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Paying homage to a man who made a lasting impact
October 10, 2021 was a very sad day around here for that is when we lost Norman Poltenson, founder of The Central New York Business Journal (CNYBJ), at the age of 82 after a battle with cancer. More than two months after his death, he is greatly missed by all who knew him and loved him, […]
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October 10, 2021 was a very sad day around here for that is when we lost Norman Poltenson, founder of The Central New York Business Journal (CNYBJ), at the age of 82 after a battle with cancer.
More than two months after his death, he is greatly missed by all who knew him and loved him, and that will endure.
We thought this edition of the Legends publication was an appropriate venue in which to honor Norm in words and pictures — for Norm himself was a CNY Legend.
Poltenson founded CNYBJ in 1986 and grew it over the years to include multiple business newspapers, a business news and research website, digital publications, and an events and networking business.
Serving as publisher for 28 years, he was dedicated to providing the Central New York business community with news, information, data, and research that they could rely on to help them grow their businesses.
Poltenson and his wife, Joan, sold CNYBJ in March 2014 to their daughter, Marny Nesher.
Following the sale, Norm Poltenson transitioned to a full-time position as regional staff writer for CNYBJ for several years before retiring. He traveled the roads of the Southern Tier and Mohawk Valley to meet with business owners and CEOs to chronicle the stories of their companies. Norm had such an enthusiasm for talking with fellow business owners that even a first bout with cancer would not stop him from making these trips.
Poltenson had more than 50 years of business experience, mostly in the printing and publishing industry. Before starting The Central New York Business Journal, he was formerly the owner and publisher of Adirondack Life Magazine.
Norm in his words
When he would emcee business-award events for CNYBJ and sister company, BizEventz, Norm would often tell the audience that it was vital to recognize businesses for all the good they do in the local economy and in their communities. He was fond of saying, “Businesses are the Rodney Dangerfields of society. They get no respect.”
Poltenson also carried that business-recognition theme to his writings. In 2013, when introducing our Legacy Awards, he wrote this in these very pages:
“‘Heroes’ in mythology are endowed with great courage and strength; they are celebrated for their bold exploits. ‘Heroes’ can also be people who risk or sacrifice their lives. My heroes are those entrepreneurs noted for building thriving regional corporations and for nurturing our communities through their generosity of time, treasure, and talent.
Communities grow and prosper in large measure because their business leaders recognize that each generation serves as a building block for the next. Our predecessors handed this generation a heritage, a shared meaning of something beyond just the material — a special spirit. It’s our responsibility to expand and pass this legacy on to those who follow in our paths.”
Adam Rombel is editor-in-chief of The Central New York Business Journal. He has been its lead editor since 2004 and worked for the business since 2003.
STRATEGIC MINUTE: Celebrating Progress while Recognizing Existing Challenges
As we reflect on 2021 and prepare for 2022, many businesses have been able to bring back services that had been put on hold since the beginning of the pandemic. We are seeing business owners, their staff, and customers are all excited. As a business leader, you may want to share your organization’s good news with the
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As we reflect on 2021 and prepare for 2022, many businesses have been able to bring back services that had been put on hold since the beginning of the pandemic. We are seeing business owners, their staff, and customers are all excited.
As a business leader, you may want to share your organization’s good news with the media, but you might also worry that a reporter will ask about other things happening in your industry or in the community.
Maybe you’re not sure how the latest COVID-19 variant will affect your business. Or maybe one part of your company is doing really well, while other aspects of the industry are negatively impacting your business. When considering all of this, how do you make sure you have a great media interview about your exciting milestone, when certain challenges remain?
As we look ahead to 2022, businesses will gain momentum and reach significant milestones at varying rates. Maybe a restaurant is finally fully staffed and operating at maximum capacity. Or a small local business finally signed a new client for the first time in months. Perhaps a company is finally booking big, long-term projects or lining up smaller projects that are expected to keep it busy well into the future. Maybe a business completely shifted its focus during the pandemic and is trying something new.
This exciting progress deserves recognition, and may pique the local media’s interest.
When sharing your story, here are a few tips that will help you talk about your achievements while being mindful of the work that still needs to be done — either specifically for your business, or in the community as a whole.
1. Be prepared
Write down the key points that you want to make sure to get across during an interview. Brainstorm potential questions that a reporter could ask, and then figure out how you’ll respond. Practice saying these key messages out loud to make sure they are clear, easy for you to say, and easy for others to understand.
As part of your prep work, read through recent articles from the reporter or the news outlet that will be interviewing you, and review recent news stories happening in your industry. This will help you to anticipate questions and determine how to respond.
2. Get the facts do the talking
Be clear on what the achievement is and have supporting facts to back it up. Did your team reach a sales number that the company hasn’t seen since March 2020? Did you hire more employees to support operations returning to pre-pandemic levels? Be clear and concise about the milestone, including why it’s important to your business and to the community.
It’s also important to put numbers into context. For example: what does it mean to go from a team of three employees to a team of five employees? The right set of facts and figures, along with a relevant, supporting explanation, makes a compelling story.
3. Be strategic
Know when to talk about your business specifically, versus when to talk about your industry as a whole. Our general rule of thumb is to focus on your business specifically when promoting good things, and talk about the industry in general when acknowledging challenges.
This strategy not only helps you avoid being quoted as saying something negative about your own business, but it also helps to position you as a thought leader on the future of your industry.
4. Be transparent
If you must talk about a particular challenge with the media, take control and be direct. Acknowledge the challenges facing your industry or the local community, and whenever possible, remind the reporter of the bigger picture.
The reality for many industries is that returning to a pre-pandemic status still requires more time. This means that many businesses may share the same challenges. By referencing common challenges — either within a particular sector, or for all businesses — you help your audience gain a better understanding of your position and the economic landscape.
5. Have an actionable plan and be ready to discuss it
While your intention with a media interview may be to celebrate an accomplishment, if you also have to acknowledge challenges, then it’s important to be ready to share a plan to resolve them. Ideally, you already have all the resources lined up and ready to set the plan into action. But if your next steps are not carved in stone, or certain logistics are still in working progress, try to share a general direction of how you’d like to tackle these issues, what external factors need to be put in place, or how you’ve addressed similar issues in the past.
By sharing an actionable plan with the media and the community, you are showing you understand the work that still need to be done, and you’re also actively working to get it done.
Even when challenges exist, you can still share your exciting news while being sensitive — and strategic — about the bigger picture. You have reached a milestone or accomplished something significant for your business — and that’s great.
Talking to the media about challenges is never easy. But with the right strategy, preparation, and mindset, business leaders can turn a potentially stressful interview into an opportunity to discuss plans for a stronger and more vibrant business.
Now, go get ready to share exciting and strategic stories about your business in 2022.
Lucy Wang is a consultant for Strategic Communications, LLC. Syracuse–based Strategic Communications (www.StratComLLC.com) says it provides trusted counsel for public relations, including media strategy, media outreach, media monitoring, and analysis.
Heritage Hill Brewhouse at Palladino Farms adjusts to pandemic life
POMPEY — Heritage Hill Brewhouse & Kitchen operates on the grounds of Palladino Farms and had to make plenty of adjustments to its business operations to deal with coronavirus pandemic. Dan Palladino, who owns the brewhouse, says that at the start of the pandemic in 2020, he received guidance from New York State that he’d
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POMPEY — Heritage Hill Brewhouse & Kitchen operates on the grounds of Palladino Farms and had to make plenty of adjustments to its business operations to deal with coronavirus pandemic.
Dan Palladino, who owns the brewhouse, says that at the start of the pandemic in 2020, he received guidance from New York State that he’d have to shut the brewery down.
“We knew that we had to make a fundamental change to the business,” Palladino tells CNYBJ in a Dec. 16 phone interview.
Heritage Hill Brewhouse, which opened in October 2018, is located in the middle of Palladino Farms but operates as a separate entity, Palladino notes. Palladino, his brother, Nicholas Palladino, Jr., and their mother are all partners in the operation of Palladino Farms.
Over the course of a weekend in the spring of 2020, Palladino and his management team decided they would start a grocery and food-delivery service through the brewhouse, including items like toilet paper, paper towels, and meat. So he rented a delivery van and began offering the service. He eventually bought a delivery van after the service received a positive public response.
As 2020 worked its way toward the summer months, Palladino joined those who were lobbying to allow outside service for patrons.
Palladino, who earned his MBA degree from the University of Rochester, decided to invest in the farm and turn his cow barn into an event barn.
“Even if we can’t have events, I can utilize it as seating space. I’m going to build patios that are open on one end, so they can function as open-air space, so I can still have open-air seating,” he explains.
The efforts at Heritage Hill Farms during the summer of 2020 were all targeted at helping it to continue to provide service and generate revenue.
“It allowed us to stay at full capacity in terms of numbers from the year before because I added all that additional seating that we didn’t have before,” he says.
Palladino also discovered new opportunities for generating revenue, including renting the available spaces for events.
When asked about goals for 2022, Palladino notes that Empire Farm Days returned to Pompey in 2021 after more than 35 years. The event is described as the “largest outdoor agricultural trade show in the Northeastern U.S.,” per its website.
“Next year really is refining that … and making it the show of agriculture that fits everybody,” says Palladino, noting that the event was part of his childhood.
He also says he’s in talks with the New York State Brewers Association to do “something super cool next year” but he isn’t ready yet to announce details. Palladino also wants to pursue some new event opportunities and a focus on a controlled, broader distribution of its brew products.
As for any projects for the farm or the brewhouse, Palladino says he’s working on three projects for which he couldn’t provide many details.
“Two significant distribution or placement initiatives with our product and one significant site-development [effort] where we’ll be onsite someplace unique and really cool,” he says of the three initiatives.

POMPEY — Dan Palladino remembers exactly where he was when he decided to finally walk away from a very successful and lucrative career with Thermo Fisher Scientific and concentrate on his family’s farm in Pompey full-time. It was 2011, and Palladino was attending a leadership conference in Boston. One of the speakers that day referred
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POMPEY — Dan Palladino remembers exactly where he was when he decided to finally walk away from a very successful and lucrative career with Thermo Fisher Scientific and concentrate on his family’s farm in Pompey full-time. It was 2011, and Palladino was attending a leadership conference in Boston. One of the speakers that day referred to his childhood on a small dairy farm in New England. This piqued Palladino’s interest, as he too had grown up on a family farm, eschewed the family business, and gone into the corporate world.
The speaker, a senior-level executive, told a story of the day he turned 18 and was approached by his father to discuss transitioning the farm for his eventual takeover, to which the son replied, “No thanks. I’d like to get a real job.” According to Palladino, the room erupted with laughter. He, on the other hand, was shocked by this supposed punchline. A real job? What could be more real than a family working the land together over multiple generations, he thought. Hard work. Tradition. Family. Heritage, these formed the foundation of his success and he learned them on the farm.
As he sat in Boston that fateful day, Palladino had his feet in both worlds; one in the barn and one in the boardroom. Having left the farm to go to college, eventually attaining his MBA from the University of Rochester, Palladino settled in Rochester. After his father, Nick, Sr., passed away in 2009, his uncles were set to sell the farm, which was limping along. Dan, overcome with a feeling that his children needed to grow up on the farm, as he and his older brother, Nick, had done, offered to buy it and keep it in the Palladino family — as it has been since 1951.
A short while after the Boston conference, Palladino left Thermo Fisher and turned his attention to the daily operations of Palladino Farms. A decade later, the farm (now in its 177th year of cultivation) and its Heritage Hill Brewhouse are thriving, bringing a renewed vitality to the pastoral landscape in Pompey.

The story of Palladino Farms and Heritage Hill Brewhouse goes all the way back to 1845, when the land was first cleared and cultivated. German immigrant, Morris Beard, settled the property and cleared acres of hemlock. Beard also built the beautiful Greek Revival farmhouse that still functions as the family homestead. Beard eventually sold the property to the Hamilton Family and moved to Fayetteville, where he developed much of that township. After the purchase, the Hamiltons owned nearly 1,000 acres and continued to farm much of the land until the 1940s, when they put it up for sale.
In 1941, Nunzio Palladino, the family patriarch and Dan’s grandfather, investigated purchasing the property from the Hamilton family, but held off. Like Morris Beard before him, Nunzio Palladino was an immigrant to the United States, after he and his parents left their hometown of Guardiaregia in Fascist-controlled Italy, in 1928 as a 16-year-old.

Settling in East Syracuse, where his family had been sponsored by a local family, the Albaneses, he worked for the New York Central Railroad. In 1933, Nunzio married Christine Albanese, herself an Italian immigrant. The couple would go on to have seven children, including Michael, Nicholas, and Anthony, each of whom would follow in their father’s footsteps.
In 1951, a roughly 300-acre portion of the old Hamilton tract that Nunzio passed on buying a decade earlier went back on the market and he purchased it. He moved his family from Jamesville to Sweet Road and into the farmhouse built by Beard in the 1840s.
In the beginning, the Palladinos focused on dairy farming, and they ran a moderately sized and successful operation. Near the end of the 1950s, Nunzio, frustrated with several of his farm-equipment suppliers, approached the Indiana–based Oliver Corporation, looking to become a dealer. In 1961, Nunzio Palladino founded, N. Palladino & Sons Farm Equipment, a licensed Oliver Corp., dealer. The business built a massive equipment showroom. In 1965, N. Palladino & Sons were named the Oliver Corp. Dealership of the Year for the U.S.
In 1978, Palladino Farms was selected as the host for the Empire Farm Days, the largest agricultural show in the Northeast. The farm hosted the event for the next three years, with an average annual attendance of 100,000 people. In 1979, a massive fire destroyed the farm-equipment showroom. The Palladinos rebuilt it across from the farmhouse on Sweet Road (it now houses Holbrook Heating & Air Conditioning). The early 1980s were difficult for many family farms in the area, as consolidation forced many into foreclosure. Palladino Farms was able to weather the storm through these challenging times. Empire Farm Days returned to the farm in 1986 and 1987. In 1986, Gov. Mario Cuomo landed at the Empire Farm Days in a helicopter to sign legislation designed to help New York state agriculture and the state’s farmers. That next year, both Nunzio and his wife, Christine, passed away, having built a very successful farm and farm-equipment business. Nick, Sr., and his brothers, Michael and Anthony, continued to operate the farm.
As the market shifted towards more demand for organic products, the farm started the process of becoming a registered organic farm, transitioning its pastureland first. The farm-equipment business, which had morphed into a parts-service business in its later years, closed for good in 2005, but the Palladinos continued to operate the beef and crop farm.
In April 2009, Nick, Sr. passed away at the age of 70, setting in motion the course of events that brought Dan Palladino back to Pompey. Since returning to Palladino Farms full-time in 2011, Dan has kept the 300-acre farm focused on beef and crops, including corn, oats, soybeans, and wheat. The popularity of the beef cattle and the farm’s meat products led Dan to the idea of opening a restaurant, a long-time dream of his (Palladino started his college career in hotel and restaurant management).
In 2016, he opened the Farm Store to sell a variety of products from his family’s farm and other local farms. The success of the that business, in conjunction with the new spate of New York State farm brewery legislation, made a brewery a logical next step. Finally, in 2019, Palladino Farms formally opened Heritage Hill Brewhouse, a farm-to-table style restaurant, with Colorado brewer, and high school classmate, John Farzee. Fitting the name, they built the new building on the site of the former showroom that burned down in 1979.

Heritage Hill Brewhouse prides itself on being a vertically integrated New York farm brewery. To meet that stringent requirement, at least 60 percent of the hops and 60 percent of all other ingredients in Heritage Hill’s beers and seltzers must be sourced from within New York state. In fact, a good amount of grain and hops are estate grown, and until 2020, the farm was one of the largest producers of malt barley in the state. Leaving as little to waste as possible, all the grain waste from the brewing process is recycled on the farm as feed for the cattle.
In 2019, its first year in existence, Heritage Hill won a bronze medal at the Great American Beer Festival in Denver, Colorado. In 2021, Heritage Hill Brewhouse and head brewer, Billie Smith, won two medals (gold and silver) in the New York State Brewers’ Association Craft Beer Competition. The brewery is currently undergoing a major expansion to double its fermenting capacity, a sign of Heritage Hill’s growing success in the ultra-competitive craft beer market. In June 2021, Palladino announced that Empire State Farm Days was returning to Palladino Farms for the first time since 1987. The event, which was held Aug. 3-5, 2021, was an incredible success and drew tens of thousands of visitors the area. In November 2021, Heritage Hill and the Onondaga Historical Association partnered to build The Brewseum at Heritage Hill, a new facility dedicated to showcasing the incredible brewing history of Onondaga County.
As the Palladino family enters its 70th year working the historic farm, the future for this diversifying and growing third-generation family business is as bright as it has ever been.
Robert J. Searing is curator of history at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.

The history of Crouse-Hinds in Syracuse
SYRACUSE — There are few things that we take for granted as much as electricity. A force so powerful, yet, paradoxically, so prosaic, much like indoor plumbing and running water, it is difficult for most to imagine a world where it does not exist. One could argue that in 2021, electricity is as necessary as
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SYRACUSE — There are few things that we take for granted as much as electricity. A force so powerful, yet, paradoxically, so prosaic, much like indoor plumbing and running water, it is difficult for most to imagine a world where it does not exist. One could argue that in 2021, electricity is as necessary as oxygen to Central New Yorkers’ daily existence. Luckily, delivering that energy safely is something Syracuse’s Crouse-Hinds has been thinking about since the very beginning.
However, when Huntington B. Crouse and Jesse L. Hinds signed the partnership papers forming Crouse-Hinds Electric Company on Jan. 18, 1897, electricity was an upstart, disruptive, technology. Edison’s Pearl Street Power Plant, in New York City, went online in 1882. George Westinghouse formed Westinghouse Electric Company in 1886. In this era of incredible change, there was widespread anxiety about the effects of electrical current “flying” through the air (akin to the public concerns about 5G technology today). Part of this public misunderstanding was the direct result of a campaign waged by Edison, the father of direct current (DC) against his former employee, Nikola Tesla, and the alternating current (AC) technology Tesla patented in 1888, before he was hired by Westinghouse, during the so-called “War of the Currents.”

Yet, by the time Huntington B. Crouse turned 24 in 1896, the “War of the Currents” was, for all intents and purposes, over. Tesla and Westinghouse had won. In 1893, the world was awed by the spectacle of the great “White City” built for the Columbian Exposition in Chicago. This celebration of the 400th Anniversary of Columbus’ first voyage was as much a celebration of American ingenuity and emerging economic might. At the center of America’s coming-out party was the astonishing display of electric light provided by Westinghouse and Tesla’s alternating current. In 1896, Western New York became the site of another epoch-making event, when Buffalo was illuminated by a network of electric streetlamps, powered by the world’s first hydro-electric power plant, built by Tesla and Westinghouse, at Niagara Falls.
A short trip east down the Erie Canal, H.B. Crouse was enamored by the possibilities on display in “The City of Light.” Driven by the entrepreneurial spirit that would guide him to the heights of American industry, he reached out to a distant Crouse relative who had made a fortune in the wholesale grocery business, looking for some advice and an opportunity to start his own business. As a result, he was introduced to Mr. Jesse L. Hinds.
Hinds was already involved in the burgeoning electrical trade, working with a small company that manufactured switchboards, switches, and panelboards. It was a match made in heaven, as Crouse’s unbridled enthusiasm paired with Hinds’ technical know-how to form a partnership much greater than the sum of its parts. Though they did not yet have a product, the two men rented a modest space at 500 East Water St., in Syracuse. Serendipity, it seems, was also a tenant. On the second floor, they found Frank Rorabeck, an inventor trying to manufacture his patented trolley-car headlight. Electric street railways were a booming industry in this period and Crouse pounced on the opportunity. They signed an exclusive deal with Rorabeck to produce his light. This became Crouse-Hinds’ very first product, the Syracuse Changeable Headlight.

From these humble beginnings, Crouse-Hinds Electrical Co. grew rather quickly, under the visionary leadership of Huntington B. Crouse. By 1901, they had outgrown the Water Street office. Hinds suggested they move into the four-story building at 310 E. Jefferson St. where he had worked previously. For the next eleven years, the company operated out of this space, expanding its product line, all the while battling the current of another sort, Onondaga Creek, whose annual flooding wrought havoc on the company’s underground storage.
The same intrepid spirit that led Crouse into the emerging electrical industry served the company well, as he was always eager to remain on the leading-edge of the business. In 1906, Crouse took a chance on a risky idea that changed the fate of the company forever, when he decided to go “all-in” on the manufacture of rigid conduit for exposed electrical wiring installations. The Crouse-Hinds “Condulet” became the industry standard and positioned the company to dominate the market right up to today. Nearly all the electrical infrastructure built around the world between 1910 and today utilizes the company’s products. Spurred by the expansive growth of the Condulet, Crouse-Hinds Company moved into a massive new plant on Wolf Street in 1912, which is still operational over a century later.

From its headquarters in Syracuse, the company continued to build its reputation for innovation, pioneering the manufacture of floodlights, traffic signals, and aviation lighting solutions; many of the latter were tested at Syracuse Municipal Airport in Amboy (Camillus). As the company grew more successful in these new markets, which would prove critical to the company’s enormous growth over the ensuing decades, Jesse Hinds passed away in 1928 at the age of 83. Crouse-Hinds pushed forward. In 1929, the company continued its visionary leadership in lighting solutions, when it installed a complete lighting system in Syracuse University’s Archbold Stadium. Amidst the Great Depression, Crouse-Hinds continued to thrive. In 1932, the company issued its first complete catalog on “Explosionproof Condulet” fittings. This is still a core Crouse-Hinds product line some 90 years later.
During World War II, the company overcame manpower and material shortages to be among the government’s largest suppliers of airplane and ship signaling lighting, as well as myriad floodlights and similar products. Crouse-Hinds received the Army-Navy “E” award for production an impressive four times. In 1943, the company lost its other founder, when Huntington B. Crouse passed away at age 71. William Hinds, Jesse’s nephew, who had been with the company since 1903, became president.

After the war, Crouse-Hinds continued to grow at an incredible rate, diversifying its product lines and increasing its market share. The tragic death of Huntington B. Crouse, Jr. in 1951, rocked the company and the community to its core. The 40-year-old Crouse, Jr. had only ascended to the presidency in 1948 and many expected that he would have led the company for decades to come. Rebounding from the tragedy, the business moved forward under the leadership of Larry Hills, who served as president until 1958. Major capital expenditures in the early 1950s included expansions of the Wolf Street facility, bringing the entire complex to nearly 800,000 square feet by 1955. That same year, the company dedicated Hinds Hall of Engineering at Syracuse University, another in a long line of philanthropic endeavors in the community.
Under the leadership of Hills’ successors, J.R. Tuttle (1955-1958) and Robert B. Sloan (1958-1964), Crouse-Hinds became an international leader in the manufacture of electrical construction materials, lighting systems, and traffic-control systems. Always on the leading edge of innovation, the company developed its “Magic Brain Control System,” in 1962, which made it possible for traffic signals to allow left-hand turns.
A testament to the company’s continued growth and success, in July 1966, Crouse-Hinds’ president, Chris. J. Whiting, opened the New York Stock Exchange to celebrate the company being listed on the “Big Board;” Crouse-Hinds, a company that started on Water Street in Syracuse in the early days of electricity, was a publicly traded company with nearly 3,000 employees (over 2,300 in Syracuse), producing over 12,000 products in three different countries (the U.S., Canada, and Venezuela). In 1968, Crouse-Hinds opened a new manufacturing facility in Syracuse, the Albert Hills Lighting Center, to keep up with demand. In 1968, the company reported $70 million (worth $552 million in 2021 money) in revenues.
Over the ensuing decades, Crouse-Hinds, now a publicly traded company, skillfully adapted to changing economic realities and thrived in a business environment that wreaked havoc among so many other local, and national, manufacturing companies. Innovation and diversification led to continued record profits and growth throughout most of the 1970s. By 1979, the Syracuse-based company had 13 plants across the globe, manufacturing over 50,000 different products in 14different sectors, with a significant area of growth being in the refining/petrochemical industry. Another major milestone in the company’s life happened in 1981, when after a year of negotiations, Crouse-Hinds merged with Texas based, Cooper Industries.
In 1997, Crouse-Hinds celebrated its 100th anniversary. From humble beginnings and flooding basements, the company had grown to nearly 3,500 employees with plants in Texas, Connecticut, North Carolina, Maine, Mexico, Canada, Germany, Spain, and India, producing over 100,000 different products for some of the biggest companies in the world including Exxon, Arco, Citgo, DuPont, Getty, Merck, and Bristol-Myers Squibb. In 2021, Eaton Corporation PLC, an Ireland–based multinational power management company, acquired Cooper (and Crouse-Hinds) for $13 billion.
Today, as the company nears its 125th year in existence, Crouse-Hind’s products are all over the globe. They are found in offshore oil rigs in the Gulf, mines in Peru, and illuminating some of our country’s most iconic national treasures including the Statue of Liberty, Mount Rushmore, the Washington Monument, and the Lincoln Memorial. It is an astonishing success story.
Cooper Crouse-Hinds continues to operate at the Wolf Street facility, as a subsidiary of Eaton. The company has 1,300 employees, 400 of which are still employed at Wolf Street (a far cry from the peak in the 1960s.). The company reported revenue of $296.97 million in 2019.
Since that fateful meeting in Syracuse between Mr. Crouse and Mr. Hinds 124 years ago, Crouse-Hinds has played an integral role in helping to deliver energy to the world, safely and dependably. In fact, it has done its job so well, most people haven’t even thought about it.
Robert J. Searing is curator of history at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.

How Raymour & Flanigan pivoted during pandemic
CLAY, N.Y. — Saying much of the furniture industry was “hit hard” by the pandemic, Clay–based Raymour & Flanigan Furniture and Mattresses says it has been able to keep items in stock and grow its customer loyalty by “providing superior service and quick delivery.” The company responded to a CNYBJ inquiry about how it has
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CLAY, N.Y. — Saying much of the furniture industry was “hit hard” by the pandemic, Clay–based Raymour & Flanigan Furniture and Mattresses says it has been able to keep items in stock and grow its customer loyalty by “providing superior service and quick delivery.”
The company responded to a CNYBJ inquiry about how it has navigated the COVID-19 pandemic.
The furniture and mattress retailer says it’s been able to keep thousands of items in stock and available for delivery “in as soon as next day due to our in-house delivery teams.”
“The pandemic has also helped us expand our ability to meet customers where they want to shop and when, creating a seamless online to in-store experience where customers can shop online, visit a store to see a piece in person and complete their order wherever they feel most comfortable,” the retailer said.
Raymour & Flanigan describes itself as the largest furniture and mattress retailer in the Northeast and seventh largest nationwide.
The company started 2021 by naming Seth Goldberg as its next president. Goldberg replaced his father, Neil Goldberg, who had served as president and CEO since 1982. Neil Goldberg is now serving as chairman and CEO.
When asked about its goals for 2022, Raymour & Flanigan says it wants to continue providing “superior” customer service; leading sustainability efforts in the furniture industry; giving back to the communities it serves; and “creating a welcoming work environment where our associates are excited to come into work each day,” per its email response.
As for the company’s reaction to its recognition as a Central New York Legend, Raymour & Flanigan appreciates the honor.
“As a company who was founded in the Syracuse community in 1947 and one that takes pride in our New York roots, we’re very humbled to be recognized as a Central New York Legend along with the other incredible companies this year.”

Raymour & Flanigan Furniture: A family business story & much more
The story of Raymour & Flanigan Furniture Company, Inc. actually begins with another family furniture business: M. Goldberg & Sons. Meyer Goldberg and his sons Moses and Benjamin established this furniture and jewelry business in 1910 on North State Street in Syracuse after consolidating Meyer’s furniture store with Benjamin’s jewelry store. Pooling their business resources,
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The story of Raymour & Flanigan Furniture Company, Inc. actually begins with another family furniture business: M. Goldberg & Sons. Meyer Goldberg and his sons Moses and Benjamin established this furniture and jewelry business in 1910 on North State Street in Syracuse after consolidating Meyer’s furniture store with Benjamin’s jewelry store. Pooling their business resources, the trio of Meyer, Moses, and Benjamin launched M. Goldberg & Sons.
The business grew and, in 1921, the company opened stores in Fulton and Oswego. Another family member and company employee, Solomon Eli Goldberg, participated in opening these two stores. Solomon (Sol) worked for M. Goldberg & Sons until he left in 1946 to establish Raymour Furniture Company at 146 James St. in Syracuse. Sol and his wife, Mollie, had three sons — Seymour, Bernard, and Arnold. Bernard and Arnold joined their father in the furniture business. Seymour owned an antique store on Long Island called Raymour Antiques. Since the Goldberg family name already was taken, Sol, Bernard, and Arnold called their new furniture company Raymour, after Seymour’s antique business. Twenty-year-old Bernard and 16-year-old Arnold co-owned the new furniture business, but named Sol as company president, a position he would retain until his death in 1960 at age 69.

Along with working in the furniture business for about 40 years, Sol Goldberg also was active in the community as a member of the International Order of Odd Fellows, the Zionist Organization of America, the Young Men’s and Ladies Benevolent Association, and the Mt. Sinai Lodge 864 of the Free & Associated Masons. He also worshiped at Temple Adath Yeshurun.
Raymour Furniture moved from 146 James St. to 242 North Salina St. in 1950, but, in 1963, moved a third time to a larger, four-story building located at 229 North Salina St., once occupied by the former Markson Bros. Furniture Company. The new store offered dinette, living room, and bedroom furniture, kitchen appliances, as well as carpeting and home décor. The store also offered a 60-car parking lot behind the building. By 1963, Bernard Goldberg was Raymour Furniture’s president and Arnold became secretary-treasurer. Seymour also had joined his two younger brothers as company VP.
Raymour Furniture continued to expand in January 1966 by purchasing the entire inventory and fixtures of the Robert’s Furniture Store at 216 North Salina St. for $350,000 (worth about
$3 million in today’s dollars). Raymour then opened a new store at 421 South Warren St. in March 1968. Accompanied by their wives, Mayor William Walsh, Onondaga County Executive John Mulroy, and bank officials, Bernard and Arnold cut the ribbon on their new store. The brothers had completely renovated the former Ajemian and Sagenkahn buildings at 417-421 South Warren St. for the site of their new furniture store. To help defray the cost of the renovation, the brothers received a $50,000 (worth about $400,000 today) low-interest federal rehabilitation loan, the first of its kind awarded by New York State, and processed by the Syracuse Urban Renewal Agency.
Raymour Furniture celebrated its Silver (25th) Anniversary in April 1971. The celebration included a cake-cutting ceremony and featured models dressed in silver attire. At the time, Raymour was recognized as one of the largest furniture and appliance emporiums in Central New York. The company had grown from a few family members to 35 employees.
In November 1972, Raymour opened its first furniture warehouse showroom at Seneca Mall on Route 57 in Clay. This new warehouse showroom was to offer “carry-out merchandising.” The huge warehouse at the Seneca Mall was the length of two football fields, had a 30-foot-high ceiling, and held about $3 million worth of furniture stacked on storage racks. The warehouse also featured an adjacent showroom comprised of 250 room settings that were decorated with a variety of furniture styles. When a customer purchased an item in the showroom, that purchase information was transmitted to warehouse staff. While the customer paid for the merchandise, a warehouse employee would retrieve the item from a storage rack and transport it to a loading dock where the customer retrieved it. If the merchandise was too large for the customer’s vehicle, store employees would deliver it the next day. The company also redesigned its store on South Warren Street to mimic this new concept in furniture buying. Bernard Goldberg said at the time, “This is a furniture revolution taking place in most major cities. The furniture customer of today is interested in savings, elimination of delivery delays, and wants a wide selection.” The idea of selling furniture and appliances via a warehouse showroom concept was immediately successful and attracted customers from Albany and Rochester, as well as Pennsylvania and Canada.
That same year, Bernard Goldberg’s son, Neil, joined his father and uncle in the business. He graduated from Syracuse University’s School of Management in 1975 with a bachelor’s degree in accounting.
Raymour Furniture expanded its concept of warehouse furniture and appliance shopping into the town of DeWitt in 1975. The new warehouse and showroom that opened at 3430 Erie Boulevard E. was the company’s third location. Raymour had developed one of the largest merchandise inventories in the state and its three stores were open seven days a week.
Opening the warehouse showroom on Erie Boulevard East had been phase three of a five-phase expansion goal that began in 1972. Phase one involved recruiting executive personnel with specialized experience in buying, advertising, merchandizing, and finances. Phase two had planned and constructed the warehouse furniture showroom in the Seneca Mall. Phase four comprised a complete remodeling of the South Warren Street store. Company officials also announced that Phase five also was underway, searching for another warehouse showroom location.
After working for several months in 1976 with Touchette Corporation, a Syracuse–based computer-services business, Raymour Furniture developed a computer software program that allowed Raymour and other furniture companies to track inventory, merchandise control, and sales and profit figures. Known as the Raymour-Touchette system, the software also allowed Raymour to maintain information for billing, accounts payable, and profit & loss. This software system was the first of its kind in the American furniture industry. Raymour also made the software available to members of the Retail Furniture Marketing Guild, a 1,300-member group of major furniture retailers across the U.S. It greatly simplified the company’s operations, saved customers money, and allowed Raymour to expand again in the future.
Raymour Furniture expanded into Camillus in 1978 when the Ethan Allen Manor House moved to Fayetteville, making their 25,000-square-foot space available to Raymour.
In 1982, Neil Goldberg succeeded his father, Bernard, as company president and CEO. Bernard and Arnold then became co-chairmen of the company.

The company then built a 60-foot-high warehouse in Clay in 1986. Raymour Furniture had purchased the former Sperry-New Holland warehouse and hired VIP Structures to remodel it, expand the available space from 50,000 square feet to 100,000 square feet. Raymour now had six stores and 170 employees, and was planning to open additional stores in the late 1980s.
The year 1990 represented another pivotal year for Raymour Furniture. In January, the business acquired Flanigan’s Furniture, a competitor with 14 stores in the Rochester and Buffalo areas, renaming itself Raymour & Flanigan Furniture, Inc. The acquisition also increased the number of stores to 20. As the merger of the Raymour and Flanigan’s stores unfolded later that year, the company decided to close Flanigan’s stores in Poughkeepsie and Buffalo; close Flanigan’s warehouses in Buffalo, Olean, and Rochester to consolidate warehouse operations in Clay; and reduce the employee roster from 600 to 500.
In May of that year, Raymour also closed its store at 421 South Warren St. in downtown Syracuse, adding its name to the growing list of long-time businesses that were moving to the suburbs. The store had six employees and less than $1 million worth of inventory. Store employees noticed that customers usually window-shopped downtown but later bought items at the suburban stores. Neil Goldberg stated that closing the Warren Street store was an emotional experience for company officials. “We’ve never closed a store in the history of the company, and to close what was once our flagship store is not something we relish doing.” By this time, the company had four new stores in North Syracuse, Oswego, Utica, and Watertown.
By the mid-1990s, Raymour & Flanigan had grown to become a 27-store enterprise and had expanded outside of New York into Springfield, Massachusetts, Wilkes-Barre and Scranton, Pennsylvania, and Hartford, Connecticut. By 1998, the number of Raymour & Flanigan stores had increased to 33 with 1,200 employees.
Arnold Goldberg passed away on Oct. 27, 1999, at age 69. He had retired about 20 years earlier as a co-chairman of the board with his brother, Bernard. Along with founding the successful furniture company, Arnold was very involved in civic and social duties, including being president of Temple Adath Yeshurun and as a member of the Anti-Defamation League in New York City. In June 1999, the Anti-Defamation League awarded the Goldberg family its American Heritage Award at its annual dinner in New York City. Arnold was survived by his wife, Lois, and his children, Deborah, Susan, and Michael.
At the dawn of the 21st century, Raymour & Flanigan had increased to 45 stores in five states, with 2,000 employees. By July 2001, the company built a 112,500-square-foot shopping center that included a 72,000-square-foot furniture superstore on Route 31 in Clay. To accomplish the superstore concept, the company closed two smaller stores in Camillus and North Syracuse, and the store in Liverpool was converted from a showroom into a service center. The Seneca Mall store was scheduled to close soon after opening the superstore. The displaced employees were offered positions at the new superstore. was converting its warehouse showroom at Seneca Mall into a 37,000 square foot retail clearance center. This was the third such outlet for the company, with two others previously opening in Poughkeepsie and Philadelphia.
Raymour & Flanigan was also considering further expanding into the Baltimore-Washington, DC area, Boston, Pittsburgh, and New York City. The total number of company stores had risen to 47 in six states in 2002.
Raymour & Flanigan began to expand its presence in the New York City metropolitan area with the acquisition of Futurama, a furniture retailer consisting of three stores, in 2005.
Then, in 2007, Raymour & Flanigan acquired the business, inventory, and real estate of Alpert’s Furniture Showplace, headquartered in Seekonk, Massachusetts. The acquisition increased to 71 the number of Raymour & Flanigan stores. By then, the company also had expanded into Delaware and employed 3,800 total people.
Raymour & Flanigan continued its expansion in the New York City metropolitan area in 2008 by purchasing 18 Levitz Furniture stores when that company liquidated its assets due to bankruptcy proceedings.
Also in 2008, Seth Goldberg, Neil’s son, joined the business after graduating from Yale University and University of Pennsylvania Law School. Seth took on the role of senior VP of marketing, e-commerce and information technology, where he helped pioneer the company’s expansion across digital platforms while growing its customer base. Seth and his siblings, Adam and Shira Boschan, represented the third generation of Goldbergs to manage the furniture business.
Bernard Goldberg, co-founder of the original Raymour Furniture in 1946, passed away in April 2010 at age 84. Bernard had remained company chairman until his death but had not participated in company affairs for several years. He had served in the U.S. Army during World War II, where he was awarded the Bronze Star. Bernard then graduated from Syracuse University in 1948. Along with co-founding Raymour Furniture, Bernard was very active in social and community organizations. He was president of Temple Adath Yeshurun, a board member of the New York State Division Human Rights, as well as a founding trustee of the Syracuse Jewish Community Foundation of Central New York.
Raymour & Flanigan had expanded to more than 140 stores in the Northeast by 2019 and, in 2020, was declared the Northeast’s largest furniture and mattress retailer. In September 2020, during the coronavirus pandemic, Raymour & Flanigan was looking to hire 1,000 new employees to handle a sharp increase in sales. People staying at home during the pandemic were buying more furniture and mattresses, as well as home office and multifunctional furniture. Sales also spiked in outdoor furniture. Unable to go away on vacation, people were upgrading and investing in their homes. Toward the end of 2020, Raymour & Flanigan operated 142 stores and distribution centers and had 6,053 employees.
Raymour & Flanigan announced another management change in January 2021. Neil Goldberg, company present and CEO since 1982 announced that he was transitioning to chairman and appointing his son, Seth, as the next company president in February. Neil’s brother, Steven, and his cousin, Michael, who both joined the company back in 1977, would become vice chairmen. Seth’s brother, Adam, is now VP of marketing, and their sister, Shira Boschan, is current VP of people development. Shira’s husband, Jared Boschan, is VP of e-commerce.
Raymour & Flanigan is committed to fostering sustainability, by operating five recycling facilities, including its first recycling facility located in Clay, which are dedicated to recycling shipping waste. These sites employ more than 100 recycling associates who focus on ensuring materials are processed in an acceptable manner according to best practices outlined by the United States government. The company also is committed to becoming more energy efficient by operating a solar-panel site spanning more than three acres to harvest energy and electricity, as well as installing solar panels on its warehouses. Raymour & Flanigan recycles 99 percent of all packaging materials, resulting in 200 million pounds diverted from landfills since 2002.
At Onondaga Historical Association’s museum in downtown Syracuse, Raymour & Flanigan is featured in an exhibit on the Jewish community of Syracuse and Onondaga County. Called “From Laying the Foundation to Forging Ahead,” the exhibit highlights the contributions made by local Jewish citizens to the community, business, entertainment, and athletics. Raymour & Flanigan’s company history is presented as an integral component of the exhibit’s business section.
Thomas Hunter is curator of collections at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.
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Longtime Oneida Health board member, Sirchia, dies
ONEIDA, N.Y. — Oneida Health recently announced that Victor Sirchia, who served on its board of trustees for 28 years, died on Dec. 14. Sirchia was a board member since 1993 and was chair of the board since 2003. Professionally, he was a partner, business advisor/consultant, and CPA for Sirchia CPAs and Financial Advisors since
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ONEIDA, N.Y. — Oneida Health recently announced that Victor Sirchia, who served on its board of trustees for 28 years, died on Dec. 14.
Sirchia was a board member since 1993 and was chair of the board since 2003.
Professionally, he was a partner, business advisor/consultant, and CPA for Sirchia CPAs and Financial Advisors since 1998. Sirchia was a local native and graduate of Vernon Verona Sherrill Central Schools.
“Vic’s dedication to Oneida Health and the community it serves was second to none and he showed it over decades of selfless service. He will be greatly missed by the Oneida Health family and all those who knew him,” Michael Kallet, vice chairman of the Oneida Health board of trustees, said in a release.
Oneida Health noted that Sirchia was part of numerous key decisions its board had to make during the last three decades.
“Vic played a vital role in the many challenges we have faced in the past 28 years. From spinning off from the city as a stand-alone not-for-profit; dramatic changes in how hospitals are paid; technological changes from laparoscopic surgeries, CAT and MRI machines, to robotic surgery; adding services, locations and buildings; and the great challenge of surviving as a community hospital in a health care environment that does not truly value community hospitals,” Peter Hedglon, member of the Oneida Health board of trustees, added. “We could have not done it without him.”
Oneida Health serves an area comprised of 29 communities in Madison and western Oneida counties with a population of about 100,000 people. The health system includes a 101-bed acute-care hospital, emergency department, surgery center, 160-bed extended-care and short-term rehab facility, primary-care offices, internal medicine, comprehensive lab services, home medical equipment, comprehensive imaging services, outpatient therapy, and various care specialties.

Boss Meal Prep leases space in building on Northern Boulevard in DeWitt
DeWITT, N.Y. — Divine Dishes Kitchen, dba Boss Meal Prep, recently leased 1,550 square feet of space in the building at 6780 Northern Blvd. in the town of DeWitt. Don O’Leary and Chris Savage from Cushman & Wakefield/Pyramid Brokerage helped arrange the transaction. O’Leary represented the property owner and Savage represented the tenant in the
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DeWITT, N.Y. — Divine Dishes Kitchen, dba Boss Meal Prep, recently leased 1,550 square feet of space in the building at 6780 Northern Blvd. in the town of DeWitt.
Don O’Leary and Chris Savage from Cushman & Wakefield/Pyramid Brokerage helped arrange the transaction. O’Leary represented the property owner and Savage represented the tenant in the transaction, according to a release from the real-estate firm.
The 6780 Northern Blvd. property is owned by Northwood Business Center Associates, according to Onondaga County’s online real-estate records. It consists of a one-story, nearly 40,000-square-foot structure, positioned on more than 3.5 acres of land. The property is assessed at $1.05 million for 2021.
Boss Meal Prep says it offers “a way for individuals to eat healthy without all the hassle.” The business was founded in 2019 by Alexandra Nero. As a certified health coach and “lifelong pursuer of all things health and wellness,” Nero says she noticed “a serious lack of convenient healthy food options in CNY,” according to the Boss Meal Prep website. With her experience in corporate marketing and meal prepping for herself every week, a new business was born.
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