; and 24 percent (up from 16 percent) are pessimistic.
The Business Council of New York State, Inc. sponsored the survey, which SRI researchers conducted between October and December 2015.
Heather Briccetti, president and CEO of the Business Council, called the drop in upstate CEO confidence during 2015 “disheartening” in an email to CNYBJ.
But the organization was “happy” about how much the business leaders’ priorities “aligned” with its own legislative agenda.
“As this survey so succinctly lays out, there are several significant and necessary regulatory reforms that would go a long way to improving our state’s economy. Whether it’s eliminating the Scaffold Law, or reducing workers’ comp and [unemployment insurance] costs, upstate New York CEOs and the Business Council are in lockstep about what state lawmakers should be focusing on,” Briccetti said.
SRI interviewed 531 CEOs of private, for-profit companies in Rochester (29 percent), Buffalo (28 percent), the Capital Region (27 percent), and Syracuse (15 percent). They hail from industries, including service (25 percent), manufacturing (24 percent), engineering and construction (16 percent), retail (12 percent), wholesale and distribution (11 percent) and smaller samples from both the financial and food/beverage industries.
Syracuse results
CEOs in Syracuse recorded the second-largest declines in overall and current confidence and the largest drop in future confidence among the four regions this year, with each of their measures registering below 100 — indicating more pessimism than optimism.
Overall confidence in Syracuse plunged to 91.8 in 2015 from 109.9 last year.
Current confidence in Syracuse is 91.1, down from 102.6 in 2014. Future confidence plummeted 24.7 points from 117.1 to 92.4, according to SRI.
The survey found that 48 percent of Syracuse CEOs say that the general business climate locally is staying about the same, 8 percent say that conditions are improving, and 43 percent — the highest of the four regions — think they are worsening.
However, using SRI’s cluster grouping of CEOs that simultaneously considers their answers to all four index questions, 30 percent (down from 37 percent) of Syracuse’s CEOs are optimistic, 46 percent (off from 50 percent last year) are ‘status quo,’ and 24 percent (up from 13 percent a year ago) are pessimistic.
Levy says he interprets the figures as Syracuse CEOs saying, “We will continue to do business. We’re not panicked, but we simply don’t think things are improving. And we really don’t anticipate that strong of a year.”
The overall upstate numbers are 29 percent optimistic, 47 percent ‘status quo,’ and 24 percent pessimistic.
The change in the relative size of the optimistic and pessimistic groups signals a decrease in confidence and associated decreasing projections for revenue, profits, asset acquisition, and hiring, SRI said.
The SRI Business Leader Survey also breaks down the confidence data among industry sectors.
Of the five largest industry sectors, confidence is greatest again this year in engineering/construction at 121.3 (down from 124.7 last year).
That’s followed by manufacturing at 90.9 (down from 105.2), service at 89.6 (down from 116.3), retail at 89.2 (down from 103.8), and wholesale/distribution at 87.9 (down from 102.5).
The engineering/construction sector remains the industry with the highest confidence measure with every reading above 100, an indication of more optimism than pessimism.
Pessimism in CNY
The survey found 8 percent of Syracuse–area CEOs say that the general business climate in their local area is improving, while 48 percent say it is staying the same and 43 percent say it’s worsening.
“I would say the Central New York CEOs stand out a little bit in terms of having a more negative assessment of local conditions,” says Levy.
The 8 percent who believe the area is improving is down from 11 percent last year and below the other three regions’ combined rate of 23 percent, SRI said.
And when considering the local conditions for their industry across all of Upstate, only 14 percent see improvement, while 29 percent sense conditions are worsening. It represents a decline over last year but SRI contends CEOs issue a “harsher” assessment of the business climate when considering their own industry than when addressing the overall economy.
Slightly fewer Syracuse CEOs express the same optimism as the upstate sample with 8 percent saying local conditions for their industry are improving. Another 38 percent believe that conditions are deteriorating, which is greater than the upstate sample, according to SRI.
Asked to assess their local area on eight aspects: suitable workforce, consumer confidence, transportation infrastructure, local government support for business, as an area where businesses can succeed, as a place where consumers want to live, airline service and taxi/car service, across upstate a majority rank only three: workforce suitability, as a place to live, and airline service as either excellent or good.
Majorities assess governmental support (79 percent), as an area where businesses can succeed (68 percent), taxi/car service (64 percent), consumer confidence (58 percent), and transportation infrastructure (55 percent) as only fair or poor.
Syracuse CEOs’ assessment of their area is lower than that of the CEOs assessment of other areas. They offer lower marks for all areas, except assessment of the area’s workforce, as compared to the upstate-wide sample.
CEO plans for 2016
SRI sees “positive signs” across Upstate that point to some growth in sales, profits, business-to-business commerce and hiring in 2016.
CEOs do not see any statewide boom but rather “slow, cautious growth.”
The survey found 45 percent of Upstate’s CEOs expect their revenues to increase in 2016, down from 49 percent a year ago.
In Syracuse, 44 percent anticipate increasing revenues, down from 50 percent a year ago. At the same time, 55 percent of manufacturing CEOs also anticipate increasing revenues.
In addition, 35 percent of Upstate CEOs expect profits to grow this year, off from 41 percent a year ago.
Profit-growth projections are lower in Syracuse where 30 percent expect increasing profits, while 39 percent anticipate declines. The numbers are down from last year’s expectations of 45 percent increasing and 20 percent bracing for decline, SRI said.
Of the major industry sectors, manufacturers anticipate the greatest increase in profits.
Again this year, a plurality of CEOs plan to enhance profitability more so with increasing their market share or demand for their product or services as compared with those advocating cost reductions.
Well over half of all CEOs, 55 percent, plan to acquire fixed assets, down 3 points from last year.
In Syracuse, 53 percent plan to acquire fixed assets, including 63 percent of manufacturing CEOs who are most likely to invest in fixed assets this year.
“To me, that’s a continuing indication that as … lackluster as they are in their opinion of the marketplace, they’re continuing to do business. They’re continuing to make improvements to their business, whether it be trucks, computers,” says Levy.
The survey also found 33 percent of CEOs across Upstate plan to increase their workforce in the coming year, virtually unchanged from 32 percent last year. Only 9 percent are planning to downsize, the same amount indicated as last year.
In Syracuse, 27 percent plan to increase their workforce, down from 31 percent last year, while 15 percent anticipate layoffs.
“That’s a … weaker number,” says Levy.
Optimistic CEOs plan to hire versus downsize at a ratio of 48:3, while the pessimistic CEOs ratio is 16:21.
Engineering and manufacturing CEOs have the most aggressive hiring plans at 47 and 38 percent, respectively.
What Stops Salespeople From Moving Forward?
No matter what we sell, there are times when the brakes are on. Something is holding us back, keeping us from moving forward. Then, we feel even worse when hearing about someone who gets ahead by overcoming unspeakable adversity. “You can do it. Just change your thinking.” It sounds easy and most of us have
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No matter what we sell, there are times when the brakes are on. Something is holding us back, keeping us from moving forward.
Then, we feel even worse when hearing about someone who gets ahead by overcoming unspeakable adversity. “You can do it. Just change your thinking.” It sounds easy and most of us have tried it dozens of times. And it works — for about five minutes.
As most salespeople know, moving forward is tough, but changing our behavior can help knock down obstacles. Here are eight ideas to get the wheels moving in the right direction:
Get over easy
Next to free, easy has earned a permanent place in the operation of every business — when placing orders, answering inquiries, handling complaints, simplifying procedures, and cutting out what’s complicated.
But easy can also be an enemy.
Instead of taking time to cultivate and engage prospects, just grab the phone and make phone calls — that go nowhere. That’s easy. “I’ll take care of it tomorrow,” we say. That’s easy, too. So is ignoring details and deadlines. Ignoring promises is easy. Not getting back to people quickly is easy, too. Taking it easy has its reward; it leads to a dead end.
Turn off the autopilot
Perhaps the biggest temptation in business is to get to the point where we know the routines, the expectations, the nuances, and the people — so that we don’t need to think.
As one 40-year-old male said, “I know my job.” You can call this getting through the day on autopilot — avoiding change, ignoring challenges, and never putting ourselves to the test. We’re efficient, predictable, and we do our job. And without even knowing it, we paint a clear picture of ourselves for everyone to see — one that stops us from moving forward.
Develop doubt
Sales gurus say it takes a strong dose of self-confidence to succeed in sales. While self-assurance is necessary, it may also send a message to customers that a salesperson is arrogant.
What is needed is a balance so we can clearly understand what’s going on with customers. Doubt does that by keeping us sharp, alert, and always on our toes. How many times do we say, “I should really have picked up on that issue,” or “I wish I thought of that,” or “What could I have done to improve the proposal?” That takes digging down and asking questions. It takes doubt.
Avoid self-inflation
In a word, overestimating our competence is both common and dangerous. It’s so easy to push aside or ignore anything that makes us uncomfortable about ourselves.
That’s why we are shocked when passed over for an expected promotion, upset when we thought we aced the interview, or find it hard to believe the participants gave us a low rating on yesterday’s presentation, the one we were sure went great. Although “enhancing” a resume may seem dishonest, many of those who do it believe they were telling the truth.
In fact, most of us have a hard time seeing ourselves as we are, which may be close to impossible. That’s why getting an objective opinion is critical in becoming the people and workers we want to be.
Stop winging it
Bluntly, too many of us don’t take the time to prepare and wing it. And, it’s what customers remember about us. Simply put, winging it is dangerous to one’s career health.
Instead of winging it, it’s much better to be a winner. Even if there are only a few minutes to write a memo, an important email, or plan a presentation, it can be done.
There is no need to get nervous and anxious and make a mess of it. To be prepared and never need to apologize, put this formula on your smartphone so it’s always nearby:
– Main idea: “Lowering prices will backfire on us”
– Supporting ideas:
1. “We can’t raise our prices later.”
2. “Competitors will say we’re in trouble and use it against us.”
3. “We will lose credibility with our customers.”
– Action idea: “Rather than lower prices, we can: 1) Enhance our guarantees; 2) Provide an app that simplifies ordering; and 3) Post a video with customers describing how we have reduced costs and improved reliability.
Your message will be clear and you won’t stumble or ramble. Plus, you’ll get rave reviews.
Never say no
When opportunities come up or you see the possibility of taking on a project or responsibility, never say no. Most of us would like to say yes, but venturing into the new and unknown holds us back. “I’d like to, but I’m too busy right now,” we say.
So much for excuses. If you want to move ahead, put yourself on the line and say yes. Then, come up with a plan and figure out how to do it. You’re not alone; there’s always help.
Ditch the dated
No question about it, experience has value. It helps in spotting problems, seeing possibilities that others miss, and avoids making “beginner’s mistakes.”
Even so, there is another side to experience. We can give it too much weight. When we do, our skillsets and knowledge base fall behind. That’s when we convince ourselves that our experience makes up for it.
It doesn’t work. Change is so swift, it’s easy to become “dated.” To stay current takes a consistent effort. Moving forward takes a combination of both experience and present knowledge.
Listen closely
Jeff Short is a listener. And it’s one reason why he’s the successful VP of sales at K&W Tire, a wholesaler, based in Lancaster, Pennsylvania. He wants to know what his sales team says about the competition.
But, Jeff doesn’t just listen — he listens for patterns. “You nibble a big enough piece of somebody else’s pie and you have to be ready when they come back after you,” he says. “Sometimes ‘price’ is a big factor, but many times it’s way down the list. Lots of little buying signals jump out at me — [from] years of listening closely.”
In sales, there is nothing as valuable as gathering and putting together pieces of intel, making the connections, and discovering the patterns.
While a positive mental attitude is always good, it takes something more to propel salespeople forward. It takes the right actions.
John Graham of GrahamComm is a marketing and sales strategist/consultant and business writer. He publishes a free monthly eBulletin, “No Nonsense Marketing & Sales Ideas.” Contact him at jgraham@grahamcomm.com or visit: johnrgraham.com
Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.