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Paragon Environmental Construction expands services with new masonry company
CICERO — After 15 years in the environmental construction service field, the owner of Paragon Environmental Construction, Inc. (PEC) has decided to expand the business by opening a new concrete and masonry business. Peter Paragon, owner and CEO of PEC, opened Paragon Masonry, LLC in February, seeking to meet the rising demand for these services […]
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CICERO — After 15 years in the environmental construction service field, the owner of Paragon Environmental Construction, Inc. (PEC) has decided to expand the business by opening a new concrete and masonry business.
Peter Paragon, owner and CEO of PEC, opened Paragon Masonry, LLC in February, seeking to meet the rising demand for these services in the Northeast. He named John Rubar managing director of Paragon Masonry.
The two companies are based in the same building, located at 5664 Mud Mill Road in the town of Cicero (Brewerton area), and provide different but complementary services to clients.
Paragon Masonry is projected to generate revenue of between $2 million and $3 million this year, according to Rubar. PEC’s annual revenue is projected at $12 million to $14 million, he says.
“Paragon Masonry is a good fit for the services PEC is offering, and they are complementary to each other,” Paragon says. “Our goal is to provide customers efficiency through a whole package of services under one single contractor. There is no need to hire multiples.”
Paragon explained that he opened the masonry business because the management team had been built and the foundation was in place. He declined to disclose how much he invested in Paragon Masonry.
The management team of the newest Paragon company consists of three industry veterans with more than 70 years experience in the construction industry, collectively.
Rubar has worked in the concrete and masonry business for nearly 25 years. His experience includes all aspects of the masonry and concrete business. Rubar says he joined Paragon Masonry in February for a “career change … and a change of environment.” He declined to name his last employer. Rubar will be responsible for supervising all the projects operated by Paragon Masonry.
The two superintendents, Frank Miller and Tim Forsythe, will be in charge of running the projects in the field. Miller brings 28 years experience in the masonry field to the business and Forsythe brings 17 years in the concrete field.
“Our core values are integrity and quality work,” says Rubar.
Paragon Masonry has 16 full-time employees, according to Rubar. PEC employs about 85 people full time.
The two companies own their 6,400-square-foot, one-story office on Mud Mill Road.
Paragon Masonry currently has four projects under development for clients in the health care, retail, and office sectors. The firm’s current customers, according to
Rubar, include developers, universities, hospitals, general contractors, and construction managers.
Paragon says the two businesses are going to support each other and will share all resources.
Specifically, Paragon Masonry provides clients full service in the field of masonry, concrete, and restoration. PEC, founded in 1999, offers remedial and site-development services for private clients, municipalities, engineers, architects, consultants, utility companies, and government groups.
Rubar and his team seek to provide the same quality of work that PEC has offered to its clients for more than 15 years.
“Our goal in 2014 is to align the two companies’ work,” says Rubar. “We will have a very busy 2014 and are looking forward to growing the business.”
Contact The Business Journal News Network at news@cnybj.com

Symphoria readies for 2014-15 season
SYRACUSE — Even as it wraps up its current slate of concerts, Symphoria, Central New York’s symphony orchestra, is already gearing up for next season. The symphony’s 2013-14 season, its first, ends on May 16 with a Pops concert, “Symphoria Goes to the Movies,” says Catherine Underhill, managing director of Symphoria. The first season included 22
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SYRACUSE — Even as it wraps up its current slate of concerts, Symphoria, Central New York’s symphony orchestra, is already gearing up for next season.
The symphony’s 2013-14 season, its first, ends on May 16 with a Pops concert, “Symphoria Goes to the Movies,” says Catherine Underhill, managing director of Symphoria.
The first season included 22 ticketed concerts, additional “outreach” performances, and free outdoor concerts during the summer of 2013, Underhill says. The orchestra has performed about 35 concerts in all since last summer.
On April 28, Symphoria announced a 20-concert, six-venue series for its 2014-15 season.
The new season begins Sept. 20 with a showing of “The Wizard of Oz” with live orchestration, the first of four concerts in the “Pops Series,” says Underhill.
“The orchestra will play what would be the musical soundtrack, so Judy Garland will still sing but the orchestral sound will be live,” Underhill notes.
Symphoria holds Pops and Master Works concerts in the Crouse Hinds Theatre of the John Mulroy Civic Center at 411 Montgomery St. in Syracuse.
Symphoria, one of only two co-op orchestras in the U.S., is the orchestra of Musical Associates of CNY, “a nonprofit organization made up of nearly 50 members of the former Syracuse Symphony Orchestra,” according to the Symphoria website.
The season then continues with “Music of Three Centuries,” the first of six “Master Works” concerts, which debuts Sept. 27.
Symphoria also returns to St. Paul’s Episcopal Cathedral at 310 Montgomery St. for four Sunday afternoon concerts as part of its “Casual Concerts.”
In addition, the orchestra, with accompaniment from the Syracuse University Oratorio Society, will perform “Messiah” at St. Paul’s on Dec. 7.
Symphoria’s “Spark Concerts” are performed in non-traditional venues with music programs designed specifically for those venues, the organization says.
The symphony will perform the “Spark Concerts” in downtown venues this season, returning to the Museum of Science and Technology, more commonly known as the MOST, on Nov. 1; the Everson Museum on Valentine’s Day; and to the WCNY Broadcast and Education Center on May 30, according to the Symphoria news release.
“At the Everson, where we’ll be on Valentine’s Day, the plan is to have the museum have on exhibition art works that suggest, or include scenes of romance or love or passion … We are building our musical program to enhance those same themes,” Underhill says.
Symphoria will also perform three “Young People’s Concerts” in the 2014-15 season, representing an increase from the two “Young People’s Concerts” in the current season.
The symphony has scheduled those concerts for Oct. 26, Jan. 31, and April 18 at Inspiration Hall, which is located at 709 James St. in Syracuse.
Inspiration Hall is a donated venue with “high-end” audio and visual equipment.
“… Because it’s being donated to us, the cost of projection equipment and screens and sound is included in that so it’s a great opportunity for us to be able to enhance our performances but keep our budget modest,” Underhill says.
New space
In an effort to make symphony music more accessible to more patrons, Symphoria has moved its box office downtown to 234 Harrison St.
“It’s easy to locate. It’s easy to get in and out of,” Underhill says.
The building owner at 250 Harrison St. is providing office space for Symphoria, including small storefront space at 234 Harrison for the box office.
The arrangement continues at least through the end of this year, according to Underhill.
Symphoria had been operating in donated space at 716 E. Washington before moving to its Harrison Street location in December, according to Underhill.
Besides the new location for its box office, Symphoria also added a smartphone app for last-minute concert goers.
It also offers free tickets to anyone 18 years old or younger and $5 tickets to all college students, Underhill said.
Season tickets for the 2014-15 Symphoria season are on sale now. Single tickets will go on sale May 15, the organization said.
Symphoria employs more than 50 people including 50 musicians and a staff of seven, including Underhill. Three of the Symphoria staff members are also members of the orchestra, she says.
Symphoria’s fiscal year continues through the end of August. “It’s been very successful … We’re seeing a lot of audience growth,” says Underhill.
Financial contributions from individuals, foundation, government sources, and businesses account for about half of Symphoria’s budget, which totals about $1.5 million, according to Underhill.
“We will be close to that,” she adds, referencing the amount of revenue Symphoria has generated in its first season.
Contact Reinhardt at ereinhardt@cnybj.com
Bassett’s new CEO, Vance Brown, starts July 1
COOPERSTOWN — The board of trustees of Bassett Medical Center in Cooperstown has appointed Dr. Vance Brown as president and CEO of the Bassett Healthcare Network and Bassett Medical Center, effective July 1. Bassett made the announcement April 28. Dr. Brown comes to Bassett from Portland, Maine–based MaineHealth, where he has been chief medical officer
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COOPERSTOWN — The board of trustees of Bassett Medical Center in Cooperstown has appointed Dr. Vance Brown as president and CEO of the Bassett Healthcare Network and Bassett Medical Center, effective July 1.
Bassett made the announcement April 28.
Dr. Brown comes to Bassett from Portland, Maine–based MaineHealth, where he has been chief medical officer (CMO) since 2008, Bassett said in a news release.
MaineHealth is the largest integrated health system in the three northern New England states with eight member hospitals, three affiliated hospitals, and annual revenue of about $2 billion.
The Bassett board of trustees has been preparing for the transition in leadership of the Bassett system since the time that [current president and CEO] Dr. William Streck announced he would be retiring, Dr. Thomas Morris, board chairman, said in the news release.
“Finding a successor to Dr. Streck, whose vision and leadership have shaped the growth and development of Bassett for the past 30 years, was not easy. However, we believe we have found a strong leader who can further advance Bassett’s mission of providing high quality care in a challenging health-care environment. We are delighted that Dr. Brown will be joining the organization,” Morris said.
Brown calls his appointment at Bassett “a privilege.”
“The organization is highly regarded as a leader in health-system integration and in rural health-care delivery, and I look forward to working with the employees, physicians, and community to continue building on that reputation and assuring a strong future for the organization,” Brown said.
As CMO at MaineHealth, Brown has been responsible for all medical issues at the corporate health-system level.
They included clinical strategic planning, integration initiatives, and clinical quality and safety improvement across the spectrum of care for the health system.
He was also senior medical officer for the Maine Medical Center Physician Hospital Organization, with 1,100 physicians, according to Bassett.
Prior to returning to his native state of Maine, Brown also served as the chair of the Department of Family Medicine at the Cleveland Clinic, according to Bassett.
Brown earned his undergraduate degree in biological sciences from Stanford University in Palo Alto, Calif. He then obtained his medical degree from the School of Medicine at Yale University in New Haven, Conn., according to Bassett.
Brown then completed his postgraduate residency training in family medicine at the University of North Carolina hospitals.
Dr. Brown also completed a residency in internal medicine at Yale-New Haven Medical Center in New Haven, Conn. He later completed additional residency training in emergency medicine at UCLA Medical Center in Los Angeles.
Both the American Board of Family Medicine and the American Board of Internal Medicine have certified Brown, according to Bassett.
Bassett Healthcare Network is a health-care system serving a 5,600-square-mile region in upstate New York. The organization includes six corporately affiliated hospitals, skilled-nursing facilities, community- and school-based health centers, and health partners in related fields.
Bassett Medical Center is a 180-bed, acute-care, inpatient teaching facility in Cooperstown that employs 3,000 people.
The medical center offers specialty care in several areas and maintains an academic program through its affiliation with Columbia University College of Physicians and Surgeons (Columbia P & S).
Columbia P & S formally established Bassett as a medical-school campus in 2009, Bassett said.
Contact Reinhardt at ereinhardt@cnybj.com
Siena survey: New York real-estate sentiment ‘strong’
New York state consumers’ assessment of the real-estate market remains “strong” and they expect further growth in property values. That’s according to Donald Levy, director of the Siena (College) Research Institute (SRI), which released its latest survey report of consumer real-estate sentiment in the Empire State on April 17. “Looking back over the last year,
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New York state consumers’ assessment of the real-estate market remains “strong” and they expect further growth in property values.
That’s according to Donald Levy, director of the Siena (College) Research Institute (SRI), which released its latest survey report of consumer real-estate sentiment in the Empire State on April 17.
“Looking back over the last year, twice as many residents, more so Upstate and in the [New York City suburbs], see improving conditions than those [who] feel recent months have been a bust. As they look to the 12 months ahead, half of all residents expect more growth while only one in seven predict decline. No question about it, the sentiment in New York is that, once again, the real-estate market is solid and secure,” Levy said in the report.
The overall current real-estate sentiment score among New Yorkers in the first quarter of 2014 is 11.2, down 0.8 points from the fourth quarter of 2013, according to the SRI data.
The figure is also above the point where equal percentages of citizens feel optimistic and pessimistic about the housing market.
Looking forward, the overall future real-estate sentiment score is 21.5, up from 19.2 last quarter, SRI said.
The sentiment figure also indicates New Yorkers expect the overall real-estate market and the value of property to increase over the next year.
Consumers also see the present as an improved time to sell with a score above breakeven at 9.6, up 6.5 points from last quarter, according to SRI.
At the same time, they also see it as a good time to buy with a positive score of 1.8, down 5 points from the fourth quarter.
The overall current real-estate sentiment score among upstate New Yorkers in the first quarter is 14.2, down 1.1 points from last quarter. The overall future real-estate sentiment score is 17.6, up 3.5 points from the fourth quarter.
The dynamic has changed when it comes to the “tug of war” between buyers and sellers, Levy said.
“No longer do buyers hold all the cards. Rather, overall and most especially in New York City, sellers have what buyers want and must compete for. Conditions are more balanced in the suburbs and Upstate, but it looks like large seller concessions and seemingly permanent yard signs are a thing of the past,” Levy added.
A sentiment score of zero (0) in any category reflects a breakeven point at which the survey measured equal levels of optimism and pessimism among the population relative to the overall market, or buying or selling real estate, according to SRI.
Scores can range from an absolute low of -100 to a high of 100, but scores below -50 or above +50 are both rare and extreme, SRI said.
SRI conducted the survey of consumer real-estate sentiment throughout January, February, and March by random telephone calls to 1,886 New York state residents age 18 or older. As the sentiment scores are developed through a series of calculations, “margin of error” does not apply, SRI says.
Contact Reinhardt at ereinhardt@cnybj.com
Chase creates new upstate market, names market leader
SYRACUSE — JPMorgan Chase Bank recently reunited upstate communities into its new upstate New York market and tapped William Dehmer to lead the new market. The commercial banking middle market region combines seven markets — Albany, Syracuse, Rochester, Buffalo, Elmira, Western New England, and Northern Pennsylvania. The move makes sense for a number of reasons,
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SYRACUSE — JPMorgan Chase Bank recently reunited upstate communities into its new upstate New York market and tapped William Dehmer to lead the new market.
The commercial banking middle market region combines seven markets — Albany, Syracuse, Rochester, Buffalo, Elmira, Western New England, and Northern Pennsylvania. The move makes sense for a number of reasons, Dehmer says.
First, 32 of Dehmer’s 35 years in commercial banking have been in the upstate New York region, so he knows the territory. “I know the market. I know many of the companies, and I know the opportunities,” he says.
During his 25 years with Chase, Dehmer has also served as team leader, regional manager, and division manager for the Albany and Syracuse markets; market manager for the Connecticut/Bronx/Westchester market; and, most recently, as market manager for the New York Upstate East/New England markets since 2012.
The upstate cities — minus New England and Pennsylvania — were previously united into one market until several years ago, Dehmer notes. At that time, it made sense to restructure markets to focus on growing the bank’s business in New England. Now that the New England market is doing well, it makes sense to shift focus once again and join the upstate region back together, he says. Western New England and Northern Pennsylvania are included because the regions have many similarities.
The change is a good one that allows Chase (www.chase.com) to streamline and sharpen its focus on the market, Dehmer says. The primary goal is to grow Chase’s market share across the region, particularly in New England and Pennsylvania.
According to the FDIC’s June 30, 2013 market share report (the most recent available on its website), JPMorgan Chase Bank currently ranks fourth in the Syracuse metro area with a 7.31 percent share of total deposits through its 13 area branches. It’s behind M&T Bank (23.62 percent), Key Bank (18.24 percent), and First Niagara (7.37 percent).
“All of our competitors are fine competitors,” Dehmer says, however, Chase brings some considerable offerings to the table, namely its size and scale. Chase is the U.S. consumer and commercial banking division of JPMorgan Chase & Co. (NYSE: JPM) and has $2.5 trillion in assets and locations in more than 60 countries. Chase has more than 5,600 branch offices and serves more than 4 million small businesses and 19,000 mid-sized businesses in 29 states.
It’s that local connection that sets Chase apart, Dehmer says. “We pride ourselves on being a big bank with a local touch.” That means decisions are made locally and service is provide locally. Chase’s opportunity and challenge is to bring that size and scale to the local customer, he says.
While he works to get acclimated to his new position, Dehmer will continue to oversee the New England market until his replacement is found.
Contact The Business Journal at news@cnybj.com
Chase business leaders survey shows optimistic outlook
The 2014 Chase Business Leaders Outlook shows increased optimism from U.S. and New York business leaders, which should translate into an equally optimistic outlook for the banking industry, the banking company says. Chase surveyed 3,500 business leaders and found that 73 percent of middle market companies (those with annual revenue between $20 million and $500
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The 2014 Chase Business Leaders Outlook shows increased optimism from U.S. and New York business leaders, which should translate into an equally optimistic outlook for the banking industry, the banking company says.
Chase surveyed 3,500 business leaders and found that 73 percent of middle market companies (those with annual revenue between $20 million and $500 million) and 67 percent of small businesses (firms with revenue ranging from $100,000 to $20 million) expecting increased sales this year. More than half of survey respondents anticipate higher profits this year.
“Things are feeling better. Things are getting better,” says William Dehmer, Chase’s market manager for its upstate New York market.
About 54 percent of middle market businesses and 42 percent of small businesses are optimistic about the nation’s economy, up 17 percent and 5 percent, respectively, from last year. And when it comes to their local economy, 63 percent of middle market companies and 57 percent of small businesses have a positive view.
That all adds up to good news for Chase and the banking industry in general, Dehmer says. “If our clients are growing, that creates opportunity for us to support that growth.”
About 70 percent of middle market companies anticipate a need for financing this year for initiatives including capital equipment, working capital, and acquisitions. About 61 percent of small businesses will consider financing this year for needs including working capital, capital equipment, and technology investments.
The change is refreshing to see after the long, slow recovery from the recession, Dehmer says. “I think for a number of reasons, you’re seeing a higher degree of optimism,” including here in the upstate New York market, he adds.
In New York state, 70 percent of middle market businesses and 63 percent of small businesses expect to increase sales in 2014. About 61 percent of middle market companies and 59 percent of small businesses expect to increase profits this year.
The survey found that 52 percent of middle market New York companies and 41 percent of New York small businesses expressed a positive outlook about the national economy. It found 48 percent of middle market companies and 43 percent of small businesses indicating a positive view about their local economy.
About 53 percent of middle market companies nationally and 50 percent in New York plan to add full-time employees this year, according to the survey. About 29 percent of small businesses nationally and 21 percent in New York plan to add full-time employees. In New York, about 29 percent of small businesses plan to add part-time employees.
To view the full 2014 Chase Business Leaders Outlook, visit: chase.com/businessleadersoutlook
Contact The Business Journal at news@cnybj.com

When Erna talks, people listen
“When E. F. Hutton talks, people listen.” — 1980’s advertisement tag line. ONEONTA — News flash from the Spectrem Group, an Illinois–based investor research and consulting firm: Total millionaire households in the U.S. jumped during 2013 to more than 9.6 million. That’s an increase of more than 600,000, or nearly 7 percent, over the previous
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“When E. F. Hutton talks, people listen.” — 1980’s advertisement tag line.
ONEONTA — News flash from the Spectrem Group, an Illinois–based investor research and consulting firm: Total millionaire households in the U.S. jumped during 2013 to more than 9.6 million. That’s an increase of more than 600,000, or nearly 7 percent, over the previous year. The number of households with more than $5 million in assets grew to 1.24 million.
What to do with all that wealth? The answer is to manage it. But how?
Enter Erna Morgan McReynolds, financial advisor, managing director, wealth-management portfolio manager, and international-client advisor of the Morgan McReynolds Group — headquartered on Outer Chestnut Street in Oneonta. For the past six years, she has been recognized by Barron’s as one of “America’s Top 100 Women Financial Advisors,” based on assets under management, revenue generated for the firm, and the quality of the practice.
Research magazine nominated Morgan McReynolds as “Woman Consultant of the Year.” Morgan Stanley named her an “International Client Advisor” because of her experience working with non-resident clients and in 2010 invited Morgan McReynolds to sit on the company’s Business Owner Executive Council. In 2013, the financial-services firm named her to the Chairman’s Club. Most recently, the Financial Times included Morgan McReynolds in its list of America’s “Top 400 Financial Advisors.”
The Morgan McReynolds Group at Morgan Stanley is a wealth-advisory business located in Central New York, an area designated by Morgan Stanley that includes Albany, Binghamton, Elmira, the North Country, and Syracuse.
“As of February, we have more than $500 million in assets under management,” says the managing director, “and we accomplish this with a staff of six. The team assets have grown more than 50 percent just in the last five years. Our clientele is diverse … A lot of them have been with us for 25 years, and the average client has been with us for seven years. We are now getting to know their children and even their grandchildren.” In 2013, the typical account size for Morgan McReynolds’ clients was about $1 million and the clients’ net worth averaged $3 million.
Navigating change and adversity
Morgan McReynolds started with E.F. Hutton in 1986. The stock-market crash in the fall of 1987 forced Hutton to merge with Shearson Lehman/American Express in 1988. The brokerage house subsequently changed names at a dizzying pace, becoming just Shearson, then Smith Barney Shearson, Shearson again, Citi Smith Barney, and finally Morgan Stanley. Morgan McReynolds became the Oneonta group’s managing director in 2005.
Through all the changes, Morgan McReynolds and her husband and business partner Tom Morgan focused on their clients. “I never believed in selling ‘hot stocks,’” asserts Morgan McReynolds. “My approach was to think of the client first and look at a client’s total picture and give advice on not only investing but also in financial planning, business succession, and estate planning. When I started, we were called brokers. Now, we’re called financial advisors, but I always considered my role to be advisory. Whatever the name, it’s the idea of looking at the total picture and matching the client’s aspirations to a strategic plan, [i.e.,] total financial planning. There is no cookie-cutter approach; no canned plans. Every client is different.”
Morgan McReynolds says that the secret to her success is listening. “[In my first career], I was a journalist. I became passionate about writing after I won a Dow–Jones scholarship to a summer writing program at Blair Academy in New Jersey. I took several jobs as a local newspaper reporter, including a … [stint] as a sports reporter, even though I was not athletic and knew nothing about sports or the lingo. I even talked a newspaper editor into making me the news director, to which he agreed as long as I sold advertising in addition to directing the news. As a reporter, I was always a good listener which prepared me to listen to my financial clients.”
Tom Morgan, now retired from the business, has a broader view of the reasons for his wife’s success. “Her clients understand she cares about them,” avers Morgan. “She also has an unbelievable memory for their details and situations, wishes, and fears. If their affairs are particularly complicated, she has the perfect mind for dealing with such. [Erna also] … brings excellent judgment to their situations. Many older clients feel she is like a daughter to them … [while] many younger clients feel she is like a mom to them. Her memory and judgment have helped her find solutions to some … [very] complex problems … [and her] solutions … have saved clients considerable amounts of money … [Erna also] treats and trains her staff with care and caring. They have been faithful to her over many years, and together they are a formidable team.”
When Tom Morgan was in the business, he developed “Money Talk,” a radio show that runs on weekdays and also appears as a syndicated newspaper column. The radio and newspaper recognition attracted large numbers of people to his investment seminars. Those who attended already knew the Morgan name and investment philosophy, which proved more effective than the typical prospect interviewing a financial-investment advisor. Not surprisingly, many of his attendees became clients. The broadcasts and columns brought investors from Pennsylvania, Ohio, and locations all across Upstate.
How she started
Ultimately, Erna Morgan McReynolds’s success is due to her brains, hard work, and grit. She grew up in Gilbertsville, N.Y., an historic village in Otsego County, population 399. The family was poor, and Erna, at an early age, took responsibility for overseeing the family budget. When her father was unable to work, Erna’s mother took a job at the Bendix Corp., requiring Erna at age 8 to assume the cooking role for the family. In her early teens, she worked after school and on weekends, while earning perfect grades in school. She found time to develop a love for classical music and also enrolled in a Cordon Bleu cooking course. McReynolds read every book in the school library and then in the public library, while finishing her high-school curriculum and simultaneously taking some college courses.
Her passion to live in another country took her to New Zealand, where she landed a job on a daily newspaper as the energy reporter. Shortly after she took on the assignment, the 1973 energy crisis erupted. Her stories got front-page leads. Next, she journeyed to London where she won a producer’s spot on the London Broadcasting Corp., eventually producing the most widely listened-to radio program in Europe. McReynolds was 23. Tom Morgan, who had also grown up in Gilbertsville, was courting McReynolds at the time — long distance. He convinced her to return to New York City, where she became a producer for NBC radio and television, including the “Today Show.”
Today, The Morgan McReynolds Group serves individual and institutional clients in 22 states. It also provides consulting services to two Caribbean nations — Anguilla and St. Lucia. “In 1994, we signed an agreement with the National Bank of Anguilla to provide a broad range of investment services to its customers,” notes Morgan McReynolds. “The agreement was unique. We were proud to have been part of the development of the island … It’s important that their capital stays there and works for the community.” The Morgan McReynolds Group also pioneered the concept that some of these countries’ social-security funds should be invested in stocks and bonds, and they pushed two of the islands to create and endow community foundations.
In addition to managing the group practice, Morgan McReynolds is active in the Otsego and Delaware counties’ communities. She helped to found the Executive Service Corps of the two counties, chaired the United Way, and served on the boards of the chamber of commerce, Hartwick College, and Friends of Bassett. She also served on the boards of the Orpheus Theatre, the Indian Hills Girl Scout Advisory Council, the New York State Historical Association Development Committee, and the Catskill Symphony Orchestra. Along with husband Tom, she has been an active fund-raiser for the Franklin Stage Co. and the Catskill Area Hospice. In 1997, the couple set up the Tom Morgan & Erna J. McReynolds Charitable Foundation, which makes grants for cultural, educational, and artistic endeavors. In 2011, according to the most recent reporting on file, the foundation reported assets of $328,241 and revenue of $47,837. It disbursed $20,855.
Morgan McReynolds and her husband of 30 years reside in the town of Franklin in Delaware County, surrounded by 100,000 daffodils. As long as people continue to listen to her, she has no plans to retire.
Contact Poltenson at npoltenson@cnybj.com
Editor’s note: The Investment Q&A feature appears regularly in the Banking & Wealth Management special reports of The Central New York Business Journal, spotlighting area investment professionals and their views on the financial markets and investments. In this issue, Alan Leist provides his outlook. Alan R. Leist III, CFA, chief investment officer at Strategic Financial
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Editor’s note: The Investment Q&A feature appears regularly in the Banking & Wealth Management special reports of The Central New York Business Journal, spotlighting area investment professionals and their views on the financial markets and investments. In this issue, Alan Leist provides his outlook.
Alan R. Leist III, CFA, chief investment officer at Strategic Financial Services in Utica.
CNYBJ: What is your view on where the financial markets are headed in the coming months?
Leist: On my first day in the investment business, I received a particularly bad piece of unsolicited advice: “Always be bullish, no matter what!” This stance has always struck me as dangerous, a product of the Wall Street sales machine. I was reminded of that long-ago conversation at the start of this year when reading a popular survey of leading market strategists. All of these “experts” were calling for the market to be up again in 2014. I couldn’t help but laugh. Everyone was bullish.
The market may very well be up this year. We don’t know. Over the short-term, no one ever really knows for sure. At Strategic, we simply employ a disciplined, repeatable process to make sound decisions in protecting and advancing client capital over the long-term across market cycles. On occasion, we may even recognize that the bull deserves a short rest.
U.S. Stocks: With a weather-related pause in the domestic economic recovery, an escalation of geopolitical risk, and the Federal Reserve in transition mode, equity investors were patient to start the year and refused to chase stocks after 2013’s historic rally. Nevertheless, a familiar theme quickly returned. As soon as the market showed any sign of weakness, buyers stepped in to put a floor under U.S. stocks in the absence of attractive alternatives elsewhere. This pattern has been repeated consistently for the past several years, instilling an imprudent sense of complacency among investors.
Market sentiment and valuation tend to swing like a pendulum, occasionally moving to the outer edges, but rarely pausing in the middle. Five years after the final washout in 2009, the momentum remains on the side of the bulls in a low-interest rate world that supports ever-higher prices for stocks and other risk assets. However, the market has recently shown some signs of exhaustion, most notably in the type of speculative stocks that often emerge at tops. A reacceleration of economic growth is needed to drive corporate sales and to justify current valuations. As we wait for fundamentals to catch up to stock prices, the market likely will mark time within the recent range, occasionally retesting lows and flirting with new highs.
Bonds: A sell-off in the bond market was all but guaranteed at the start of 2014. As is often the case, however, the market moved against popular opinion. A rally ensued as the economy showed some signs of weakness and the Russian-Ukraine conflict drove investors toward safety. Yes, fixed-income investing will be a challenge for the next few years, but bonds are the ballast in a well-diversified portfolio, allowing for prudent risk to be taken elsewhere. A high quality, laddered, relatively short-duration strategy will help protect investor capital until better values emerge in other segments of the capital market and interest rates inch closer to levels that are more normal.
CNYBJ: Provide specific recommendations for investments that clients should be making right now.
Leist: At Strategic, we have been net sellers of small and mid-cap stocks in recent months despite the persistent calls of the bulls. Client portfolios have been rebalanced back to targets in domestic equities in order to capitalize on better values elsewhere in the market. Sales proceeds were directed toward international stocks, including emerging markets, commodities, and even cash. A note on emerging markets: valuation and demographic trends support attractive longer-term returns. Investors should expect bouts of near-term volatility that present an opportunity for entry at favorable levels.
CNYBJ: What do you see as the greatest risks investors need to be aware of and seek to avoid in the coming months?
Leist: A disorganized unraveling of Federal Reserve policy, corporate-margin compression and a still fragile global recovery remain among the key risks for 2014. Until there is a pick-up in the pace of top-line growth, segments of the market appear to be fully valued, if not outright pricey, at current levels. With valuation no longer a cushion, we are due for a healthy correction that tests the conviction of investors and sets the stage for the next leg higher in the bull market.
Acting as an offset to dysfunctional policy making in Washington, the Federal Reserve’s monetary stimulus program has distorted asset prices across the entire investment spectrum. Investors must resist the temptation to reach for returns. Protecting capital is the first rule of successful investing. Insist on quality with a margin of safety in every investment decision.
First Niagara CFO: No current plans to consolidate more branches
Following first-quarter earnings that were reduced by charges related to recent branch closures, First Niagara Financial Group’s chief financial officer, tells The Business Journal News Network, the banking company is not planning to close any more branches at this time. “We don’t have any current plans to consolidate more branches,” Gregory W. Norwood, CFO, says
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Following first-quarter earnings that were reduced by charges related to recent branch closures, First Niagara Financial Group’s chief financial officer, tells The Business Journal News Network, the banking company is not planning to close any more branches at this time.
“We don’t have any current plans to consolidate more branches,” Gregory W. Norwood, CFO, says in an interview.
First Niagara (NASDAQ: FNFG) on April 24 reported that its first-quarter net income declined 13 percent from the year-ago period, amid restructuring costs to close branch offices.
The Buffalo–based parent company of First Niagara Bank N.A. generated net income available to common shareholders of $51.9 million, or 15 cents a share, in the first quarter, which included $8.3 million in after-tax restructuring and severance expenses related to branch closures and staffing moves.
That’s down from $59.7 million, or 17 cents, in the first quarter of 2013, which included $4.3 million in after-tax charges related to executive departures.
Excluding restructuring charges, First Niagara produced operating earnings of 17 cents a share in this year’s first quarter, which was in line with analysts’ consensus estimates, according to Yahoo Finance data, citing the estimates of 12 stock analysts.
First Niagara, the fourth largest bank in the 16 county Central New York market ranked by deposit market share, closed 10 branches companywide in the first quarter. They included two Southern Tier offices — one each in Owego and Conklin. First Niagara also shuttered five branches in Pennsylvania and three in Western New York. The moves came in response to customers’ increased use of its online, mobile, and telephone-banking options, the banking company says.
In all, First Niagara has consolidated 70 branches since 2011, according to a document it presented to investors on April 24.
“What customers want to do in branches is changing. We will continue to look at the physical footprint [of the branch network] as well as what people want in branches,” Norwood says.
First Niagara said in its earnings report that the first quarter was highlighted by continued balance-sheet growth, steady credit quality, and stable core net interest margin.
Average loans increased 8 percent annualized compared to the prior quarter. Average commercial business and real-estate loans rose 9 percent annualized over the previous earnings period.
First Niagara generated “really strong loan production, maybe stronger than even I anticipated,” Norwood says. “And it’s what I would say is high-quality loan growth.”
Norwood notes that the bank didn’t depend on making large loans to generate its growth.
The largest loan First Niagara made in the quarter was only $12 million, he says, adding that the average loan was probably “high single digits” in millions of dollars.
When asked how well the banking company’s Central New York operation is performing, Norwood says, “We still have a significant presence in that market — 700 to 800 employees. The entire Upstate market has performed very well for us, [producing] high single-digit [percentage] revenue growth.”
First Niagara issued its earnings report before the open of trading on April 24. In the three trading days that followed, its stock price fell by 3.4 percent from $9.25 to $8.94, as of the close on April 28. Year to date, the stock was down almost 16 percent.
Going forward, analysts are expecting First Niagara to generate earnings per share of 18 cents on revenue of about $360 million in the second quarter, ending June 30, according to Yahoo Finance data.
First Niagara says it’s a multi-state community-oriented bank with 411 branches, $38 billion in assets, $28 billion in deposits, and about 5,800 employees serving New York, Pennsylvania, Connecticut, and Massachusetts.
Contact Rombel at arombel@cnybj.com
Tompkins Financial profit rises 9 percent in first quarter
ITHACA — Tompkins Financial Corp. (ticker symbol: TMP) reported that its net income rose more than 9 percent to $12.6 million in the first quarter from $11.5 million in the year-ago quarter. The Ithaca–based banking company’s earnings per share rose over 6 percent to 84 cents in the first quarter from 79 cents a year
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ITHACA — Tompkins Financial Corp. (ticker symbol: TMP) reported that its net income rose more than 9 percent to $12.6 million in the first quarter from $11.5 million in the year-ago quarter.
The Ithaca–based banking company’s earnings per share rose over 6 percent to 84 cents in the first quarter from 79 cents a year earlier.
“We are pleased to start 2014 with the strongest first quarter in our history,” Tompkins Financial president and CEO Stephen S. Romaine said in the earnings report. “In addition to earnings per share growth over the first quarter of 2013, loan and deposit levels increased from the same period last year, and from the most recent prior quarter. At the same time we saw continued improvement in nearly all credit quality indicators.”
Tompkins Financial’s net interest income increased almost 5 percent to $40 million in the first quarter from the same period last year.
The net interest margin for the first quarter of 2014 was 3.6 percent compared to 3.57 percent in the first quarter of 2013.
Noninterest income at Tompkins Financial was nearly unchanged at $17.43 million in this year’s first quarter, compared to $17.39 million a year earlier.
Credit quality improved in the latest quarter with non-performing assets representing 0.81 percent of total assets, the lowest this percentage has been over the past five years, the banking company said.
Tompkins Financial took a provision for loan and lease losses of $743,000 in the first quarter of 2014, down 28 percent from $1,038,000 in the first quarter of 2013.
Net loan and lease charge-offs totaled $699,000 in the first quarter of 2014, down from $1 million a year prior.
Tompkins Financial’s total loans of $3.2 billion as of the end of this year’s first quarter were up 7 percent over the same period in 2013, and increased an annualized 1.3 percent over year-end 2013.
The company also declared a quarterly dividend of 40 cents per share, payable on May 15 to shareholders of record on May 5.
Tompkins Financial is a financial-services firm serving the Central, Western, and Hudson Valley regions of New York and the Southeastern region of Pennsylvania. It is parent to Tompkins Trust Company, The Bank of Castile, Mahopac Bank, VIST Bank, Tompkins Insurance Agencies, Inc., and Tompkins Financial Advisors, which offers wealth-management services.
Contact Rombel at arombel@cnybj.com
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