Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.
Paragon Environmental Construction and NYEG Drilling plot continued growth
BREWERTON –– Paragon Environmental Construction, Inc. (PEC), and its subsidiary company NYEG Drilling, LLC are growing side by side and plan to make equipment and facility investments to keep expanding. PEC and NYEG are currently located at 5664 Mud Mill Road in Brewerton. The two companies share the 8,400-square-foot office as well as equipment and […]
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
BREWERTON –– Paragon Environmental Construction, Inc. (PEC), and its subsidiary company NYEG Drilling, LLC are growing side by side and plan to make equipment and facility investments to keep expanding.
PEC and NYEG are currently located at 5664 Mud Mill Road in Brewerton. The two companies share the 8,400-square-foot office as well as equipment and employees when needed.
NYEG provides drilling services at environmental construction sites. PEC offers environmental remediation and construction work such as demolition, tank removal and installation, setting up treatment systems, as well as site development.
Peter Paragon, sole owner of PEC and NYEG, believes that the diversification and continuity between the two businesses has allowed them both to grow. He says the field people from both companies are very mobile and cross-trained in environmental and safety-related issues, so the firms can share work crews.
“We feel we have a nice turn-key operation package that we can offer support to a lot of clients from the beginning to the end of the project,” says Paragon. “It doesn’t matter if we get a piece of the project or the whole project. We may just provide drilling services and never get involved in the construction portion, and sometimes we are doing it all, from the drilling to remediation to restoration.”
Paragon says that many of the companies that NYEG and PEC competes with may offer construction or drilling services but not both.
“While most environmental contractors don’t have access to drill rigs and most drilling companies don’t have access to yellow iron, we feel we have the best of both worlds,” he says. “We own all that internally, so we can be more efficient, more aggressive after work.”
Paragon says NYEG also owns wet/dry vacuum trucks that allow it to perform utility clearance below ground, prior to the commencement of any drilling.
PEC’s continued growth
Paragon had been working in the construction industry since 1987, and had found the business “intriguing.” In 1999, Paragon decided to venture off on his own, and founded PEC.
The company has grown to 56 employees after starting out with just four workers. Paragon says PEC is in the process of hiring more employees in management and in the field, and is expecting to grow to 65 employees by the end of this month.
Paragon says that PEC has been active in the construction of convenience stores and gas stations.
“The convenience store industry is roughly about 35 years old. A lot of convenience stores need to be torn down, rebuilt, remodeled, and install new state of the art petroleum equipment,” he says. “So we see a lot of that business right now. It’s a specialty business, and there are a lot of opportunities there.”
PEC has built three convenience stores in the last two years, and is looking to do more such projects.
Paragon says the company completes more than 500 jobs annually. It serves a wide variety of clients including major utilities, major energy companies, engineering, architectural firms, local consulting firms, and national and local governments.
“We have over 1,500 clients in our databank that we’ve done business with, and a lot of them are repeat clients,” he says. “We do a lot of work for municipalities, schools. We just completed a job for Hamilton County, so it’s all across the board.”
Paragon says the company’s repeat customers are mainly the local engineering, architectural and consulting firms, and national firms that have offices all over the country. He says PEC has earned a good reputation for providing strictly construction services.
“A lot of engineering firms and consulting firms are calling us because we are not a competitor for what they are doing,” he says. “A lot of companies similar to Paragon [Environmental Construction] go out there and offer that consulting service, and we don’t … and I think that’s what makes us win.”
PEC’s revenue grew by about seven percent last year, says Paragon. The company expects 15 to 20 percent growth this year.
Drilling spin-off
In May 2010, Paragon founded his second company, NYEG Drilling, LLC, an environmental and geotechnical drilling firm. Paragon says that although PEC had been doing drilling at construction sites since 2006, he decided to set up NYEG as a separate, stand-alone company because of the increasing amount of work the drilling portion of the business was performing.
“We formed a separate company to stand on its own that provides drilling services and has its own identity. And it’s been doing great,” he says. “I’ve got some great people — Jeff Grant, president; Marc Cheney, vice president; and Natalie Meneilly, project manager — who have vast amounts of experience in the line of work they perform, and as a result, things are booming.”
NYEG is licensed in New York, Massachusetts, Pennsylvania, North Carolina, South Carolina, Ohio, and Georgia, serving geotechnical engineers, structural engineers, architectural firms, municipalities, and power companies. The 15-18 employee company is in the process of hiring two more field staff, and plans to add four more by the end of this year.
NYEG, a full-service drilling firm, not only does geotechnical drilling that helps collect the information for designing foundation systems for buildings, bridges, and various structures, but also provides environmental drilling services that help its clients monitor and clean up contaminated soil.
Cheney, who has been in the drilling industry for more than two decades, says the company’s geotechnical side of the business is typically busier in the fall and winter as engineers and architects usually try to get their design work done prior to the construction season.
“The environmental side of NYEG’s business typically takes place in the milder months, so we can construct wells, extraction systems, and provide injection services during months with warmer temperatures,” he says. “That’s just a nice balance. So we are busy year-round.”
Cheney says the company has spent $305,000 on equipment purchases in the past six months and has ordered a new support truck for the drill crews. It also has forged a purchase agreement on a new vacuum truck to remove excess moisture.
“This will be a highly focused service provided by NYEG for the upcoming year,” he says. “We already provide this service. However, the new unit will make us much more efficient and we will be able to pass on the benefit to our valued customers.”
Cheney says the cost of the new support truck and vacuum truck will exceed $420,000.
The companies are also planning on facility expansion because they need extra space for their equipment.
“The PEC-NYEG team has outgrown our existing warehouse and repair facility, so we are in the planning stages of building a new 12,000-square-foot facility to house the expansion,” he says.
The new addition will cost about $500,000, and should be completed by company staff this fall, says Cheney.
NYEG generated a 37-percent increase in sales during the last quarter of 2011, and has seen a steady increase in requests for proposal from clients this year, he says. The company is expecting revenue growth of 35 percent in 2012.
Looking south for growth
Last fall, NYEG acquired EARTHCON Drilling & Construction, a company based in Greenville, S.C. The acquisition was an asset purchase. Transaction terms were not disclosed. Along with the company’s name, NYEG bought EARTHCON’s drilling equipment and customer list, and hired its three employees. Serving as a branch office under NYEG, EARTHCON now provides drilling services to its clients.
Cheney says NYEG saw opportunities in South Carolina because the Greenville area is experiencing growth. After speaking with some of its existing clients who have offices in South Carolina, the company identified a need for quality drilling services in the area.
“EARTHCON primarily provided geoprobe [environmental drilling] services, and they didn’t have a real strength in [geotechnical] drilling services,” he says. “We knew we have a strength in that, so that’s why we knew we could expand that office.”
After acquiring EARTHCON, NYEG refurbished the equipment it acquired including track-mounted geoprobes, trucks, trailers, and a truck-mounted drill rig.
Paragon says PEC is planning on starting a construction division in the Greenville area by mid-summer. He says both PEC and NYEG will be enhancing the services that they currently have, and continue drilling their way to success.
POMCO joins new market with health-reform CO-OP
SYRACUSE — POMCO Group’s involvement in a new type of health-benefit plan gives it a piece of an evolving market and a chance to help expand the availability of health insurance, according to the company’s senior executive vice president. Syracuse–based POMCO will administer the benefits for the first Consumer Operated and Oriented Plan (CO-OP) in
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
SYRACUSE — POMCO Group’s involvement in a new type of health-benefit plan gives it a piece of an evolving market and a chance to help expand the availability of health insurance, according to the company’s senior executive vice president.
Syracuse–based POMCO will administer the benefits for the first Consumer Operated and Oriented Plan (CO-OP) in New York. CO-OPs are nonprofit health-insurance plans called for in every state under the 2010 Patient Protection and Affordable Care Act, the federal health-care reform law.
It’s a familiar role for POMCO, which specializes in administering benefits such as medical benefits, dental benefits, and disability benefits for self-funded health and risk-management plans. But the CO-OP is a new and still-changing client.
The New York CO-OP is scheduled to start accepting enrollment in the fall of 2013 and begin providing coverage at the start of 2014. It will aim to offer affordable health plans to individuals and small businesses.
“This is an opportunity for us to play in a whole new market and maybe do some good along the way,” says Donald Napier, POMCO’s senior executive vice president.
“It’s going to serve an underserved group of folks,” he says. “It’s [for] all individuals. It’s going to be the small groups that are looking for relief and an opportunity to purchase insurance where maybe they hadn’t been able to before.”
The New York CO-OP is being started with $174 million in no-interest and low-interest loans from the federal Centers for Medicare & Medicaid Services. Brooklyn–based Freelancers Union, a national nonprofit organization that serves independent workers and has 170,000 members, is sponsoring the CO-OP.
As the plan’s sponsor, Freelancers Union is responsible for helping to start the CO-OP. But the CO-OP will be a separate organization with its own CEO and board of directors.
Freelancers Union was also responsible for choosing POMCO to administer the CO-OP’s benefits. POMCO’s role is to act as the CO-OP’s infrastructure, Napier says.
“We basically administer all the services for them to run their own self-funded health plan,” he says.
For the time being, POMCO will center its attention on helping it put together a provider network, Napier says. That network will support the National Committee for Quality Assurance’s Patient-Centered Medical Home initiative, which is an attempt to improve primary care by organizing medical care around patients, coordinating that care between different providers, and tracking care over time.
“That’s going to be the focus of our energies until the product is ready,” Napier says. “The nuts and bolts of the transactional business are up. We do that every day.”
Freelancers Union and POMCO estimate the CO-OP will cover 100,000 people in New York within seven years. But it is too early to estimate how its addition to POMCO’s portfolio will affect the firm’s revenue, Napier says.
POMCO generated $51 million in administrative revenue in 2011. It is projecting revenue growth of 8 percent to 10 percent in 2012, according to Napier. The company managed the equivalent of more than $1 billion in premiums in 2011, he adds.
If the new CO-OP does insure the estimated 100,000 New Yorkers, POMCO Group could hire 100 new employees over the next seven years, Napier estimates. The firm has added 41 new positions in the last year. It has a total of 400 employees, with 340 in Syracuse.
The company will have room for new employees because it is in the process of expanding its headquarters at 2425 James St. in Syracuse, according to Napier. POMCO is adding a 20,000-square-foot, two-floor expansion to its existing 77,000-square-foot building.
The expansion is slated to be complete this fall, Napier says. Crews broke ground on the work in early 2012.
POMCO did not share cost estimates or sources of funding for the expansion. Syracuse–based Beken Contracting Services LLC is the project’s general contractor, and the Syracuse architect Robert Abbott is its architect.
Enlarging the headquarters is not a direct result of the new CO-OP business, Napier says.
“The building expansion was really linked toward growth in general,” he says. “[The CO-OP] is just another way to support it.”
Selecting POMCO
Freelancers Union selected POMCO to administer the CO-OP’s benefits in part because the Syracuse–based company understands the New York State medical community, according to Ann Boger, Freelancers Union’s COO.
“We were looking for partners that would have strong relationships to the local provider communities and have an understanding of the local market,” she says. “One of the goals of the CO-OP is to be able to serve a really wide group of members across the state. POMCO seemed to be a natural fit for that.”
Freelancers Union was not new to the health-insurance realm. It provides health insurance to over 23,000 of its members in the New York City area through a wholly owned subsidiary, Freelancers Insurance Company.
The organization decided to sponsor the CO-OP because it wanted to help reshape the health-insurance landscape, Boger says.
“We’re trying to pull together our experience with our members and think about how you make a program that meets member and consumer needs,” he says. “We are looking for as many opportunities as possible to experiment and create change within the system.”
Freelancers Union is sponsoring two other CO-OPs in the United States — one in New Jersey and one in Oregon. Its New Jersey CO-OP is in line to receive $107 million in federal loans, and the one in Oregon is set to receive $59 million.
The plans are part of 10 that the federal government has approved to receive a total of $845 million in loans.
Redevelopment planned for vacant building on Near West Side
SYRACUSE — New life could soon be returning to a massive vacant building on the Near West Side of Syracuse. A group of partners is planning a redevelopment of the 55,000-square-foot Engleburg Huller Building at 831 W. Fayette St. The structure was originally built in the late 1800s and spans an entire city block, according
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
SYRACUSE — New life could soon be returning to a massive vacant building on the Near West Side of Syracuse.
A group of partners is planning a redevelopment of the 55,000-square-foot Engleburg Huller Building at 831 W. Fayette St. The structure was originally built in the late 1800s and spans an entire city block, according to Short Enterprises of Syracuse, which is handling project development for the effort.
Michael Short, Short Enterprises CEO, says the hope is to transform the building into manufacturing, art studio, and entrepreneurial flex space. The first phase of the project would renovate about 30,000 square feet on the building’s first floor. A second phase would involve demolishing a portion of the building to expand parking.
Plans for the structure’s upper floors are still in the works, Short says, but could involve living space for building tenants.
The flex space would be aimed at early-stage companies just leaving incubators like the Tech Garden in downtown Syracuse. Short, who formerly worked with Syracuse University’s Near Westside Initiative, says it always bothered him that young companies were often asked to sign long leases or pay high rents they couldn’t afford early on.
Short launched his company in the fall of 2011 after his time with the Near Westside Initiative, an effort spearheaded by Syracuse University to aid the neighborhood. Short Enterprises provides services including grant and proposal writing for businesses and nonprofits, aid with various development incentives, and consulting on economic-development projects.
The firm has signed up more than 15 clients so far and is working on nearly $12 million in redevelopment projects in Syracuse. Short is aiming to hire as many as five people over the next year.
The idea for the Engleburg Huller building is to keep leases flexible and allow young companies to gain a foothold in their markets, Short says. The space should aid the Near West Side, he adds.
Once companies establish themselves in the neighborhood, they’re more likely to stay, he notes. The facility would be designed for four to five tenants.
Short says he’s already been in talks with potential occupants, including a company that works with reclaimed iron to create high-end cookware. It’s the kind of company that could hire people from within the Near West Side neighborhood, he adds.
In 2000, Scott Rimualdo, who was running a countertop business at the time, bought the building and planned to turn it into a mixed-use facility.
Rimualdo died in a car crash in 2002, but his estate still owns the building in the partnership with James Raite, owner of Syracuse–based contractor Time Cap Development Corp. Rimualdo’s father Ralph is the CFO at Time Cap and manages his son’s estate.
Ralph Rimualdo says he’s hopeful the building can spark further growth in the Near West Side neighborhood.
“It just amazes you, the number of businesses in that area,” he says. “It’s a really great group of people. They’re really impressive.”
Ralph Rimualdo notes that plans for the building have not been finalized and until they are, no financing can be lined up. There’s also no firm timeline for when construction will start, he adds.
Short says he’s hopeful work can begin this year.
Now is certainly a good time to take on a project like this, Ralph Rimualdo says. While the struggling economy has hampered development on projects around the country, it has also driven material costs lower.
And the economy will recover, Ralph Rimualdo adds. Having a project that can ride that recovery would be a good thing.
“This is an opportune time to do it,” he says of the redevelopment project.
Sports PT looks for steady growth after ‘year of relocation’
DeWITT — Sports Physical Therapy of New York, PC (Sports PT) is looking forward to solid growth in 2012 after it moved nearly a quarter of its offices last year. The company, which is headquartered at 6319 Fly Road in DeWitt, did not move any of its three Syracuse–area locations in 2011. Last year’s relocations
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
DeWITT — Sports Physical Therapy of New York, PC (Sports PT) is looking forward to solid growth in 2012 after it moved nearly a quarter of its offices last year.
The company, which is headquartered at 6319 Fly Road in DeWitt, did not move any of its three Syracuse–area locations in 2011. Last year’s relocations were mostly downstate, where the company has about two-thirds of its offices.
Sports PT moved New York City offices in the Wall Street, Times Square, SoHo, and Union Square districts, as well as offices near Albany and near Rochester. It spent about $400,000 on facility moves and equipment purchases, up from its usual yearly average of $250,000. Sports PT finances moves with its own cash.
“Last year was our year of relocation,” says Lynn Steenberg, owner and president of Sports PT. “We moved three offices in four weeks downstate, and we had a major snowstorm before every single one.”
Steenberg didn’t set a goal of moving six locations in 2011. Reasons for the relocations varied, from patient demand to the need for more accessible locations.
“There’s a lifecycle for facilities,” Steenberg says. “Their lease has come due. We sit down and make some disciplined decisions.”
A typical Sports PT therapy office is about 2,000 square feet, Steenberg says. The company leases all of its locations.
Its headquarters on Fly Road in DeWitt includes 2,000 square feet of therapy space and also has a 5,000-square-foot administrative space. Other Sports PTs in the Syracuse area are located at 5320 W. Genesee St. in Camillus and at Gold’s Gym at 7455 Morgan Road in Clay.
Sports PT isn’t planning as many office moves in 2012 as it had last year, but the company will likely relocate an office it has in Greece, near Rochester. It also opened a new downstate office in Queens in January.
The new Queens office gave Sports PT a total of 23 locations in the state. Steenberg does not anticipate increasing the company’s number of offices much beyond that.
“We have no interest in growing to 50 facilities for the sake of growing,” she says. “We decided that 20 to 25 [offices] is really where we want to be.”
Steenberg estimates the company will increase its patient volume by 5 percent in 2012, which could lead to a 5 percent increase in revenue. The firm bills about $16.5 million in patient services every year, she says.
“I’ll be pleased if we see 5 percent [growth],” Steenberg says. “The margins of physical therapy are not great.”
Around 875 patients visit Sports PT locations throughout the state every day. The firm’s locations are in the Buffalo, Rochester, Syracuse, Albany, Hudson Valley, New York City, and Long Island areas. Its three Syracuse–area offices see a total of 60 to 75 patients per day.
Sports PT employs nearly 200 people across all of its locations. It hired employees to fill 8 new positions last year, three of which were in the Syracuse area.
The firm has a total of about 60 employees in the Syracuse area. Half of those employees work in its headquarters on Fly Road.
About 65 full-time physical therapists work at the company, and the rest of its employees are members of its support staff. A majority of Sports PT employees are full-time workers, according to Steenberg.
The firm would like to hire additional therapists, according to Dorothy Hall, Sports PT’s director of organizational development. But the company does not have a target for hiring, she says.
“Qualified physical therapists are our biggest need right now,” she says. “We don’t do our projections in such a way that we say we want to grow by 50. We want to make sure it’s the right fit for the right reasons.”
Growth at Sports PT has been helped by 2006 state legislation known as a direct-access law, Steenberg says. That allows patients to see a physical therapist without first seeing a doctor, she says.
The law can save time and money by preventing unnecessary tests, Steenberg adds. Therapists can typically determine whether therapy will help a patient without X-rays or MRI scans, she says.
“We’re trained well enough to be able to assess a patient’s symptoms, listen to their subjective complaints, and then make a determination as to whether a patient really needs tests right away or whether physical therapy is warranted first,” she says.
Company history
Steenberg has owned part of Sports PT since 2000 and took over as the company’s sole owner in 2005. Prior to 2005, the company had an affiliation with Birmingham, Ala.–based HealthSouth Corp. (NYSE: HLS).
Steenberg decided she wanted to take sole control of the company after a 2003 accounting-fraud scandal that saw federal regulators raid HealthSouth’s headquarters in Alabama. The scandal never reached Sports PT’s administrative headquarters, which was on Henry Clay Boulevard in Clay at the time, but Steenberg did not want to continue to be affiliated with HealthSouth, she says.
“For me it was the beginning of the end of the relationship,” she says. “It took the next two years to set the course, and we separated ways.”
Sports PT actually had 27 locations across the state when Steenberg took sole ownership in 2005. The company’s number of offices has varied over the years, she says.
“HealthSouth’s role and philosophy was basically grow at any cost,” she says. “Look at the dots on the map, and where there’s not a dot, we should put one down. That is not my philosophy at all.”
Still, Steenberg has been willing to expand when she believed the fit was right. For example, Sports PT opened its first location in the Rochester area in 2005. It now has two locations in the region.
Solvay Bank head to serve three years on N.Y. Fed board
SOLVAY — In some ways, Solvay Bank President and CEO Paul Mello’s role as a member of the Federal Reserve Bank of New York board of directors won’t be much different from serving on any other board. The directors oversee the bank’s performance, its officers, its policies, and risk procedures, he says. But of course,
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
SOLVAY — In some ways, Solvay Bank President and CEO Paul Mello’s role as a member of the Federal Reserve Bank of New York board of directors won’t be much different from serving on any other board.
The directors oversee the bank’s performance, its officers, its policies, and risk procedures, he says. But of course, the New York Fed isn’t a typical bank.
Along with 11 other regional Federal Reserve Banks around the country, the New York Fed is part of the Federal Reserve System, the nation’s central bank.
Directors of the regional banks are frequently asked for their opinions on market conditions, the economic climate, and how policies are affecting their markets by top Fed policymakers.
“It’s a great opportunity to share Central New York’s perspective on things,” Mello says. “I think that’s a good benefit to the area. It can only help.”
Mello won’t be involved in the Fed’s most visible role: setting the nation’s monetary policy. Those decisions affect interest rates on everything from mortgages to savings accounts and are made by the Federal Open Market Committee, which includes top leaders of the entire Federal Reserve System.
The regional banks like the New York Fed supervise and regulate bank holding companies in their district. They also serve as the “banker’s bank,” Mello says, providing services to financial institutions like clearing transactions.
The New York Fed — led by its president, William Dudley — oversees a district including New York state, parts of Connecticut and New Jersey, Puerto Rico, and the U.S. Virgin Islands. Serving on the board is a unique opportunity, says Mello, whose three-year term began March 28.
Mello is one of three directors on the board who represent the interests of the district’s banks. Richard Carrión, chairman and CEO of Banco Popular de Puerto Rico, and JPMorgan Chase Chairman and CEO Jamie Dimon are the other directors representing the interests of banks.
Another six directors represent the public’s interests. Three are elected by member banks in the district and three are chosen by the Fed’s Board of Governors.
Before joining the New York Fed’s board of directors, Mello had been serving on a Fed advisory board for more than a year. Mello says he has been struck by how much attention the views of that board’s members receive.
“The people at the Fed are impressive,” he says. “They care. These are people who are dedicated and hardworking. They really care and listen.”
As a director of the bank, he says the interaction is likely to be even more intense. His first board of directors meeting is set for mid-April.
Mello has been president and CEO at Solvay Bank since 2002. Before that, he was executive vice president and CFO. He is currently chairman of the Independent Bankers Association of New York State.
Based in Solvay, Solvay Bank has seven additional branches in Fairmount, Camillus, Liverpool, North Syracuse, Cicero, downtown Syracuse, and Westvale. The bank also owns an insurance agency.
Solvay Bank Corp., the holding company for Solvay Bank, earned $1.3 million in the fourth quarter, down $143,000 from the same period in a year earlier. Earnings for the full year in 2011 totaled $6 million, up more than 5.6 percent from 2010.
The New York Fed employs about 2,700 people at offices in East Rutherford, N.J.
Morse Manufacturing’s new president focused on smooth transition
EAST SYRACUSE — When Nathan Andrews took over as president at Morse Manufacturing Co., Inc. at the beginning of the year, the transition didn’t drum up any problems, he says. “There are a lot of family businesses around, and a lot of them don’t go through very smooth transactions,” Andrews says. “We’ve been blessed in
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
EAST SYRACUSE — When Nathan Andrews took over as president at Morse Manufacturing Co., Inc. at the beginning of the year, the transition didn’t drum up any problems, he says.
“There are a lot of family businesses around, and a lot of them don’t go through very smooth transactions,” Andrews says. “We’ve been blessed in the smoothness at which this transition has progressed.”
Morse manufactures equipment to move, roll, tumble, and pour from industrial drums — containers that can hold a variety of contents, from dry material to oil. Nathan Andrews stepped in as president of the company Jan. 1 after his father, Robert Andrews, retired from the position.
Robert Andrews is Morse’s sole owner and had been its president since 1980. He will continue to serve as the chairman of the company’s board of directors, a role that does not require him to be involved in its daily operations.
The manufacturer’s day-to-day workings are now the responsibility of Nathan Andrews. He has been preparing for that charge for four years, since he was named vice president at Morse Manufacturing.
Nathan Andrews is trying to bring new technology to Morse. He sparked the manufacturer to start using Quick Response Codes, or QR Codes, in its marketing materials so customers can visit the company’s website on smartphones by scanning the codes.
He is also attempting to increase Morse’s international advertising. Morse will start with advertising in Canada and move into Central America, Andrews says.
Between 20 percent and 30 percent of Morse’s sales are international, Andrews says. Half of international sales are in Canada, he adds.
Andrews declined to share the manufacturer’s revenue totals. But he projected the firm would generate revenue growth between 5 percent and 10 percent in 2012.
Morse Manufacturing has 40 employees. The company does not have any plans to add workers in the immediate future, according to Andrews.
However, Morse would like additional facility space, he says. The company currently operates in a 35,000-square-foot building it owns at 727 W. Manlius St. in the village of East Syracuse. Andrews would like an additional 15,000 square feet to 20,000 square feet, he says.
“There are some machinery processes that we’d love to have the capability of doing in-house, but we don’t have the real estate for it right now,” he says. “Robotics welding, we could definitely use that. There’s some laser-cut machinery that we’d love to get into. We’d love to have a powder-coating system in place here for painting.”
Morse Manufacturing is not “actively looking” for opportunities to expand its facility at this time, but the company is keeping its options open, Andrews says. It would consider on-site expansion options or relocating if the right opportunity comes up, he says, adding that the company wants to stay in Central New York.
Even after discussing expansion, Andrews says he does not want to drastically overhaul operations at Morse Manufacturing.
“If you take it too dramatically in a different direction, it can be trying for an organization,” he says. “We haven’t really wanted to change things too dramatically.”
The company has found a niche after facing stiff competition from Chinese manufacturers in the late 1990s, Andrews says. Morse Manufacturing now focuses on specialized equipment that can be customized, he says.
“We get into spark-resistant applications or wireless applications, or applications where companies want to integrate our equipment into their larger manufacturing systems,” he says. “Instead of making 20 different drum-handling products, now we make over a hundred different models.”
The company’s transition between presidents was helped by advice it received from the Manufacturers Association of Central New York and the New York Family Business Center, Andrews says.
Morse Manufacturing was founded in 1923 as a producer of custom-made metal parts and stamping. In 1943, Nathan Andrews’ grandfather, Ralph Andrews, joined the firm, and it started making equipment to move drums.
SYRACUSE — Ephesus Technologies, LLC is rolling out its own, proprietary LED chip, which it says could help the firm create more than 1,000 jobs in the next 10 years. Ephesus developed the chip in partnership with Group4 Labs of Fremont, Calif. Group4 works in New York from the College of Nanoscale Science and Engineering
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
SYRACUSE — Ephesus Technologies, LLC is rolling out its own, proprietary LED chip, which it says could help the firm create more than 1,000 jobs in the next 10 years.
Ephesus developed the chip in partnership with Group4 Labs of Fremont, Calif. Group4 works in New York from the College of Nanoscale Science and Engineering Smart System Technology and Commercialization Center of Excellence in Canandaigua.
The chip will rival the best and most efficient LEDs on the market today, according to Ephesus. The company plans to establish a production facility in Central New York for the chips and is looking at a number of sites now, Ephesus President Joe Casper says.
LED chips power LED lighting fixtures, which Ephesus also produces. The company’s fixtures are used in applications including warehouses, manufacturing facilities, parking lots and garages, roadways, stadiums, tunnels, and bridges.
Ephesus expects to use the new chips in its own lighting fixtures, also produced in upstate New York, Casper says. The move will give the company control of its own supply chain.
It currently uses third-party chips for its lights, Casper says. Using its own chips will allow Ephesus to control costs, design new fixtures quickly, and remain flexible.
In the long run, the company is aiming to be supplier to other companies producing LED lights, including industry giants like GE and Sylvania, Casper says.
The Ephesus chip incorporates a diamond-based material that is Group4’s specialty. In any LED light, a primary aim is to keep the chip as cool as possible, explains Joseph Smart, vice president and general manager for Group4 in New York.
Cooler chips mean better efficiency and a longer lifespan, he says. Diamond, Smart says, has incredible heat-diffusing properties so incorporating the material into the chip yields impressive results.
The Ephesus chip also allows for more brightness, according to the company.
Casper says Ephesus can produce prototype volumes of its chip at the Center of Excellence in Canandaigua and with university partners. Establishing a full-scale production facility will require about $5 million, which the company hopes to raise from the state and private investors.
Ephesus received a $50,000 grant earlier this year from the Syracuse Center of Excellence Commercialization Assistance Program and also has secured $1 million in tax incentives through Empire State Development.
Ephesus currently employs 16 people at the Tech Garden in downtown Syracuse. The firm plans to relocate its headquarters, engineering staff, and fixture production later this year to a 10,000-square-foot space in the Radisson section of the town of Lysander.
Ephesus’ expansion efforts were among the projects submitted to the state as part of Central New York’s regional economic- development plan in 2011. But the company was not among those chosen for funding as part of the process, which involved a competition among 10 regions around the state for a limited pool of aid.
Ephesus Technologies launched in 2009 in Syracuse University’s CASE Center with two employees. Casper and his wife, Amy Casper, who is CEO and chairwoman, co-own the company.
The overall market for LED chips potentially totals in the billions of dollars, according to Ephesus. The company says its chip is expected to lower the cost of its own fixtures by 30 percent.
Giarrosso Sheetmetal hopes tin man will help business grow
SYRACUSE — One man working for Giarrosso Sheetmetal, Inc. spends all day in one spot. Yet the company hopes it can follow him down a road of expansion. The man isn’t a traditional employee. In fact, he’s made out of metal — he’s a tin man standing in front of Giarrosso Sheetmetal’s home at 120
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
SYRACUSE — One man working for Giarrosso Sheetmetal, Inc. spends all day in one spot. Yet the company hopes it can follow him down a road of expansion.
The man isn’t a traditional employee. In fact, he’s made out of metal — he’s a tin man standing in front of Giarrosso Sheetmetal’s home at 120 Ball Circle in Syracuse.
Giarrosso Sheetmetal built the tin man over the winter and placed him in front of its headquarters at the end of February. His construction was part of an effort to make the business more visible, according to its co-owner, Andrew Shaffer.
“We’re set back from the road,” Shaffer says. “We needed something more to stand out — a landmark. And it’s fun.”
The tin man’s assembly coincides with a push to expand the sheet-metal fabrication company’s sales. Shaffer wants to market the company’s services to contractors in the Syracuse area.
Giarrosso, founded in 1888, specializes in fabricating ductwork for heating and air-conditioning systems. It can also create a variety of metal products, from copper sinks to metal roofing.
“More established, older businesses are familiar with the name Giarrosso,” Shaffer says. “We are now trying to reenergize that business.”
Giarrosso’s business had slowed before Andrew Shaffer and his brother, Patrick Shaffer, purchased the company in 2006, Andrew Shaffer says. Giarrosso’s owner and sole employee at the time, Joseph Spano, was preparing to retire, he adds.
Andrew Shaffer and Patrick Shaffer own another company, Shaffer Building Services, Inc., which is an industrial-contracting firm. Shaffer Building Services was Giarrosso’s primary client when the brothers purchased the sheet-metal fabrication company, according to Andrew Shaffer. He declined to discuss the terms of the purchase or disclose Giarrosso’s revenue totals.
However, Andrew Shaffer has set a goal of growing Giarrosso’s revenue by 20 percent to 30 percent in 2012. He declined to share the company’s revenue growth from previous years.
That growth could spark hiring, he says. Not counting its tin man, the sheet-metal fabricator currently has two full-time employees and a part-time worker, as well as a front-office staff member it shares with Shaffer Building Services.
The exact timeline for hiring workers and the number of employees to be added will be determined by the rate of Giarrosso’s growth, Andrew Shaffer says. The company will be willing to bring on experienced employees as well as workers who need training, he says.
Andrew Shaffer’s strategy for growing the sheet-metal business goes beyond reaching out to contractors that may already be familiar with Giarrosso. He also plans to cold-call new contractors who may not have worked with the company before, he says.
“We have a large variety of people that come in here, because we make specialty things,” he says. “If you need it today, we can pretty much get it for you today. If not, we can get it for you first thing tomorrow.”
Andrew Shaffer plans to focus on the Central New York market. He has no intention of expanding to other regions of the state.
Giarrosso takes up 2,200 square feet of a 10,000-square-foot building at 120 Ball Circle. Shaffer Building Services is headquartered in the remainder of the building, which Andrew Shaffer and Patrick Shaffer own.
Building company
Shaffer Building Services specializes in commercial roofing work, Andrew Shaffer says. The company generated $3 million in revenue in 2011, and Andrew Shaffer projects revenue to increase by 10 percent in 2012. The firm is experiencing strong growth at the moment and may even hit 20-percent growth this year, he says.
The building company employs 20 people full time and is currently in the process of hiring an estimator, Andrew Shaffer says. It may hire an additional estimator as well, he adds.
Neither Shaffer Building Services nor Giarrosso Sheetmetal is likely to be adding any more tin men in the future. Andrew Shaffer thinks that the one Giarrosso has showcases the firm’s abilities. Its parts demonstrate the company’s craftsmanship, he says.
“None of the pieces are off the shelf,” he says. “They’re all custom-made. Special bends, tapers, special seaming.”
Improve Income and Lower Benefits Cost with Good Communication
In my book, “Employees, Kids & Pets,” I talk about how the lack of proper and disciplined communication can lead to unhappy employees and business owners. What I don’t talk about is how profoundly that unhappiness can affect your bottom line. When I say, “communicate with employees,” I don’t mean day-to-day stuff or even formal “task”
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
In my book, “Employees, Kids & Pets,” I talk about how the lack of proper and disciplined communication can lead to unhappy employees and business owners. What I don’t talk about is how profoundly that unhappiness can affect your bottom line.
When I say, “communicate with employees,” I don’t mean day-to-day stuff or even formal “task” training. What I mean is properly communicating your organizational needs and wishes.
For instance, how many of your employees know what your mission or vision statement is? Have you ever specifically stated it to them, or do you just assume they know? Here is a good test: pick a handful of lower-level employees and ask them to explain, in their own words, what the company actually does. Then ask them who your target customer is? Finally, ask them what is most important to upper management/the owners? If they cannot answer these questions suitably, then there is an opportunity for improvement.
Teach a man to fish
If you explain your expectations, then there are a million other little things employees can figure out for themselves because they know the general direction. For tasks, you can say, “This is the order in which to assemble this car.” But with mission and vision you can say, “We do everything here perfectly and we absolutely want to treat our customers better than anyone else. So, when you are building this car, we want to make sure that no customer ever has a problem and it never has a defect. When you’re building it, know that our mission is for it to be perfect, no matter what.”
Armed with that communication, those employees are now empowered to deal with all kinds of issues that you could never begin to foresee.
For instance, say a car comes down the assembly line in an auto manufacturing plant and the employee notices a mistake done by the person before her on the line. Now, let’s assume these employees are best friends and the one who discovered the mistake knows the other employee’s husband lost his job. Assume they were trained on “how to handle a mistake” but were never given any moral direction on “how to handle a mistake made by your best friend when her husband just lost his job.” What is the line for our torn employee? Maybe she would call attention to the mistake as she is supposed to if her friend’s husband still had a job, but that one little detail might make all the moral difference in the world to her.
If the employees were never told how important perfection is to the company and only told what to do for a mistake, then they can justify a deviation. However, go back up, read the company expectations, and tell me you do not clearly know what it wants and where it stands on this matter or any other number of odd situations surrounding a mistake. Employees of that auto manufacturer know, “This car is going to go down the line with a defect and that’s not good. I need to do something about this or it will be my butt.”
The same thing can happen to a white-collar service business as well, although it tends to be a little more subtle. For instance, I have seen employees block sales because they don’t like a salesperson in a company that relies on sales to stay in business. I have also seen the employees who purposely treated customers poorly because they didn’t like them. The main reason they do this is because no one ever told them that every single sale and customer is important.
How does it affect the bottom line?
The potential fallout from the assembly-line employee making the wrong choice is infinite. The defect could harm another employee down the line and send him out on workers’ compensation or disability. If terminated, the employee might get unemployment depending on the circumstances. The defect could end up on the road and cause an injury lawsuit against the company that could result in all your insurance going up or worse.
The white-collar scenarios can be even worse. Business can be lost, but poor morale due to factions in a company can severely lower productivity and result in workplace violence, harassment lawsuits, and stress-related medical issues.
Why is it so hard?
Communicating in a clear, sensible, and consistent manner is not difficult in theory, but two things tend to get in the way.
The first is the assumption that everyone already knows. “Common sense” is over-estimated. For instance, a scientist might think it is common sense not to mix potassium chlorate and sulfur. A contractor might believe it is common sense not to walk a job site with sneakers. A mechanic may think it is common sense not to touch a spark-plug wire. However, a “common” person would need to experience or be told that potassium chlorate and sulfur explode, nails go through sneakers, and sparkplug wires shock. If you want them to know, you must tell them in a clear, sensible, and consistent manner.
The second is conflict avoidance. Most people avoid conflict. When employees who may already have an edge about them do something wrong, the manager or boss might have a tendency to let it slide or “wait to see if they do it again.” The next time they do it, you are distracted or sick and think, “I’ll say something the third time.”
Issue with lack of consistency
The problem with the above scenario of ignoring bad behavior multiple times is something I call, “Now you’re the bad guy.” When employees do something (whether they know it is wrong or not) and get away with it multiple times, it becomes OK or standard. So, when you finally work up the courage to confront them on the fourth time, they look at you like you’re crazy. They think, “Why are you being such a jerk? This is allowed, this is the way we always do it.”
Don’t be the bad guy and don’t assume your employees know any more than you tell them. It’s not fair to them, your company, or your bottom line.
Eric Egeland is president of Capacity Consulting Inc., based in Rock Hill (Sullivan County), which provides management and business consulting services. Contact him at ericegeland@capacityconsultinginc.com
Legislation expands foreign trade zone to create jobs, investment in CNY
I was pleased to co-sponsor legislation that aims to draw more businesses to Central New York. In March, the New York Assembly unanimously passed legislation that will expand the foreign trade zone. The Senate also passed this bill and it awaits Governor Cuomo’s review. The legislation would expand the foreign trade zone, established at Syracuse
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
I was pleased to co-sponsor legislation that aims to draw more businesses to Central New York. In March, the New York Assembly unanimously passed legislation that will expand the foreign trade zone. The Senate also passed this bill and it awaits Governor Cuomo’s review. The legislation would expand the foreign trade zone, established at Syracuse Hancock International Airport, to include Oswego, Cayuga and Madison counties.
This legislation aims to incentivize international trade and create jobs and investment here, rather than abroad. In certain cases, businesses face tariffs (taxes on imports or exports) that penalize companies for making their product in the United States. Foreign trade zones aim to eliminate some of these tariffs and provide advantages to domestic manufacturers.
I am hopeful the governor signs this legislation into law. It would broaden possibilities for more manufacturers to locate in our area and strengthen our region as we seek to add jobs to the local economy.
When companies consider sites to expand or relocate, they have to consider the cost of everything, including taxes. A foreign trade zone would provide our region with an advantage. Expanding such zones would be an asset to our region moving forward in our global economy.
William (Will) A. Barclay is the Republican representative of the 124th New York Assembly District, which encompasses parts of Oswego and Onondaga counties, including Oswego, Fulton, Camillus, and Skaneateles. Contact him at barclaw@assembly.state.ny.us, or (315) 598-5185.
Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.