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VIEWPOINT: Accurate ROI measurement
Solving for B2B performance marketing’s greatest challenge Necessity is famously the mother of invention. With uncertainty surrounding marketing budgets big and small, the current need for business-to-business (B2B) marketers is almost universal: the ability to accurately measure return on investment (ROI), justifying every line-item to the penny. Here’s a wide-angle look at the trends shaping […]
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Necessity is famously the mother of invention. With uncertainty surrounding marketing budgets big and small, the current need for business-to-business (B2B) marketers is almost universal: the ability to accurately measure return on investment (ROI), justifying every line-item to the penny.
Here’s a wide-angle look at the trends shaping the quest for more accurate ROI measurement.
Looking at a campaign broadly from start to finish, which elements are driving people to your website? Can you identify which element played a role in which sale by getting a customer to our website? Answering those questions is key to accurately determining ROI.
A marketing-automation platform (MAP) or customer-relationship management (CRM) platform is uniquely positioned to collect the following data on an individual level:
The broader idea behind collecting and analyzing each of these data points is to relate a specific conversion or sale by an individual to the steps that led to that sale. While there are opportunities to include traditional marketing methods such as television, billboards, and even word-of-mouth marketing to assess their value, this article will focus on less nuanced data from your digital platforms.
Drilling down even further: If the purpose of cross-channel marketing is to get users to your website and volunteer their contact information, how effective is each element of your website toward achieving that goal?
In the quest to identify where ROI is lagging, you will identify bottlenecks in your sales process. A poor marketing strategy can act like a dam in a river. If one tactic becomes a barrier for leads, it could dry up every other tactic that follows. When that happens, it’s hard to assess any one tactic’s value. If potential leads are stalling at the same step along the path to conversion, you might have identified a clog in the sales funnel.
Start with your website. Which pages on your website are generating the most page views and engagement time? Which videos are visitors spending the most time watching? Which assets are they downloading most often?
Tracking the customer journey through your website can generate other useful data points. Knowing what product page a customer viewed gives you an idea about the specific solution/service they’re looking for, a relative idea of their budget for a solution, and what timeframe they might be working with to find a solution.
To the latter point: because B2B conversions require more time than business to consumer (B2C), patience is key. You might have run a campaign a long time ago and forgotten about it, yet that campaign resulted in a recent big sale. This can significantly alter that campaign’s ROI. Longer sales cycles also mean you need to hold attention longer. Politely nurturing leads allows your brand to stay top of mind — don’t let them forget about you and your value.
MAPs, CRMs, SEO, Meta, LinkedIn, and whatever solution you’re using for display ads all yield actionable data. Tying it together is a challenge. A data analyst can help analyze the data and bring it all together in a way that adds practical value.
A good analyst will be able to communicate, in terms of an understandable story, what the data is telling you. That story should fit a recognizable template — for example, “here’s how customers, clients, and leads are interacting with your brand,” or “this is what your potential customers want from you.” The analyst can also tell you what tactics you pay for but perform poorly, effectively hamstringing your marketing budget and costing time as well. This can also potentially remove an impediment to getting the maximum ROI.
The strength of the story the data paints isn’t merely dependent on the quality of your analyst — it’s dependent on the blind spots of the data itself. Unless you have all the pieces in one place, and they can talk to each other, maximizing your ROI will be impossible. Worse yet, if key data points are missing or left unconsidered, it might heavily skew your conclusions in a false direction.
Wrangling all the disparate data points generated by any marketing campaign to determine ROI can be a challenge — one of the largest challenges that cuts across industries today. However, it’s worth the effort. With the correct tools and personnel, measuring ROI can help yield insights that will make your next campaign more successful than your last.
Erik Michal provides email and marketing automation leadership for ddm marketing + communications, a B2B digital-marketing agency for highly complex and highly regulated industries.

OPINION: HALT Act Recommendations a Good Start, but More Needed for NY Prison Safety
New York’s prison system is broken, and changes recommended by the New York State Department of Corrections and Community Supervision (DOCCS) to address some of its biggest shortcomings represent a great start to repairing that broken system. But until the Humane Alternatives to Long-Term Solitary Confinement (HALT) Act, which drastically limits correctional officers’ ability to
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New York’s prison system is broken, and changes recommended by the New York State Department of Corrections and Community Supervision (DOCCS) to address some of its biggest shortcomings represent a great start to repairing that broken system. But until the Humane Alternatives to Long-Term Solitary Confinement (HALT) Act, which drastically limits correctional officers’ ability to isolate dangerous prisoners, is repealed, both prisoners and correctional facility staff will continue to be needlessly put in danger.
Considering the state of our prison system, I am encouraged by several of the recommendations included in the recently published DOCCS report. As I said earlier, these changes would restore some accountability and discipline where they were sorely lacking. Simply stated, violent criminals who are not forced to face the consequences of their actions pose a grave threat to our state’s correctional officers.
Explicitly including ”sexual harassment and lewd conduct” and “patterns of extortion in connection with a gang or criminal enterprise” in the behaviors that make one eligible for segregated confinement are particularly noteworthy. Still, more must be done to protect and support New York state’s correctional officers, who, too often, are treated with less respect than they deserve, as well as the prisoners whom they oversee.
It’s no secret recruitment and retention are major hurdles in the prison system. Even before Gov. Kathy Hochul fired 2,000 correctional officers who refused to work under the hazardous conditions created by HALT, staffing was a major concern. Prior to the terminations, there were just shy of 13,500 officers and sergeants working in state prisons despite a staffing plan calling for 14,600 officers and sergeants. These are alarming numbers, and we should be doing everything we can to support the brave men and women who work in these facilities, so we can ensure all our prisons are properly staffed and secure.
State correctional facilities and those involved in their operation are facing unprecedented challenges from Gov. Hochul’s administration. They have been for years. The constant threat of near-immediate closure for prisons in every region of the state, incessant drug smuggling, disciplinary limitations, and myriad other obstacles have contributed to dangerously low morale. We need to do things differently. The recommendations from DOCCS are a step in the right direction, and I am eager to continue working toward a better criminal-justice system. The Assembly Minority Conference knows that is the only way to keep all New Yorkers safe — prisoners, officers, and residents, alike.
William (Will) A. Barclay, 56, Republican, is the New York Assembly minority leader and represents the 120th New York Assembly District, which encompasses all of Oswego County, as well as parts of Jefferson and Cayuga counties.

OPINION: Renaming Department of Defense sends the wrong message
Congress created the United States Department of Defense in 1949 as part of a comprehensive effort to modernize the military and adapt to the international order that was taking shape after World War II. Now President Donald Trump wants to change its name to the Department of War, its former name. That’s a mistake, [I
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Congress created the United States Department of Defense in 1949 as part of a comprehensive effort to modernize the military and adapt to the international order that was taking shape after World War II. Now President Donald Trump wants to change its name to the Department of War, its former name. That’s a mistake, [I believe].
National defense is and should be the primary mission of our military. Projecting strength, working with our allies, and countering our adversaries through diplomacy has helped keep us safe and prosperous. That’s a legacy that we should affirm, not abandon.
When the Defense Department was established, the Soviet Union was expanding its influence rapidly, leading to the creation of NATO; the Soviets were about to detonate a nuclear bomb. Mao Zedong was declaring the People’s Republic of China.
“It was a terrifying time for Americans,” David Sanger writes in the New York Times, “and the new name was intended to reflect an era in which deterrence was critical — because war, if it broke out among the superpowers, could be planet-ending.”
Deterrence, a key strategy for defense, was effective, and it remains critical. The Cold War ended, but Russia and China still threaten their neighbors. Instead of two nations with nuclear weapons, there are nine, and the weapons are more dangerous. Threats to the planet continue.
The Trump Administration has begun using the new [Department of War] name; but, ultimately, changing the Defense Department’s name is up to Congress. The legislative branch has shown an unfortunate tendency to defer to the president. This is a chance for it to assert its authority.
Trump likes the name War Department because it has “a stronger sound.” It evokes an era when the United States “won everything,” by which he means two world wars. He signed an executive order declaring that the department should be called the Department of War and its leader, Pete Hegseth, would be the secretary of war.
But the department’s history is not straightforward. Congress established the War Department in 1789. A few years later, it created a separate Navy Department. For much of American history, the Army and Navy were administered separately, causing rivalries. Creating the Defense Department with civilian leadership brought greater coordination.
Renaming the Defense Department can be seen as an exercise in branding — the idea that you can increase the value of a product or property by giving it a new name. It sends a message, like declaring the Gulf of Mexico is the Gulf of America and restoring the names of Confederate generals to military bases. It aligns with Trump’s America First philosophy and his disdain for soft power exercised through diplomacy and engagement. It suggests we’ve grown less committed to practicing defense.
It also plays in the hands of Russia and China, which portray America as an aggressive power that other nations shouldn’t trust. Trump’s executive order says the U.S. will “wage war to secure what is ours.” Some countries will take that as a threat.
The name War Department may have nostalgic appeal, hearkening back to an era before the frustrations of our military entanglements in Korea, Vietnam, Iraq, and Afghanistan. We are right to celebrate our military victories in World War I and World War II and to take pride in America’s crucial role in those conflicts. But we shouldn’t ignore that those wars were incredibly costly, causing tens of millions of deaths.
There’s an aphorism attributed to Sun Tzu, the legendary Chinese military strategist: The best battle, he wrote, is the one that you don’t have to fight. By that standard, the Defense Department has done its job well. Yes, America must be prepared to fight wars if necessary. But it’s much better to use our military strength and the power of our defense to prevent wars that aren’t necessary.
Lee Hamilton, 94, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at the IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south-central Indiana.a
Excellus offers customer support at new community resource center in Clay
CLAY, N.Y. — Excellus BlueCross BlueShield’s new community resource center is now operating in the Glenn Crossing Plaza at 7421 Oswego Road (Route 57) in the town of Clay. The Rochester–based health-insurance provider formally opened the CNY Liverpool Resource Center on Sept. 12. The new center is designed to provide personalized, in-person support for individuals
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CLAY, N.Y. — Excellus BlueCross BlueShield’s new community resource center is now operating in the Glenn Crossing Plaza at 7421 Oswego Road (Route 57) in the town of Clay.
The Rochester–based health-insurance provider formally opened the CNY Liverpool Resource Center on Sept. 12. The new center is designed to provide personalized, in-person support for individuals and families navigating their health-insurance options, per the Excellus announcement.
The center is open Monday through Friday, 9:00 a.m. to 4:30 p.m. and offers customer support for individuals seeking health-insurance coverage.
Excellus BlueCross BlueShield is Central New York’s largest health insurer.
Retail-sales consultants are available to help with enrollment in Medicare Advantage plans, Medicare Supplement plans, prescription drug plans, and individual products on or off the NY State of Health Marketplace including qualified health plans, the Essential Plan, Child Health Plus, and Medicaid Managed Care, Excellus said.
Customer-care advocates are also available to help members with claims, billing, benefits, and other questions.
“As a local, nonprofit health plan, we’re committed to being present in the communities we serve,” Mark Muthumbi, Central New York and Southern Tier regional president at Excellus BlueCross BlueShield, said in the announcement. “This new center gives our neighbors a place where they can sit down face-to-face with someone who understands their needs and can help them navigate their health coverage options.”

Tompkins Financial appoints CFO to its Central New York market board
ITHACA, N.Y. — Tompkins Financial Corp. (NYSE: TMP) recently announced that Matthew Tomazin, its executive VP, chief financial officer (CFO), and treasurer, has been appointed to its market-based board serving the Central New York region. His expertise will help ensure that Tompkins continues to effectively reach its regional clients and deepen its commitment to the
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ITHACA, N.Y. — Tompkins Financial Corp. (NYSE: TMP) recently announced that Matthew Tomazin, its executive VP, chief financial officer (CFO), and treasurer, has been appointed to its market-based board serving the Central New York region.
His expertise will help ensure that Tompkins continues to effectively reach its regional clients and deepen its commitment to the communities it serves, the Ithaca–based banking and financial-services company said in the Aug. 18 announcement.
“With an impressive tenure at Tompkins Financial, Matt’s experience as a leader in financial management makes him well-positioned to advise the company in guiding clients toward lasting financial success,” Steve Romaine, president and CEO of Tompkins Financial, said. “We’ve witnessed Matt’s business acumen and thoughtful approach to complex financial issues earn the trust of clients and colleagues alike. His leadership, strategic insight, and commitment to excellence make him an invaluable asset to our team and the Central New York board.”
Appointed as CFO of Tompkins in October 2023, Tomazin is an expert in bank financial management, with extensive experience in financial modeling, asset and liability (ALCO) management, profitability modeling, governance and controls and strategic planning and execution, the company contends. He is the senior executive responsible for managing the financial performance of Tompkins by providing strategic guidance, overseeing financial operations, and making informed decisions to drive the company’s growth and profitability.
Tomazin is a 2007 graduate of Binghamton University and 2014 graduate of the Darden/SNL Executive Program in Bank Financial Leadership.
Tompkins Financial Corp. serves the Central, Western, and Hudson Valley regions of New York and the Southeastern region of Pennsylvania. It is parent to Tompkins Community Bank, Tompkins Insurance Agencies, Inc., and offers wealth-management services through Tompkins Financial Advisors.

ConMed adds Bio-Techne CEO to board of directors
ConMed Corp. (NYSE: CNMD), a surgical-device maker originally based in the Mohawk Valley region, recently announced that Kim Kelderman joined its board of directors, effective Sept. 8. “My fellow directors and I are delighted to welcome Kim to the board,” LaVerne Council, chair of ConMed’s board, said in the announcement. “Kim brings extensive global leadership
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ConMed Corp. (NYSE: CNMD), a surgical-device maker originally based in the Mohawk Valley region, recently announced that Kim Kelderman joined its board of directors, effective Sept. 8.
“My fellow directors and I are delighted to welcome Kim to the board,” LaVerne Council, chair of ConMed’s board, said in the announcement. “Kim brings extensive global leadership experience across life sciences businesses, with a strong track record in innovation and strategy. Kim’s skills and insights will be valuable additions to the board.”
Kelderman has been president, CEO, and member of the board of Bio-Techne Corporation (NASDAQ: TECH) — a global provider of life-science tools, reagents and diagnostic products based in Minneapolis — since February 2024. He first joined Bio-Techne in April 2018, as president, diagnostics, and genomics, and served as chief operating officer from November 2023 to January 2024. Bio-Techne generated more than $1.2 billion in net sales in fiscal-year 2025 and has about 3,100 employees worldwide.
Prior to Bio-Techne, Kelderman worked at Thermo Fisher Scientific, where he led three different businesses of increasing scale and complexity. Kelderman managed the platforms and content of the Genetic Sciences Division, where he was responsible for the Instrumentation, Software, Consumables and Assays businesses, and brands such as Applied Biosystems and legacy Affymetrix. Before joining Thermo Fisher, Kelderman served as senior segment leader at Becton Dickinson, managing the global Blood Tubes “Vacutainer” business. Kelderman holds a bachelor’s degree from Hogeschool Heerlen of Applied Sciences in the Netherlands.
“Kim is an excellent addition to the board,” said Patrick Beyer, president and CEO of ConMed. “We are excited to benefit from his extensive experience and valuable perspective as we pursue our long-term vision and deliver value across our stakeholder community.”
ConMed is a medical technology company that provides devices and equipment for surgical procedures. Surgeons and other health-care professionals use the firm’s products in a variety of specialties, including orthopedics, general surgery, gynecology, thoracic surgery, and gastroenterology. ConMed reported net sales of $663.6 million in the first six months of 2025, up 3 percent from nearly $644.4 million in the first half of 2024.
Based in Largo, Florida (Tampa Bay area) since 2021, ConMed still operates a facility on French Road in New Hartford, where it was formerly headquartered. The company employs about 3,500 people worldwide.

Tips, Overtime and More: Are You Ready for the One Big Beautiful Bill?
Since officially becoming law on Independence Day 2025, the One Big Beautiful Bill Act (OBBBA) has led to significant changes in both individual and business

The South Side Community Growth Foundation has appointed Deka (Dancil) Eysaman as its inaugural executive director. A lifelong Syracuse resident, Eysaman is recognized for her leadership

Jake Sandler has joined JF Real Estate as a real-estate salesperson. He received his bachelor’s degree in communications and media studies from Washington College, and

Hancock Estabrook, LLP announced that real-estate attorney Emily Aziz has joined the law firm as an associate. She will work in Hancock Estabrook’s real estate
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