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Dowd named Pathfinder Bank president and CEO
OSWEGO, N.Y. — Pathfinder Bancorp, Inc. (NASDAQ: PBHC), the bank holding company of Pathfinder Bank, announced April 3 that its board of directors has named James A. (Jim) Dowd as president and CEO of the company and the bank. Dowd had served in both roles on an interim basis since April 14, 2022, following the […]
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OSWEGO, N.Y. — Pathfinder Bancorp, Inc. (NASDAQ: PBHC), the bank holding company of Pathfinder Bank, announced April 3 that its board of directors has named James A. (Jim) Dowd as president and CEO of the company and the bank.
Dowd had served in both roles on an interim basis since April 14, 2022, following the resignation of Thomas W. Schneider, the prior Pathfinder president and CEO, who transitioned to a new position as director of capital markets and corporate strategy.
Dowd will also be nominated by Pathfinder Bancorp’s board of directors for election to serve as a member of the board, pending approval by the company’s shareholders at its annual meeting on June 1.
“On behalf of the Board, we are excited to elevate Jim to the role of President and CEO. The Board determined that Jim is indeed the right steward of the Company as we seek to enhance the growth of Pathfinder Bank. Jim has proven adept, both in his previous roles and now in his current role, at guiding our business through challenges and we believe that he will be equally adept in leading the improvements that we seek as we move forward,” Chris R. Burritt, chairman of the Pathfinder Bancorp board, said in a release. “His demonstrated leadership, experience, and broad business and community relationships, along with his extensive industry knowledge, will continue to guide us in the times ahead. Notably, Jim and the leadership team that he has guided, have acted decisively in the face of recent economic uncertainty by remaining focused on effective expense management while concurrently making appropriate investments to support the Company’s future growth.”
Dowd said he is “honored that our Board has given me the opportunity to lead the Company and Pathfinder Bank and advance our vision of being the local bank our community trusts. I am excited to work closely with our senior managers and their team members as we continue to enhance trust and confidence in Pathfinder Bank within our markets. As always, I am grateful for all of our employees’ hard work and dedication during these extraordinary times. While we have had our share of challenges, I believe our strong financial performance, dedicated and competent team, and healthy capital position leave us well-positioned to strengthen Pathfinder Bank in the long-term.”
Dowd has worked for Pathfinder Bank since 1994, when he joined as controller. He has since held many prominent roles at the bank. In 1999, Dowd was promoted to chief financial officer, followed by chief operating officer (COO) in 2017. Most recently, Dowd held the position of executive VP and COO, before becoming interim president and CEO last year.
Pathfinder Bank is a New York State-chartered commercial bank headquartered in Oswego that has 11 full-service branches located in its market areas of Oswego and Onondaga counties and one limited-purpose office in Oneida County.

Two employees take over leadership of Thew Associates Land Surveyors
SALINA, N.Y. — A pair of long-time employees of Thew Associates Land Surveyors, a Salina–based land-surveying firm, are now leading the business. Michael Merithew and Jeremy Sweeney are now company principals after purchasing the member shares of Thew Associates from Spencer and James Thew, per an April 3 announcement about the leadership transition. Merithew and
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SALINA, N.Y. — A pair of long-time employees of Thew Associates Land Surveyors, a Salina–based land-surveying firm, are now leading the business.
Michael Merithew and Jeremy Sweeney are now company principals after purchasing the member shares of Thew Associates from Spencer and James Thew, per an April 3 announcement about the leadership transition.
Merithew and Sweeney bought the shares on Jan. 1 of this year, Cameron Wattles, business development manager for Thew Associates, tells CNYBJ in an email.
Both of the firm’s new principals have worked for the business since the early 2000s, according to Wattles.
James Thew, who has worked for the company for 36 years, including 28 years as principal, stepped down from his leadership role at the start of 2023. Thew continues working for the business as a project manager and consultant as the leadership transition continues, Wattles says.
Spencer Thew has been retired since 2007 but has provided consulting work for the company in the years that followed.
James Thew expressed his gratitude for all the clients who trusted in the services of Thew Associates throughout his tenure:
“I have been blessed to have worked with so many wonderful people over the years. I thank each and every one of you for your trust in us to provide quality services on your projects,” Thew said in a statement.
Merithew and Sweeney say they will work to continue “providing responsive, professional, and quality services to each client.”
“The goal is to continue the Thew Associates legacy of delivering high quality service and exceeding our clients’ expectations,” Merithew said.
Thew Associates Land Surveyors has been in business since 1972, per its website. It currently has 30 employees, according to Wattles.
With offices located in Canton, Saranac Lake, Syracuse, and Utica, Thew Associates provides professional land-surveying services throughout the Northeast U.S.

Utica Fire Department receives $2.1M to add firefighters
UTICA, N.Y. — The City of Utica has received more than $2.1 million in federal funding to hire up to eight new firefighters, U.S. Senators Charles E. Schumer (D–N.Y.) and Kirsten Gillibrand (D–N.Y.) announced. The funding was allocated through the Department of Homeland Security’s Federal Emergency Management Agency’s Staffing for Adequate Fire and Emergency Response
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UTICA, N.Y. — The City of Utica has received more than $2.1 million in federal funding to hire up to eight new firefighters, U.S. Senators Charles E. Schumer (D–N.Y.) and Kirsten Gillibrand (D–N.Y.) announced.
The funding was allocated through the Department of Homeland Security’s Federal Emergency Management Agency’s Staffing for Adequate Fire and Emergency Response (SAFER) Program.
The Utica Fire Department covers 19 square miles of a mostly urban community. The addition of eight new firefighters will ensure the region complies with the National Response Framework established by Homeland Security.
Schumer originally created the Assistance to Firefighters Grant Program (AFG) in 1999, which later expanded to also include the SAFER Program, which funded Utica’s grant. Currently, both programs are at risk of being eliminated. The program has provided nearly $700 million to fire departments across the state since its inception.
“From being on the frontline during COVID to fighting fires, our Utica firefighters work nonstop keeping our communities safe,” Schumer, the U.S. Senate majority leader, said in a news release. “That is why when I heard our fire departments were struggling to keep up staffing, I promised to deliver the fed dollars to give our heroes the support they need.”
Together with Gillibrand, Schumer is pushing for the Fire Grants and Safety Act of 2023, which would reauthorize funding for the U.S. Fire Administration, the AFG, and SAFER program through fiscal year 2030. The bill also pushes back the end of the SAFER and AFG programs from 2024 to 2032. The bill would increase the authorization for the U.S. Fire Administration by about $20 million, while maintaining the authorized funding level for SAFER and AFG at $750 million.
The programs provide funding directly to fire departments and volunteer firefighter-interest organizations to purchase essential equipment and increase the number of trained firefighters available in their communities. Grants are awarded on a competitive basis to applications that most closely address the program’s priorities and demonstrate financial need, per the senators’ release.
VIEWPOINT: Get Creative in Three Areas to Win the Battle for Talent
The Federal Reserve’s March edition of the “Beige Book” provided a summary of an economy that is improving in many ways but continues to present challenges. Unemployment rates continue to fall, creating unprecedented, widespread workforce shortages. Inflation remains high, creating additional financial burdens and upward wage pressures as employees struggle to pay more for everything. The Fed’s specific
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The Federal Reserve’s March edition of the “Beige Book” provided a summary of an economy that is improving in many ways but continues to present challenges. Unemployment rates continue to fall, creating unprecedented, widespread workforce shortages. Inflation remains high, creating additional financial burdens and upward wage pressures as employees struggle to pay more for everything. The Fed’s specific reference to the challenge of “finding workers with desired skills or experience” is not news to those of us who find ourselves leading organizations through the “battle for talent.”
Fortunately, in addition to sharing these challenges, we can also share ideas for success. To be successful in the battle for talent, all businesses (including, but not limited to, health care) need to get creative in three key areas:
• Create your own training program to educate current and future employees (partnerships welcome).
LinkedIn’s “2023 Workplace Learning Report” shows that two of the top five factors people consider when pursuing a new job are opportunities to learn new skills and grow in their careers. To attract and retain talent, businesses must invest in training programs tied to career and wage growth.
We all have different skills and experience we’re looking for in employees — as a business leader, you know the needs of your business best, so why not create a custom on-the-job training program? If you aren’t sure you have the resources to do it alone, look for organizations like your local community college or economic-development agencies to help identify partners that can team up with you to create training programs for new and current employees.
For example, at Loretto, we do both. We partner with organizations in Central New York to support health-care training programs, and we’ve launched our own training programs. Why? Because there is a need for training programs that will attract people not just to Loretto but to the health-care industry as a whole. Could you do something similar to impact your business and your industry?
• Diversify funding sources so you can increase wages and offer bonuses to retain current employees and attract new talent.
How can we cope with inflation while keeping up with market demands for wage increases and sign-on bonuses? Loretto is one of many organizations experiencing a dire lack of funding due to relying on Medicaid reimbursement. However, we are not alone in facing financial challenges. Organizations confronting funding challenges should actively think outside the box about finding new revenue streams to support their primary business.
Begin brainstorming ideas without boundaries or limitations. Think broadly, freely and creatively — “in an ideal world free of rules” — and then apply the rules and constraints after going through that process. Free your mind to think in ways that may or may not lead anywhere. Capture all thoughts and believe there is no such thing as a bad idea. How you capture the ideas depends on your learning style. As a visual learner, I enjoy mind mapping with an old-school pen and paper — writing my problem in the middle and then visually connecting my thoughts and ideas. A recorded brainstorming session with your right-hand person might work better if you’re an auditory learner. The method is flexible, but freeing your mind is not — it’s been the key to many of my team’s best ideas for solving complex problems like funding.
• Create an innovative environment where people want to work.
Businesses spend plenty of time thinking about creating the most innovative products, services, and experiences to retain current customers and generate new leads — and understandably so; we do the same for our residents at Loretto. However, it’s essential to consider how your efforts in offering the best and most innovative products and services impact your employees and your talent pool. We’ve learned that people at Loretto get excited about working in our newest, most innovative spaces, like our memory special care units. Innovative workspaces look different for every industry. If some (or all) of your team works remotely or on a hybrid schedule, an innovative environment may translate to revisiting the technologies they use to work independently and collaboratively.
What is it about an innovative environment? We can all agree that we enjoy working in a space with the latest tools and technology and a purposeful design. Beyond the physical space, we see a business that has demonstrated a commitment to innovation. Deloitte’s “Innovation Study 2021: Beyond the buzzword” discovered that “organizations with a strong executive-level commitment to, and understanding of, innovation are more likely to report recent revenue growth.” In other words, there is a correlation between business innovation and success.
Yes, employee recognition and pizza parties are part of creating an environment where people want to work, but being truly innovative in your industry will also make your organization a place where people want to stay. In fact, Loretto is celebrating our employees’ benchmark anniversaries, and we have 40 people who have been with Loretto for 25 years or more — including a few 40-year and 45-year anniversaries.
Kimberly Townsend, Ph.D. is president and CEO of Loretto and author of “Lifecircle Leadership” and “Lessons in Lifecircle Leadership.” For more information about Townsend, visit: DrKimberlyTownsend.com and LorettoCNY.org.

New director of Blackstone LaunchPad program starts work
SYRACUSE, N.Y. — It was about a month ago when Traci Geisler became director of Syracuse University Libraries’ Blackstone LaunchPad program, succeeding Linda Dickerson Hartsock in the role. Geisler began her duties March 17. Hartsock — founder and former executive director of the LaunchPad — has transitioned to the role of strategic-initiatives advisor at Syracuse
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SYRACUSE, N.Y. — It was about a month ago when Traci Geisler became director of Syracuse University Libraries’ Blackstone LaunchPad program, succeeding Linda Dickerson Hartsock in the role.
Geisler began her duties March 17. Hartsock — founder and former executive director of the LaunchPad — has transitioned to the role of strategic-initiatives advisor at Syracuse University Libraries, the university said.
Prior to joining the LaunchPad, Geisler served in an investment, program, and contract-management role at the Tech Garden since 2016. In that position, she provided business-development services to incubator member companies and managed procurement, funding programs, and the incubator’s investment portfolio.
The LaunchPad is “dedicated to inspiring, coaching, and empowering the world’s future innovators through connections with subject-matter experts, coworking space, individualized coaching, alumni and peer mentoring, workshops, professional networking events, demo days and talent fairs, competitions for seed funding, toolkit resources, technology platforms, access to accelerators and innovation grant funding,” per the Syracuse University announcement.
In her role as director of the LaunchPad, Geisler is responsible for creating programs and services that support Syracuse students, faculty, staff and alumni across all disciplines. This includes entrepreneurship resources for those who want to build and create, as well as intrapreneurship resources for those who want to strengthen leaderships skills.
“We’re thrilled to have someone with Traci Geisler’s experience and skills join Syracuse University Libraries’ Blackstone LaunchPad as the new director. Linda Dickerson Hartsock created a communal hub for student entrepreneurs that is well known across the region and has allowed the Libraries to serve Syracuse University’s schools and colleges in their various innovation programs, bringing new energy and capacity to entrepreneurship,” David Seaman, dean of the Libraries, university librarian, and interim dean of the School of Information Studies, said. “Having Traci now in this role will ensure the LaunchPad continues to evolve and grow organically. Traci’s background and connections will add another layer of depth that will translate to more opportunities for our student entrepreneurs, innovators and creatives.”
Geisler has more than 25 years of experience in corporate and finance law in 10 countries. She began her career in communications and sports/entertainment after graduating with a dual degree from the S.I. Newhouse School of Public Communications and the College of Arts and Sciences at Syracuse University.
She obtained her MBA from the City University of New York and her law degree from New York Law School.

Succession planning leads to smoother ownership transitions
“Any business who looks out and says in 5 to 10 years, I don’t want to do this anymore,” should start succession planning now, says Richard Scrimale, chair of the business department and succession planning counsel at Hancock Estabrook, LLP in Syracuse. Succession planning, in its most basic terms, is how a business will transition
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“Any business who looks out and says in 5 to 10 years, I don’t want to do this anymore,” should start succession planning now, says Richard Scrimale, chair of the business department and succession planning counsel at Hancock Estabrook, LLP in Syracuse.
Succession planning, in its most basic terms, is how a business will transition intact to new leadership or owners.
That planning should cover two main aspects, Scrimale adds. First is the actual business and how it will move forward with new ownership. The second, and more challenging aspect, is how to structure that change financially and with the best possible tax outcomes for all involved parties.
That second part, Scrimale adds, is why succession planning is not a do-it-yourself business project. Working with a professional — typically a lawyer — helps business owners avoid potential planning pitfalls, he says.
While many business owners often first reach out to their CPA or even their insurance agent to ask about succession planning, Scrimale prefers a team approach that includes those people, as well as the businesses attorney, financial planner, and banker. That gives the full picture of the business and how to best structure the succession plan.
“My job as a business-succession planner is to try to set the business up for success post-succession,” he says. But it’s also a lot more than that. Part of the planning process is figuring out when the ownership switch will happen, how it will take place, and whether the departing owner wants a clean break or needs to have some sort of residual income from the deal.
The next step is to figure out how to set that all up in a way that positions the new owner for success with good cash flow and maximized deductions with minimum tax impact for the departing owner.
“There is no cookie cutter, one-plan-fits-all,” he says. And succession planning is not the area where you want to just make a handshake deal, Scrimale adds. “Put it out in writing and lay it out there.” That way, there’s no confusion and everyone is on the same page.
The work doesn’t end once the plan is created either, Scrimale notes. Business owners not only need to create a plan in advance of when they want to depart the business, but they also need to check on it from time to time before they leave.
Life happens, Scrimale says, and events like divorce, marriage, health problems, death, and even a change of heart can all impact a succession plan as can changing legislation.
“Did the tax law change?” he asks. “You have to keep your eye on the tax laws and make sure your structure is still a tax-advantageous structure.”
VIEWPOINT: Planning a Benevolent Business Exit
If you’re a business owner, at some point you may begin thinking about an exit strategy. Sometimes that strategy presents itself in the form of an unplanned, unsolicited buyer. Before you engage any potential acquirers, you might want to explore the benefits of contributing an ownership interest in your business to a donor-advised fund or
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If you’re a business owner, at some point you may begin thinking about an exit strategy. Sometimes that strategy presents itself in the form of an unplanned, unsolicited buyer. Before you engage any potential acquirers, you might want to explore the benefits of contributing an ownership interest in your business to a donor-advised fund or other type of charitable fund.
If you have owned your business for several years — or decades — you could be sitting on substantial unrealized capital gains, thanks to the increasing value of the business over time. A business sale will trigger tax on capital gains, reducing the proceeds you get to keep. No capital-gains tax will apply, however, to the sale of any portion of the business owned by your donor-advised fund, plus you will receive a charitable deduction for the gift of ownership.
Don’t start negotiating for your company’s sale before you’ve talked with your advisors and the fund administrator, such as your local community foundation. Otherwise, you might get caught in the trap of the IRS’s step-transaction regulations that affect any presale gift to charity of real estate, closely held stock, or other alternative asset.
If you sell your business without making a gift of ownership, you still have the option of making a post-sale charitable gift of cash. While this approach doesn’t avoid realizing capital gains, it still provides a charitable deduction that can be effective at reducing your income tax due in the year of the sale.
This past year, five post-sale gifts created funds at the Community Foundation. These were the result of business sales that occurred in the Syracuse area, where owners or employees received sale proceeds or deferred compensation. In each case, the donor was somewhat familiar with us, but was also connected by professional advisors who knew how beneficial a charitable contribution would be for their client that year, how flexible a donor-advised fund is for charitable giving, and how we can be a resource to donors who care about Central New York.
If you own a business and want to learn more about making a presale or post-sale gift to a donor-advised fund or other type of fund, reach out to your local community foundation. It can help you and your advisors evaluate your options and ultimately prepare for the transaction. The foundation staff will also work with your advisors to secure a proper valuation for the charitable deduction when a portion of the business interest is contributed to your donor-advised or other type of fund.
Thomas Griffith is VP of development at the Central New York Community Foundation. Contact him at tgriffith@cnycf.org or (315) 883-5544.
OPINION: School Safety Must be a Top Priority for State Lawmakers
Across the nation, we have witnessed school-targeted violence at a rate unlike any we have ever seen in this country. The grief and heartbreak families have been forced to endure as a result of these attacks is unimaginable and it is abundantly clear action is needed now before another tragedy occurs. It is obvious the safety procedures
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Across the nation, we have witnessed school-targeted violence at a rate unlike any we have ever seen in this country. The grief and heartbreak families have been forced to endure as a result of these attacks is unimaginable and it is abundantly clear action is needed now before another tragedy occurs. It is obvious the safety procedures in place must be evaluated and improved to protect students, teachers, and staff working in New York schools. [The recent] events in Tennessee are yet another horrific reminder of what is at stake.
In order to protect our vulnerable schools, our Assembly Minority Conference toured the state last fall gathering input from stakeholders charged with developing and implementing school-safety plans. Testimony from law-enforcement officials, school administrators, mental-health professionals and parents was gathered ahead of a comprehensive report aimed at identifying ways to bolster school security.
Our proposals are actionable, and they take into account the thoughts and opinions of individuals who know exactly what is needed to protect school children. We listened to them, and I implore my counterparts in the majority legislative conferences, as well as the executive to listen closely to those facing these dangers every day. Among the many topics and recommendations included in the report are:
• Increasing law-enforcement’s presence in schools
• Addressing mental-health concerns in schools
• Opening communication between key stakeholders
• Expanding state support for school safety and security
• Identifying threats and providing support to at-risk students
• Investing in school infrastructure
Teachers and students are living in fear. Schools are supposed to be safe havens for children to learn and grow, and it is nearly impossible to do that when one goes there each day in fear. Making matters worse, we have also seen a growing number of individuals calling in fake shootings in order to elicit emergency responses for their own amusement. These despicable individuals are fueling already unsustainable levels of fear, and they must be addressed accordingly.
It is hard to fathom the fear those who were forced into lockdown [by these fake shooting calls] experienced considering the [recent] tragedy. In order to combat this disturbing new practice, Assemblyman Scott Gray (R–Watertown) introduced legislation (A.2977) making such a practice a felony offense under the crime of “falsely reporting an incident in the second degree.”
Overall, we must do everything in our power to ensure school children and those who support them are safe. The stakes could not be higher, and there is absolutely no reason not to implement drastic, immediate improvements to our school-security infrastructure right now. This is an issue that transcends politics and party lines, and we need to work collaboratively. I look now to Gov. Hochul and legislative leadership; do not ignore the needs of New York’s school children.
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 Trustworthiness Matters in Our Democracy
Early this year, the Gallup organization came out with a survey of Americans on how they view the ethics of various professions. Nurses ranked at the top. Doctors, pharmacists, and high-school teachers did well, too. Real-estate agents and bankers were considered about average. Down at the bottom? Telemarketers. And members of Congress. Over the course
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Early this year, the Gallup organization came out with a survey of Americans on how they view the ethics of various professions. Nurses ranked at the top. Doctors, pharmacists, and high-school teachers did well, too. Real-estate agents and bankers were considered about average. Down at the bottom? Telemarketers. And members of Congress.
Over the course of my career in Congress, I dealt with hundreds of legislators over many decades and found the vast majority to be honest and ethical. Most understood that in Congress and other legislative bodies in this country, trust is the coin of the realm. One of the worst things that can happen to a legislator is to have word get around that he or she is not trustworthy. This is because you’re constantly making deals — hammering out the details of a bill, striving to get funding for a key infrastructure project at home, working with the leadership or other members of your state delegation or even legislators from the other party to craft language that can command a majority on the floor. And as part of that process, you have to make commitments. If you don’t follow through, or you shade your language, or you misrepresent your intentions, word gets around.
So why do so many people hold the ethics of members of Congress in such low esteem and often tell pollsters that you can’t trust what they say? I think in part it’s because many politicians learn quickly to be careful about how they use language in public — not for nefarious purposes, but because it’s natural to want an audience’s support even though, quite often, the issue in question is far more complicated than it’s possible to convey in a few words. Or, especially these days, a politician may be entirely sincere in expressing a point of view, but it’s based on misinformation or information that comes from what proves to be an untrustworthy source.
At the same time, issues evolve. Policy is a dynamic process and circumstances and legislation change: What you said a year ago might no longer be relevant or even useful today. In fact, as a member of Congress I became cautious in answering when a constituent or lobbyist asked me whether I would support a particular bill, since by the time it reached the floor it might have gone through so many changes that it was unrecognizable. The problem is, as a legislator you don’t get to vote “Maybe.” A vote is a blunt response to a difficult issue; “yes” or “no” rarely reflects a member’s complete thoughts because of the complexities inherent in legislation.
Intriguingly, it’s that changeability — in how legislation evolves, politics unfolds, and politicians think — that makes trustworthiness so important. If other legislators conclude they can’t take you at your word, then you’re sidelined — as deals get struck and the details change, you have no influence. In the end, you’re just occupying a seat. As New York Congressman George Santos has found, you may have a megaphone in the press, but when it comes to affecting public policy or the course of legislative events, you’re frozen out. And the losers are your constituents.
Lee Hamilton, 91, 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.
Pinckney Hugo Group, a full-service marketing communications firm, has hired GAVIN WAIGHT, of Syracuse, as a media strategist and STEVE SCHULZ, of Liverpool, as a junior digital designer. Prior to joining Pinckney Hugo Group, Waight gained experience as a digital strategist at Guild Collective and as a marketing coordinator at HealthWay Family of Brands. He
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Pinckney Hugo Group, a full-service marketing communications firm, has hired GAVIN WAIGHT, of Syracuse, as a media strategist and STEVE SCHULZ, of Liverpool, as a junior digital designer. Prior to joining Pinckney Hugo Group, Waight gained experience as a digital strategist at Guild Collective and as a marketing coordinator at HealthWay Family of Brands. He is a Google qualified individual with a certification in Google Ads search. Waight has a bachelor’s degree in marketing from the Madden School of Business at Le Moyne College. Schulz has a bachelor’s degree in graphic design from the S.I. Newhouse School of Public Communications at Syracuse University.
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