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Terakeet launches second 12-month apprenticeship program
SYRACUSE, N.Y. — Terakeet is accepting applications for its second year-long apprenticeship program focused on marketing and search-engine optimization (SEO). The application period continues through May 13, and the program will begin July 11, per a company news release. The firm has designed the program to “remove a number of the barriers to entry that […]
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SYRACUSE, N.Y. — Terakeet is accepting applications for its second year-long apprenticeship program focused on marketing and search-engine optimization (SEO).
The application period continues through May 13, and the program will begin July 11, per a company news release.
The firm has designed the program to “remove a number of the barriers to entry that keep many recent high school graduates and other members of the Syracuse community out of traditional marketing and technical spaces,” per its news release.
Terakeet is located inside the Washington Station building at 333 W. Washington St. in Syracuse.
The apprenticeship program will provide participants from the Syracuse area with training on the fundamentals of marketing and SEO. Terakeet plans to hire four to six digital marketing and SEO apprentices for its second program, which is a full-time paid role with benefits.
“We know different experiences and backgrounds make us a stronger organization,” Lynn Fraas, chief people officer, said. “Whether you’ve just graduated from high school, or you’re changing your profession, we offer the training and experience that will allow you to build a long-term career.”
The culmination of Terakeet’s inaugural apprenticeship program in 2021 resulted in the long-term hiring of three apprentices, who are now digital-outreach specialists at the company, the firm said.
Throughout the initiative, apprentices will have the chance to collaborate with a team of SEO experts, content strategists, writers, and other members of Terakeet’s strategic outreach team. The program will be part hands-on and part classroom-style learning. The company will guide participants the entire way.
At the completion of certification in year one, each member of the apprenticeship program will be eligible for a digital-marketing specialist role. At that point, Terakeet will either offer them a job or help guide them into the next phase of their career or education.
CEO FOCUS: GENIUS NY Renewed through Round 10, Opens Applications for UAS Startups
Over the past five years we have established Central New York as the global leader for the uncrewed systems industry. Among the central elements of those efforts is the GENIUS NY program, the world’s largest in-residence accelerator focused on uncrewed systems. Operated from CenterState CEO’s Tech Garden, the program has attracted 26 startups to Central New York.
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Over the past five years we have established Central New York as the global leader for the uncrewed systems industry. Among the central elements of those efforts is the GENIUS NY program, the world’s largest in-residence accelerator focused on uncrewed systems.
Operated from CenterState CEO’s Tech Garden, the program has attracted 26 startups to Central New York. These innovative teams have received
$15 million in state investments, raised more than $90 million in venture capital and created more than 60 jobs across upstate New York. Validation of the program’s impact is evidenced by Empire State Development’s announcement [recently] that GENIUS NY was being renewed through round 10.
As we begin to receive applications for the sixth round of the program, it is impossible not to be excited about the opportunity to welcome new, high-growth companies into our ecosystem that support innovation and our growing tech sector. Applications are being accepted now through May 31 from tech startups focused on uncrewed systems, IoT, big data, and robotics, as well as precision and remote sensing, smart-city applications, data collection and analytics, and guidance or communication systems, among other tech categories. These sectors highlight the breadth of the industries supported by the region and the GENIUS NY program and align with efforts to advance a smart-systems cluster under our phase-two application of the Build Back Better Regional Challenge.
For more than a decade we have collaboratively advanced the resources available to startups so that they can scale and grow in the region. GENIUS NY is an important element of this success. Each new team that we attract to the region through GENIUS NY contributes to Central New York’s growing tech sector and supports the advancement of the UAS (unmanned aircraft system) and UTM (unmanned aircraft system traffic management) industries here.
To learn more or apply, visit www.geniusny.com, or contact Kara Jones, director of GENIUS NY, at kjones@centerstateceo.com.
Robert M. Simpson is president and CEO of CenterState CEO, the primary economic-development organization for Central New York. This article is drawn and edited from the “CEO Focus” email newsletter that the organization sent to members on March 31.
Tucker Backyard Pools & Spas puts finishing touches on new location
NEW HARTFORD, N.Y. — Just in time for everyone to open their swimming pools for the season, Tucker Backyard Pools & Spas plans to soon formally open its new headquarters and showroom at 8086 Seneca Turnpike in New Hartford. Construction crews are currently working on finishing the interior of the new 11,000-square-foot building, and owner
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NEW HARTFORD, N.Y. — Just in time for everyone to open their swimming pools for the season, Tucker Backyard Pools & Spas plans to soon formally open its new headquarters and showroom at 8086 Seneca Turnpike in New Hartford.
Construction crews are currently working on finishing the interior of the new 11,000-square-foot building, and owner Ben Tucker is hoping for an early May grand opening.
Founded in 2014, Tucker Backyard Pools & Spas previously operated from 3,000 square feet on Commercial Drive in New Hartford. That space was fairly limited, Tucker says, with limited storage space, room for displays, and even room to park equipment.
“We didn’t have room to display things,” the business owner explains. “It made it hard to do the ‘one to show, one to go.’” That meant when customers saw a display spa they wanted, Tucker needed to order it. With the COVID-19 pandemic, lead times for ordering spas was anywhere from 14 to 16 months, he notes.
That made things challenging during what turned out to be a brisk sales period, Tucker notes. His business has been growing an average of 12 to 14 percent a year, and the pandemic didn’t hurt things at all. In fact, everyone spending more time at home ended up helping his business, as more people sought pools.
“Last year was a huge influx of business because everyone wanted one,” he says.
The new showroom is the same size as the entire previous building, Tucker says, giving him plenty of room to display spas as well as the pool and spa chemicals he sells. The showroom features three walls full of windows, letting in lots of natural light and creating a bright and airy space.
“It’s all about creating an experience,” Tucker says. To further round out that experience, the spas will all be installed the same way they would be at a customer’s home, he adds. That way they can see what the electrical hookups look like.
With that same concept in mind, the new Tucker Backyard Pools & Spas building also features an enclosed space where three different styles of inground pools will be set up and fully functional. Those pools will be just outside the windows of the new conference room, so customers can look out the window just like they would at home and envision what their pool might look like.
“I think it’ll change the way people shop,” Tucker says of the space.
Along with the showroom and conference room, the new building also includes a parts room, a repair area, offices, a break room for employees, and a warm storage area to keep the chemicals above freezing temperatures. There is plenty of room to keep spa inventory on hand, Tucker adds.
The building sits on 1 1/2 acres that also includes a second 2,300-square-foot building that Tucker is currently using for office space. Once the new space opens, he plans to lease that building out to someone else.
The opening of the new space will bring to fruition a process that started in March 2020 when Tucker first found the property and was ready to purchase it. That process took just about a year, and construction on the building began last November. In total, the project will cost about $600,000 after the recent increase in lumber prices, Tucker notes. He obtained financing from M&T Bank for the project.
Crews are currently working on the lights, painting, and interior trim in the building, which Tucker designed himself. With an eye to future needs, there are no load-bearing walls inside the building, so he can easily change things around if needed.
As with previous years, Tucker expects this year to be busy. “Right now, we’re booking for August,” he says. “We have projects sold already for October.”
Tucker is currently looking for employees to add to his current staff of 10. He hopes to hire about six to eight more people to round out his service, cleaning, and building crews.
Tucker Backyard Pools & Spas (www.tuckerbackyard.com) is currently operating at the new location and hopes to celebrate the new building with a ribbon cutting and grand-opening event.
HISTORY FROM OHA: M. Goldberg & Sons – The Stores that Confidence Built
Meyer Goldberg, along with his sons, Moses and Benjamin, established a furniture and jewelry business in 1919 on North Salina Street in Syracuse after consolidating Meyer’s and Moses’ second-hand furniture store, located on North State Street, with Benjamin’s jewelry store, located on North Salina Street. Moses had recently returned from Europe after serving his country
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Meyer Goldberg, along with his sons, Moses and Benjamin, established a furniture and jewelry business in 1919 on North Salina Street in Syracuse after consolidating Meyer’s and Moses’ second-hand furniture store, located on North State Street, with Benjamin’s jewelry store, located on North Salina Street. Moses had recently returned from Europe after serving his country during World War I. Pooling their business resources, the trio of Meyer, Moses, and Benjamin launched M. Goldberg & Sons, a retail furniture and jewelry business at 259 North Salina St.
In the early days, M. Goldberg & Sons was small in size, operating in about 3,000 square feet of space. The father and sons were later able to expand their operation by occupying the entire building, consisting of five floors plus the basement.
The Goldbergs offered their customers a complete line of household furniture and jewelry for cash or credit. Their light product overhead created a quick merchandise turnover, which allowed them to operate on a smaller profit margin than other area stores.
By the mid-1920s, M. Goldberg & Sons regularly advertised in the Syracuse newspapers and sold living room and bedroom-furniture suites, as well as mattresses. They also expanded their product lines to include rugs and linoleum flooring, mirrors, gas ranges, washing machines, tube radios, fans, and an oak ice box that could hold a record 100 pounds of ice. At Christmas time, the store created Goldberg’s Toyland and sold rocking horses, doll carriages, wagons, sleds, tricycles, and children’s furniture.
With their business continuing to expand, and needing extra storage space, the Goldbergs leased a warehouse on the corner of Plum and Wilkinson Streets in Syracuse in August 1931. The 20,000 square feet of floor space allowed the Goldbergs to increase their product lines and inventory.
M. Goldberg & Sons not only survived, but even flourished, during the Great Depression of the 1930s. Their newspaper advertisements stated that the Goldbergs would continue to promote honesty and not attempt to lure customers into the store with “ridiculously low prices” and then try to sell them more expensive merchandise. The business spent thousands of dollars each year on advertisements, viewing its ads as the “mouthpiece” through which M. Goldberg & Sons strived to build the public’s trust by not misrepresenting themselves, their products, and their prices. It was especially important to the Goldberg family to retain their loyal customers, as well as attract new ones during this time of extreme economic hardship.
By 1935, the Goldbergs had opened additional stores in Fulton and Oswego. Both of these stores offered the same merchandise, prices, and payment terms as their Syracuse store. Meyer Goldberg’s other son, Solomon (Sol), managed the Fulton store until he left the company in 1946 to co-found the Raymour Furniture Company with his two sons, Bernard and Arnold. Today, it is known as Raymour & Flanigan Furniture Company.
The Goldbergs remodeled their downtown Syracuse store façade in the spring of 1940. The remodel featured a spacious lobby entrance with curved glass windows and gray metal trim. The window area was divided into compartments to create furniture vignettes. By this time, M. Goldberg & Sons had physically expanded to two other properties on both sides of the original building. The store occupied 12 display floors in the three buildings, ranking among the largest furniture businesses in Central New York, and providing work for 75 employees.
In September 1941, the Syracuse Herald Journal newspaper printed a full-page ad congratulating M. Goldberg & Sons on the company’s 30th anniversary. The ad included a letter written to Walter Bligh, the advertising director of the newspaper by Hal Wheatley, advertising manager at M. Goldberg & Sons. The letter extolled the Herald Journal’s support of local business advertisements, as well as keeping the buying public apprised of the latest merchandise and sales. Wheatley credited the newspaper’s advertising department with playing a crucial role in the company’s success.
During World War II, M. Goldberg & Sons joined a long list of local businesses that encouraged the public to buy defense bonds and stamps to help financially support the Allied war effort: “Buy All You Can, As Often As You Can!” The company also went on a hiring spree during the war years — looking for women to fill office, typist, and telephone-operator positions, as well as war-exempt men to fill furniture warehouse and appliance-repair positions.
Meyer Goldberg, co-founder of M. Goldberg & Sons, died in 1945. Born in Russia, he had lived in Syracuse for 40 years prior to his death. Shortly after Meyer’s death, his son Benjamin (aka Barney) became company president. In May 1946, Barney, and his son Leonard, filed a Certificate of Continued Use with New York State to continue M. Goldberg & Sons. Leonard had graduated from Nottingham High School in 1939 and joined the business in 1945 after serving in the U.S. Army during WW II. The following year, he graduated from Syracuse University.
By January 1947, the three stores were selling EASY washing machines made in Syracuse, including the Spindrier model that included an automatic spin-rinse cycle, as well as the Whirldry model, a portable washer that weighed only 33 pounds, and allowed the operator to wash clothes on the kitchen table. The stores also began to cater to the needs of growing families during the early post-war era by offering baby merchandise, such as cribs, carriages, highchairs, playpens, and walkers.
Benjamin (Barney) Goldberg, president of M. Goldberg & Sons since his father’s death in 1945, passed away in 1959 after suffering for many years with his own illness. His son, Leonard, who had worked with his father since 1945, assumed the company presidency upon Barney’s death.
By 1962, Leonard Goldberg shared company responsibility with his brother, Frank, and his cousin, Lester (Moses’ son). As company president, Leonard also was VP of the Fulton store. Frank was company VP and Lester was president of the Fulton and Oswego stores.
Soon after Leonard, Frank, and Lester took the company helm, M. Goldberg & Sons expanded to add its fourth store in DeWitt, which opened in 1962 at 3160 Erie Blvd. E.
M. Goldberg & Sons opened its next store as part of the multi-million-dollar Camillus Plaza complex built by Wilmorite, Inc. along Route 5 in May 1965. The Camillus store featured air conditioning, wall-to-wall carpeting, and soft background music for shoppers.
In early 1966, M. Goldberg & Sons was informed that it would have to close its original downtown Syracuse store at 259 N. Salina St. and Herald Place to make way for Interstate 81. The store was demolished that year, and in October 1967, the company announced the new store would be located at 476 S. Salina St., the site of the former Casa Lorenzo restaurant. The Goldbergs renovated the building and built an addition that would extend through to South Clinton Street, providing the business with 30,000 square feet of retail space. The new store opened in June 1968. Leonard and Frank Goldberg, along with Jack Wander, the new store’s manager, participated in the ribbon-cutting ceremony on that June 6th. The new store featured a cathedral type façade, resembling gothic arches, and embellished with bronze mesh grillwork and diffused lighting. Occupying an entire city block, with entrances on both South Salina and South Clinton streets, the interior consisted of two levels connected by a circular staircase and elevators.
Soon after opening the new store in downtown Syracuse, M. Goldberg & Sons announced that the company would move its main operation to 506 S. Main St. in North Syracuse in September 1968. Along with offering the usual merchandise at the other Goldberg stores, this location also had a warehouse to store the company’s large inventory.
M. Goldberg & Sons continued to expand in the 1970s by increasing the size of its North Syracuse store and warehouse by an additional 40,000 square feet in 1972, effectively doubling the size of the usable space. The company had grown from a modest 3,000 square feet in its original location to 170,000 square feet of retail and warehouse space at all its locations. It now employed 125 people.
After having occupied its location on South First Street in Fulton for many years, the company renovated the old Montgomery Ward store in downtown Fulton and reopened it during a grand-reopening ceremony in May 1979.
M. Goldberg & Sons celebrated its 70th anniversary in 1980. Frank’s son, Andrew, and Leonard’s son-in-law, Michael Ergort, representing the fourth generation, had joined the business as customer-service manager and warehouse-operations manager, respectively. Goldberg stores could now be found in Syracuse, Fulton, Oswego, DeWitt, Camillus, and North Syracuse. The family added its seventh store on Grant Avenue Road in Auburn, in June 1984. Following the opening of the Auburn store, the Goldbergs opened yet another store in Rome, in 1991.
Long-time company president, Leonard Goldberg, passed away on Oct. 19, 1995, at age 74. Leonard had been active in the business for 40 years, helping his ailing father operate it since returning from WW II in 1945. Leonard’s wife, Ethel, credited her husband with working diligently day and night to keep the business afloat.
Leonard’s brother, Frank, then became company president after Leonard’s death. His cousin, Lester, continued to manage the Fulton and Oswego stores.
The North Syracuse store underwent a $2 million renovation in March 2000 while the store remained open to the public. The company hired a San Francisco design firm to completely refurbish and modernize the store that had originally opened in 1968.
However, the renovation did not keep M. Goldberg & Sons in business for too many more years. Competition from other furniture and appliance dealers, fuel costs, and the general state of the economy during the Great Recession, along with Frank Goldberg announcing his retirement in the summer of 2008, changed the business’ imminent future. With his retirement, Frank passed the business onto his son, Andrew. They then decided to sell three of the four remaining Goldberg stores in Fulton, Oswego, and Auburn, and consolidate the business within its last store, in North Syracuse. The plan was to build upon that store’s eight-year old renovation and create one Goldberg superstore.
But, after working on this concept for only about 14 additional months, this last Goldberg store closed its doors in November 2009. In September 2010, Stickley Audi & Co purchased the former Goldberg store and warehouse in North Syracuse — and its 103,600 square feet of retail and warehouse space — for almost $1.5 million
So, after lasting for almost 100 years, managed by four generations of the Goldberg family, M. Goldberg & Sons ended its run as one of the longest-running local businesses in Central New York’s history.
Thomas Hunter is curator of collections at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.
OPINION: Wages still not keeping up with inflation despite happy talk
Buried deep in the March jobs report is the punchline that pulls the rug out from under any happy talk about the Biden economy. To quote the Bureau of Labor Statistics (BLS) summary, “Average hourly earnings for all employees on private nonfarm payrolls rose by 13 cents to $31.73 in March. Over the past 12
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Buried deep in the March jobs report is the punchline that pulls the rug out from under any happy talk about the Biden economy. To quote the Bureau of Labor Statistics (BLS) summary, “Average hourly earnings for all employees on private nonfarm payrolls rose by 13 cents to $31.73 in March. Over the past 12 months, average hourly earnings have increased by 5.6 percent.”
“That’s right, the harder you work in the Biden economy the less your money buys.”
Sounds like good news, right? In the past year, average hourly earnings have increased by 5.6 percent. Only one problem: the same BLS reported [recently] that in February the cost of living grew by 7.9 percent over the previous year.
So, April Fools! The 5.6 percent reported raise received by Americans is actually a real wage cut of [2.3] percent. That’s right, the harder you work in the Biden economy the less your money buys.
Everyone knew that Joe Biden’s political career began in the early 1970s, but no one expected him to go back to the future by transforming our 21st century economy into the vicious wage-price spirals of the decade that brought us disco.
Rick Manning is president of Americans for Limited Government (ALG). The organization says it is a “non-partisan, nationwide network committed to advancing free-market reforms, private property rights, and core American liberties.” This op-ed is drawn from a news release the ALG issued on April 1, in response to the BLS report providing the latest job numbers and hourly earnings statistics.
OPINION: In a Crisis Like Ukraine, Staying in Close Touch is Key
When Congress returned to Capitol Hill [recently] after a recess, it faced a changed world from the one that existed when its members left town. Not just because of the Russian invasion of Ukraine, as dramatic as that has been, but because of the response to it. Before the invasion, Europe was fractured. So, of course,
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When Congress returned to Capitol Hill [recently] after a recess, it faced a changed world from the one that existed when its members left town. Not just because of the Russian invasion of Ukraine, as dramatic as that has been, but because of the response to it.
Before the invasion, Europe was fractured. So, of course, was the United States — and nowhere more so than in Congress. Now? Europe is acting with remarkable unity of purpose, while Congress, if only on Ukraine, is showing levels of bipartisan agreement we don’t get to see very often. It’s impossible to know how long this will last, but it seems a safe bet that these tumultuous few weeks will leave a lasting imprint.
What’s key to remember about Congress is that of all the policymaking bodies in Washington, it’s the one that’s in closest touch with the American people. And many Americans have a visceral reaction to bullies. So, although there was some disagreement from the Right, there’s overall been strong Congressional and popular support for the tough stance taken by the Biden Administration. Even Mitch McConnell, the GOP leader in the Senate, said, “There’s broad support for the president and what he’s doing now.”
On Capitol Hill, this consensus has shown up as a general bipartisan inclination to let the administration follow the course it’s adopted with diplomacy and economic sanctions, and an eagerness to earmark billions of dollars in aid to Ukraine and to Europe to deal with a looming refugee crisis. Though there’s the usual wrangling over the finer points, there is no question that both parties agree on the need for a package and profess strong support for speeding it along.
Still, there are two things to keep in mind in the weeks ahead. First, I believe strongly in the separation of powers, and this means that even a president can’t act by himself with no restraint. President Biden needs Congressional approval on an aid package, but even beyond that there should be close coordination and cooperation between the White House and the leadership of Congress of both parties — not just the occasional telephone call. Just as the Biden Administration proved itself remarkably adept at preparing and then shepherding a unified Western response to the Russian invasion, it needs to consult regularly with Congressional leaders on which steps to take and which to avoid.
Second, this is especially true should circumstances somehow bring up the prospect of U.S. military involvement. This is the point at which the American people grow wary, and with good reason. I’ve spent a lot of time in public meetings with ordinary citizens, and have always been struck by how much Americans want to help others and to do good in the world, but also draw a cautious line when it comes to committing troops to battle. That’s a helpful quality to their thinking, and I think the leadership of both parties over the decades has learned to pay attention.
In the face of a crisis with global implications like this, you always have to begin with a hard-nosed question: What’s the American national interest? The Biden Administration has made it clear that it wants the U.S. to cast its lot with traditional allies. As Biden put it in his State of the Union speech, “Democracies are rising to the moment, and the world is clearly choosing the side of peace and security.” To ensure that this succeeds will require remaining in step both with national capitals abroad and Capitol Hill at home. When that happens, we’re a formidable force for a better world.
Lee Hamilton, 90, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at 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.
MICHAEL KUDARAUSKAS has joined Crown Risk Management, LLC as VP of legal affairs and claims. He previously founded the workers’-compensation defense law firm of Wolff, Goodrich & Goldman, LLP in 1997 and left his practice as senior partner after 25 years of providing legal representation and guidance to employers, municipalities, insurance carriers, third-party administrators, and
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MICHAEL KUDARAUSKAS has joined Crown Risk Management, LLC as VP of legal affairs and claims. He previously founded the workers’-compensation defense law firm of Wolff, Goodrich & Goldman, LLP in 1997 and left his practice as senior partner after 25 years of providing legal representation and guidance to employers, municipalities, insurance carriers, third-party administrators, and insurance agencies on all workers’-compensation and various employment-law issues. In his new role at Crown Risk Management, Kudarauskas will directly service employers in all aspects of workers’-compensation claim prevention, loss investigations, and claim management. He will also continue Crown Risk’s vision of providing sound employee-benefit programs, health-insurance plans, qualified retirement plans, and property and casualty programs to employers across the U.S.
Nascentia Health recently added five new staff members to its CNY workforce. CHRISTINE KINTER, RN, has joined Nascentia’s Rome office at The Beeches as a care manager. She supports the organization’s managed long-term care plan and is also an on-call nurse for patients in Oneida County. Kinter is a registered nurse with 10 years of
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Nascentia Health recently added five new staff members to its CNY workforce.
CHRISTINE KINTER, RN, has joined Nascentia’s Rome office at The Beeches as a care manager. She supports the organization’s managed long-term care plan and is also an on-call nurse for patients in Oneida County. Kinter is a registered nurse with 10 years of experience. She received a nursing degree from SUNY Morrisville and is currently completing a bachelor’s degree from Utica University.
KURT SCHOTT has come aboard as a data analyst in Nascentia’s Syracuse headquarters. He works with its reporting and analytics team to assure accuracy with mandatory reporting data. Schott previously spent more than 25 years with KS&R, working on all aspects of programming, management, and preparation of sampling and survey data for reporting. He is a graduate of Onondaga Community College.
ALANI TSOUVAS comes to Nascentia as a credentialling and contract-management specialist. She is responsible for organizing, maintaining, and verifying all aspects of the credentialing process with medical providers in the organization’s insurance plans. Tsouvas previously worked at Van Rensselaer Manor. She is a graduate of SUNY Morrisville.
LYNN VECCHIO has joined as a claims-support specialist. She responds to inquiries related to coverage and payment for Medicare and Medicaid plans and ensures claims are processed properly. Vecchio has experience as a fraud analyst and claims specialist with other health-care providers.
JULIA ROBERT has come aboard as executive assistant to Nascentia’s chief administrative officer. She previously worked for Christopher Community, Inc, in the development department, assisting with grant management and reporting. Robert is a graduate of Le Moyne College.
SHALOM C. SIMMONS has been named the new director of medical/surgical & patient care services at Finger Lakes Health. She has more than 20 years of health-care experience. Most recently, Simmons served as administrative nurse manager, for general surgery and the surgical step-down unit at Montefiore Health System Moses Campus, in Brooklyn. There, she was
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SHALOM C. SIMMONS has been named the new director of medical/surgical & patient care services at Finger Lakes Health. She has more than 20 years of health-care experience. Most recently, Simmons served as administrative nurse manager, for general surgery and the surgical step-down unit at Montefiore Health System Moses Campus, in Brooklyn. There, she was responsible for the professional practice of nursing and the delivery of patient care on a 22-bed unit and a 15-step down bed unit with 86 personnel, and fiscal responsibility for an annual budget of $9.1 million. Simmons earned her master’s degree in nursing administration from New York University Rory Meyers College of Nursing in New York City and recently earned her post-master’s certificate as an acute-care nurse practitioner from the same institution. She earned her bachelor’s degree in nursing from Stony Brook University. In addition, Simmons earned a bachelor’s degree in business administration from Barnard M. Baruch College in New York City.
Goldberg Segalla has added SAMANTHA M. MCDERMOTT to the firm’s Global Insurance Services group in Syracuse. McDermott focuses her practice on complex coverage matters and insurance-coverage litigation across New York state. She draws on experience as a law clerk at an international insurance company, where she researched, drafted memoranda, and created multi-jurisdictional surveys on various
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Goldberg Segalla has added SAMANTHA M. MCDERMOTT to the firm’s Global Insurance Services group in Syracuse. McDermott focuses her practice on complex coverage matters and insurance-coverage litigation across New York state. She draws on experience as a law clerk at an international insurance company, where she researched, drafted memoranda, and created multi-jurisdictional surveys on various topics involving insurance coverage, cybersecurity, and employment and labor matters. McDermott earned her bachelor’s degree from Le Moyne College and her law degree from the William & Mary Law School.
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