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VIEWPOINT: What Private-Equity-Backed Firms Need in a Marketing Leader
Companies backed by private equity need to compress time. They can’t wait for a green marketing leader to meander, nor can they rely on marketing leaders who deal in abstractions and are afraid to lean into quantitative targets. Private-equity-backed companies need marketing leaders who bring three capabilities and experiences to the table: 1) a track […]
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Companies backed by private equity need to compress time. They can’t wait for a green marketing leader to meander, nor can they rely on marketing leaders who deal in abstractions and are afraid to lean into quantitative targets.
Private-equity-backed companies need marketing leaders who bring three capabilities and experiences to the table: 1) a track record of growing businesses like theirs while positioning them for acquisition; 2) the ability to map out an ambitious vision to differentiate the company, increase its value, and back up that vision with strategy and tactics; and 3) comfort linking marketing activities to revenue targets and exit prospects.
I have worked with dozens of companies on marketing strategy, giving me a view into the strengths of different types of marketing leaders and consultants. Here’s what financial investors should look for when seeking new marketing leadership.
A track record of marketing success
Most companies go wrong in one of two ways when seeking marketing leadership. They hire a relatively junior marketer such as a director when they need a chief marketing officer, or they hire an agency that claims it can handle strategy but doesn’t have anyone on the account team with C-level strategic-marketing experience.
The first error is common because, especially in the current economic environment, business leaders are budget-conscious. What does a C-level marketer really know that a director doesn’t? Won’t the latter be more eager to get their hands dirty and drive results? The problem is that director-level marketers often think tactically. Their instinct is to try out a new channel or pump out content. But what a business looking to increase its value significantly needs is a strategy that will differentiate it from competitors, support its strategic direction, resonate with customers, and deliver fresh sales opportunities. Tactics alone can’t meet these goals.
Most agencies are similarly strategically limited. But most agencies talk a big game on strategy, so how do you cut through the noise? Evaluate the members of the account team. Forget the owner if she is not involved in the account work. Does your account team include someone with a track record of devising business-level strategies? If not, pass. The agency won’t be able to set your strategic direction and be accountable for revenue goals.
Bypass these pitfalls by choosing a marketing leader, in-house or externally, who has a track record of growing companies like yours. If you’ve bought an ad-tech company, hire a marketing leader who has grown at least three ad-tech companies considerably and positioned them for acquisition (if that’s your goal). Ensure this leader can tell the story of what he did at each of those companies and how he’ll apply the same philosophy to your organization.
Vision, differentiation, strategy
A marketing leader who’s going to make a considerable impact on your revenue and valuation is not an order taker. She isn’t just there to support sales or talk channels. In fact, if she talks about channels in initial conversations, she is probably too tactical for the job. Rather, the marketing leader should engage the CEO and the rest of the leadership team on a business level.
Who do we want to be as a company? What’s magical about us? Who are our best customers? Does our customers’ perception of us align with where we want to go? Is the problem awareness, differentiation, the product itself, or the makeup of our customer base?
Let’s say you have a tech company that helps brands buy media. A tactical marketer will think, “How do we reach more of these brands? How do we get more leads? How efficient are our efforts across channels?” A strategic marketer will ultimately get to those questions, but he’ll start by asking questions like, “How fast is our sales cycle? Are we reaching the right kinds of brands? Are brands our ideal customer? What’s different about our ideal customer from our chief competitors’ ideal customers, and how can we orient our brand and our go-to-market efforts around the specific kind of customer we are best positioned to serve?”
These business-level insights inform vision — who we want to be, where we want to go — and, in turn, both narrative strategy (differentiation) and go-to-market strategy (channels). Only once a company has figured out what its business-level strategic goal is, be that reaching a new customer base, launching a new product, repositioning itself as the premium market option, or something else, does the strategic work of marketing become possible. And only then is it time to consider tactical questions like how the business will produce the content that connects it with customers.
Comfort with revenue targets and exit prospects
If a marketer is truly strategic and prepared to spearhead an organization with bold ambitions, she won’t shy away from talking numbers. She’ll understand benchmarks for her industry and will be able to provide data on how much the company should be spending on marketing, the revenue results it can expect from that spending, and its exit potential. She’ll have guided other companies toward exits and can explain how marketing can support exit ambitions.
Marketing qualified leads (MQLs) are falling out of favor — and for good reason. Strategic marketers don’t use only the most easily measurable tactics to hit an MQL quota on a SaaS dashboard and say, “I’ve done my job. If revenue is down, look at sales.” This is manager-level thinking, and it is how marketing organizations get stuck in tactical programs like SEO that are fine on their own but should not be the entirety of a company’s marketing program.
Instead of focusing exclusively on leads, marketing leaders should be able to speak to both the leading indicators that tell you whether marketing experiments are working as well as the sales opportunities that all marketing should ultimately drive. Each marketing leader has a different take on how exactly to measure success. Strategists should have their own philosophy and be able to explain how it functioned at other companies and why it will drive business-level success at your organization.
Marketing is perhaps the most misunderstood and maligned business discipline. But strategic marketers with track records of driving acquisitions and steep climbs in revenue generated at a minimum of three different organizations exist. These people are not unicorns, and what they do is not incomprehensible or unrepeatable. The best marketers can explain their craft and replicate it. Financial investors should focus on finding the marketing leaders who can do just that.
Joe Zappa is the CEO and founder of Sharp Pen Media. Contact him at joe@sharppenmedia.com.

SMALL BUSINESS SPOTLIGHT: Windridge Estate plays host to weddings and much more
CAZENOVIA — When MaryBeth and Jack Romagnoli purchased their Cazenovia home in 2002, they say they knew it was a special place. With 80 acres of gorgeous views and several historic barns, MaryBeth always felt it was a place that should be shared with others. Seven years ago, that became a reality when she opened
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CAZENOVIA — When MaryBeth and Jack Romagnoli purchased their Cazenovia home in 2002, they say they knew it was a special place. With 80 acres of gorgeous views and several historic barns, MaryBeth always felt it was a place that should be shared with others.
Seven years ago, that became a reality when she opened a wedding and event destination. Originally dubbed Red Barn 20, MaryBeth Romagnoli later renamed her business to match the property name, Windridge Estate.
“We saw an opportunity to start a family business and share the property,” she says.
Romagnoli, who is the sole owner of Red Barn 20 LLC, had done some event planning in the past for running events, and after two years of getting Windridge Estate ready, she was ready to hit the ground running as a wedding and event venue.
Rather than just serve as the reception site, Windridge Estate is also available to clients for the entire weekend of their event, she notes, and the rental also includes tables, chairs, and décor. Romagnoli contracts out for wedding-planning services if needed, and clients hire their own vendors for catering, entertainment, and more.
Couples can host multiple events at the venue throughout the weekend, ranging from their rehearsal dinner to the wedding ceremony and reception, and even a brunch the day after, she says. With two swimming pools, bocce ball courts, an apple orchard, a fire pit, and other outdoor amenities, there is plenty for everyone to do.
“There are opportunities for people to engage and enjoy each other’s company,” Romagnoli notes.
In 2023, Windridge Estate expanded those offerings even more with the addition of the Belvedere event pavilion — a 40-foot by 40-foot open-air pavilion with side walls.
“That gets used a lot for cocktail hours,” Romagnoli says of the new space. She plans to add a customized bar to the event pavilion.
Next year, Windridge Estate will also add a dedicated space for event tents to serve any guests who would like a tent during their event. Windridge does not provide the tent, only the dedicated space for one if a client rents a tent.
Previously, Romagnoli says, the event tents were placed in the backyard area, but having a dedicated space will ensure the grounds are looking their best for all events.
It’s all about giving guests options so they can customize their event weekend. “Weddings have changed,” she says, and the venue needs to keep up with what clients are seeking.

Along with the tent space and the Belvedere pavilion, Windridge’s event space includes the Red Barn and White Stone Barn, which together provide more than 5,000 square feet of indoor space. The estate’s Farmer’s Cottage provides accommodation for up to 10 people.
“To date, we’ve done over 125 events since we started,” Romagnoli says. Windridge has hosted weddings of various sizes — ranging from 25 people to 200 people, and everything in between, she says. The venue even hosted the October 2021 wedding of Food Network celebrity chef Anne Burrell.
Weddings are the most common event for the seasonal facility, which is open from June through October, and the venue is fully booked for weddings in 2024.
Romagnoli is hoping to expand more into other types of events. Windridge has hosted birthday parties and other gatherings. It recently hosted a pop-up holiday shop with Elmcrest Children’s Center in Syracuse and worked with an area restaurant on a farm-to-table dinner hosted at Windridge.
“I would like to do more open-to-the-public events,” Romagnoli says. Windridge is perfect for events like small outdoor concerts and even corporate retreats, she contends.
OPINION: Colleges Must Provide a Safe Learning Space for All Students
New York’s college campuses are no place for antisemitism, hate speech, or violence of any kind, and any university administration that fails to ensure as much has no business running a school in our state. Incidents at Cornell University, where a student was arrested for promoting gruesome violence against the Jewish community, and in our
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New York’s college campuses are no place for antisemitism, hate speech, or violence of any kind, and any university administration that fails to ensure as much has no business running a school in our state. Incidents at Cornell University, where a student was arrested for promoting gruesome violence against the Jewish community, and in our City University of New York (CUNY) schools have led to serious concerns about our state’s learning environments.
“Violence and hatred must not be allowed to fester in our colleges.”
Gov. Kathy Hochul [recently] ordered a probe for incidents of antisemitism at CUNY schools. While I support this measure, there is more we must do to ensure the safety of the students, faculty, and educators living and commuting to our college campuses. For that reason, the Assembly Minority Conference has sponsored new legislation to protect and prevent students from facing unsafe learning conditions on campuses in the state. Additionally, I have called for answers from university officials about these incidents in an open letter that can be found at: https://drive.google.com/file/d/1wKHutGc0zxEjXEqlwEOCi7oWcfRIJX55/view
Our proposed “Dismantling Student Antisemitism Act” (DSA Act), spearheaded by Assemblyman Ed Ra (R–Franklin Square), would require sensitivity training for students, faculty, and staff and establish baseline reporting requirements for institutions of higher education to combat a growing, unsettling rise in antisemitism.
In the wake of the devastating Hamas terror attack that took place in Israel on Saturday, Oct. 7, we have seen a 400 percent spike in antisemitic incidents. No New Yorker should ever be subjected to hate-based harassment, and that is especially true of our college campuses where students and staff must be free to communicate and learn in safety.
Among the provisions included in the DSA Act are:
• The establishment and implementation of a training program for all current and new employees, and a requirement all college and university administrators, faculty, staff, and students attend training seminars;
• Mandatory consultation with an expert in the areas of antisemitism awareness, prevention, and Jewish history and culture to conduct the training;
• The dissemination of information pertaining to such policies and procedures to the New York State Education Department on an annual basis;
• The publication of such information regarding who to contact with questions regarding the policy and how to report violations of this policy; and
• State-aid penalties for failing to comply with the requirements of the legislation.
Violence and hatred must not be allowed to fester in our colleges. Before this problem gets worse, I am calling for immediate action both on campus and in the state legislature. Anything less from university and government officials represents a willful failure to protect our students and communities.
William (Will) A. Barclay, 54, 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: Why Does the House Speaker Matter, Anyway?
It would be a stretch to say that the U.S. government came to a standstill after GOP members of the House unseated Kevin McCarthy as Speaker of the House at the start of October. The Senate and executive branch both kept working to move their priorities forward during the three weeks before the House finally
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It would be a stretch to say that the U.S. government came to a standstill after GOP members of the House unseated Kevin McCarthy as Speaker of the House at the start of October. The Senate and executive branch both kept working to move their priorities forward during the three weeks before the House finally found a replacement — [Mike Johnson of Louisiana]. Federal workers kept programs running and operations on an even keel.
Yet the House’s dysfunction had a clear cost: an inability to act on key initiatives, like aid to Ukraine and to Israel; weeks lost before a looming government shutdown; and a sense both at home and abroad that a key part of our democracy had simply frozen in place. So you might be wondering: How could it be that one vacancy would cause so much trouble?
Interestingly, the Constitution doesn’t say much about the Speaker’s role, though it does mention it, right there in Article 1, Section 2: “The House of Representatives shall chuse their Speaker and other Officers…” As the National Constitution Center put it some years back, “The Founders’ intention appeared to be for the Speaker to serve as a parliamentarian and peace maker, more along the lines of the speaker in the British House of Commons.”
Over the centuries, however, the House Speaker has evolved to become one of the most powerful positions in Washington, D.C. — not on a par with the presidency, but not far behind. That’s because the House — the chamber where taxing and spending originate, and indispensable to passing legislation and creating congressional policy — depends fully on the Speaker of the House to operate. The Speaker sets the House agenda, establishes its work and voting calendar, controls committee assignments, and decides which bills will get voted on. The Speaker then oversees the votes themselves, determines how debate will unfold on the floor, and appoints the staffers who are key to the House’s functioning, like the parliamentarian.
The Speaker is also the leader of his or her party in the House, with the power, at least in theory, to call the tune on the party’s legislative initiatives and to make or derail a president’s agenda. An effective Speaker of the House does all this by using the incentives and punishments under her or his control to keep legislators — especially rebellious ones — in line. This is crucial: The House is a fractious place, filled with big egos, powerful politicians, and multiple factions forming around ideology, geography, legislative priority, and other fault lines. In a sense, the Speaker’s role is to make the chamber work in spite of itself.
When I served in the House, new members learned quickly that if they wanted to get something done, the first call you made was to the Speaker. And that you should never try an end run around the Speaker.
Because of the Constitution’s vagueness, the Speaker’s role has always been a matter of tradition, precedent, and a response to the needs of the moment. Early on, under the parliamentary manual written by Thomas Jefferson and made a formal part of House rules in 1837, the Speaker wasn’t even supposed to talk on the House floor during debates. So it’s hardly unprecedented for legislators to agitate for a relatively weak Speakership. The question faced by the majority of House members who actually want to get something done, however, is how long they’re willing to countenance a Speaker who’s so hemmed in by rank-and-file members that the House — the so-called people’s body — can’t do its job.
Lee Hamilton, 92, 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.

ASHLEY (GREENLEE) OSBORN has joined Riger Marketing Communications as an account executive. Osborn was previously the marketing director for Maguire Family of Dealerships, based in Ithaca. Prior to that, she worked as the digital marketing manager for Jim Rollo State Farm, based in Endwell. She was previously a client of Riger’s at Maguire. At Riger,
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ASHLEY (GREENLEE) OSBORN has joined Riger Marketing Communications as an account executive. Osborn was previously the marketing director for Maguire Family of Dealerships, based in Ithaca. Prior to that, she worked as the digital marketing manager for Jim Rollo State Farm, based in Endwell. She was previously a client of Riger’s at Maguire. At Riger, she will direct and coordinate day-to-day client service and deliverables on behalf of the agency’s current and new clients. Osborn is a graduate of Lyndon State College in Vermont with a bachelor’s degree in new media studies.

Solvay Bank recently hired FELECIA FOX, JOSEPH SKINNER, and GRAHM SYLVESTER. Fox joined the bank’s Baldwinsville branch as an assistant branch manager. She has four years of banking experience and worked as a retail banker III at Woodforest, before joining Solvay Bank. Fox is a graduate of Rome Free Academy and has previous volunteer experience
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Solvay Bank recently hired FELECIA FOX, JOSEPH SKINNER, and GRAHM SYLVESTER. Fox joined the bank’s Baldwinsville branch as an assistant branch manager. She has four years of banking experience and worked as a retail banker III at Woodforest, before joining Solvay Bank. Fox is a graduate of Rome Free Academy and has previous volunteer experience at the Salvation Army.
Solvay Bank added Skinner to its commercial-lending team as VP, commercial-loan officer. He has 13 years of commercial-banking experience and worked at HSBC Bank and M&T Bank before joining the Solvay Bank team. Skinner received his MBA in business finance at Niagara University and was a board member on the Tompkins County Public Library Foundation, as well as a member of its finance committee.
Sylvester joined the Solvay Bank customer relations and operations team as an assistant VP, customer relations & operations assistant manager. He has worked in the banking industry for six years, with previous experience in branch management and retail-operations consulting. Sylvester is a graduate of Waldorf University.

TRICIA STICCA recently joined Emergent, a coaching and consulting firm, as an associate coach. She joins Emergent after gaining firsthand experience as a client. With a career spanning more than 25 years in the business sector, Sticca brings a wealth of knowledge and expertise in sales and relationship management. Her credentials indicate her passion for
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TRICIA STICCA recently joined Emergent, a coaching and consulting firm, as an associate coach. She joins Emergent after gaining firsthand experience as a client. With a career spanning more than 25 years in the business sector, Sticca brings a wealth of knowledge and expertise in sales and relationship management. Her credentials indicate her passion for coaching and expertise in the field. Sticca has been certified by the International Coaching Federation (or ICF), specializing in transitions and leadership. Her certifications as a full focused planner certified professional and positive intelligence coach further underscore her commitment to personal and professional growth. Sticca’s addition to the coaching team marks an important step in Emergent’s continuous growth and commitment to delivering exceptional coaching services.

CESAR VAZQUEZ, JR. has been appointed senior retirement-plan consultant. Vazquez will work directly with Tompkins’ wealth advisors and affiliate partners as their subject-matter expert. They will collaborate and identify ways in which Tompkins can bring value with improved retirement-plan solutions, as well as enhanced plan design, services for plan sponsors, and coordination of vendor relationships.
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CESAR VAZQUEZ, JR. has been appointed senior retirement-plan consultant. Vazquez will work directly with Tompkins’ wealth advisors and affiliate partners as their subject-matter expert. They will collaborate and identify ways in which Tompkins can bring value with improved retirement-plan solutions, as well as enhanced plan design, services for plan sponsors, and coordination of vendor relationships. Vazquez comes to Tompkins Financial Advisors with 35 years of work experience, including 22 in the retirement-plan industry (with extensive knowledge in retirement-plan designs, compliance, and industry knowledge), 13 years in the financial and banking industry, having previously served as the retirement-plan service manager and consultant for Wealth Enhancement Group’s QCI Team, EPIC Retirement Plan Services, Lifetime Benefits Solutions, and more. He holds an associate degree in business administration from Monroe Community College, a bachelor’s degree in accounting from St. John Fisher College, and certification from Accredited Investments Fiduciary (AIF).

MOHAMMAD FAHAD ALI, MD, who is currently the director of endoscopy at Oswego Health, was recently appointed as chief of gastroenterology and hepatology and director of the Center For Gastroenterology & Metabolic Diseases. In this new role, Dr. Ali will assist and oversee the establishment of protocols and patient pathways related to the provision of
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MOHAMMAD FAHAD ALI, MD, who is currently the director of endoscopy at Oswego Health, was recently appointed as chief of gastroenterology and hepatology and director of the Center For Gastroenterology & Metabolic Diseases. In this new role, Dr. Ali will assist and oversee the establishment of protocols and patient pathways related to the provision of gastroenterology services to increase efficiency. He will also serve as a mentor to Oswego Health providers and staff to ensure safe, quality, and efficient care. Dr. Ali joined the Center for Gastroenterology and Metabolic Diseases in March and is already making an impact here in the community, the health system said. Dr. Ali has experience treating a variety of gastroenterology diseases and has a special interest in GI motility and inflammatory bowel disease (IBD). Prior to joining Oswego Health, Ali worked at the Guthrie Cortland Medical Center, where he served as the chair of the Department of Medicine and the chief of endoscopy since 2021.
Oswego Health also recently added two physician assistants, KATELYN QUEHL and HELEN WILLIAMS, to support specialty care services throughout the community. Quehl joins the Center for Surgical Services. Originally from Pulaski, Quehl earned her physician assistant master’s degree in August from Upstate Medical University and her bachelor’s degree in biology in 2015 from SUNY Polytechnic Institute. In 2017, she also received her paramedic certification, and for the past six years has worked for both Menter and NOCA Ambulance as an RSI and vent-certified paramedic. Williams joins the Center for Orthopedic Care. Originally from Skaneateles, she earned her physician assistant master’s degree in August from Upstate Medical University and her bachelor’s degree in athletic training in 1999 from Springfield College in Massachusetts.
Williams has worked as a strength and conditioning coach, caring for athletes from junior high school to collegiate to professional. Most recently, she was a health and wellness director in Skaneateles, overseeing operations and managing all health and wellness-related programming. In addition, Williams assisted in program implementation for LiveStrong at both the Skaneateles and Auburn YMCA branches.

UR Medicine Finger Lakes Health has added BETH BEASLEY, a physician assistant, to its urgent care team. Beasley earned her bachelor’s degree in physician assistant studies from Butler University. With more than 20 years of experience as a physician’s assistant, she previously worked at UR Medicine Thompson Health in urgent care, family practice, and pediatrics.
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UR Medicine Finger Lakes Health has added BETH BEASLEY, a physician assistant, to its urgent care team. Beasley earned her bachelor’s degree in physician assistant studies from Butler University. With more than 20 years of experience as a physician’s assistant, she previously worked at UR Medicine Thompson Health in urgent care, family practice, and pediatrics. UR Medicine Finger Lakes Health urgent-care services are designed for all minor injuries and unexpected illnesses including orthopaedic injuries, dental pain, minor wounds requiring sutures, minor cuts and burns, sexually transmitted infections, urinary tract infections, colds and flu-like illnesses, sore throats, earaches, and cough. UR Medicine Finger Lakes Health has two urgent-care locations in Geneva and Seneca Falls.
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