CICERO — At the end of the 19th century, Willis E. Gaylord and his younger brother, Henry Jay (H. Jay), were employed as bookkeepers at Syracuse Savings Bank. Part of their clerical jobs was to repair torn paper currency. The common repair was simply to pin the torn pieces of paper together using straight pins, […]
CICERO — At the end of the 19th century, Willis E. Gaylord and his younger brother, Henry Jay (H. Jay), were employed as bookkeepers at Syracuse Savings Bank. Part of their clerical jobs was to repair torn paper currency. The common repair was simply to pin the torn pieces of paper together using straight pins, which proved to be dangerous to one’s fingers when grabbing a stack of the mended bills. Willis and H. Jay thought they could create a different, and less hazardous, means of restoring the currency. Their solution eventually led to establishing one of the largest library and archival preservation supply industries in the United States.
So, in 1896, the two Gaylord brothers, desiring to augment their modest bank salaries, began repairing the bank’s torn bills at home as a fledging side business. They first attempted to repair the currency with a pre-glued tissue paper instead of pins, but this endeavor failed due to the tissue’s flimsy composition. They then consulted with a wholesale paper business, Henry Lindenmeyer & Sons of New York City, and learned that transparent parchment paper might prove to be more durable. However, when the brothers tried to order the parchment paper from Lindenmeyer, company officials rejected their request until they paid for the paper upfront. Only after Willis and H. Jay sent $2 in advance did Lindenmeyer ship the paper to Syracuse. The brothers successfully mended the currency with this new paper. They soon exhausted their supply and ordered more, but the company refused to sell them more paper until they again paid in advance. The Gaylord brothers had to pay in advance a few more times until they finally established business credit with Lindenmeyer.
The brothers also made their own, more reliable, adhesive. Before long, they created their own pre-glued, transparent currency mending paper. Repairing the damaged currency using their product worked well and the brothers recorded their first profit of $6 on Sept. 1, 1896.
As a marketing strategy, Willis and H. Jay packaged together 24 sheets of their pre-glued mending paper, along with a note extolling its advantages, and sent the packages to several banks. Just 10 days after establishing their nascent business, the brothers received their first order from the Bowery Savings Bank of New York, the largest savings bank in the U.S., amounting to $0.35.
Soon, their side business consumed more of their time. They made the adhesive paper on their 90-minute lunch hour and at night after work. They then mailed those orders at the post office, while picking up any new orders. The brothers soon added pre-glued currency straps and coin wrappers to their inventory.
Only after about one month in business, the Gaylord brothers received an inquiry from a librarian: Could they cut the adhesive paper into strips to aid in repairing books? The brothers quickly obliged the request and, in effect, created yet another inventory item: pre-glued book-repair parchment. Using the same advertising method as they had used for banks, the brothers sent packages of pre-glued paper strips to libraries and promoted their newly fabricated book-repair paper. Soon afterward, schools inquired about their pre-glued paper and were added to their client lists.
As business steadily increased, the Gaylord brothers moved from their humble basement workshop in 1903 to two small rooms in the Third National Bank Building, located at 108 South Salina St. That same year, the brothers listed Gaylord Brothers as a separate business in the Syracuse City Directory. In 1904, they listed their company as selling office supplies and, in 1905, they first advertised as selling school supplies.
A priest at Canisius College in Buffalo, inquired if the brothers could make a pre-glued binder cover for printed pamphlets. Willis and H. Jay sent to the priest a sample binder cover, which he liked and ordered 100 more. The brothers decided to patent their pamphlet binder cover and it became one of their most popular library products.
The year 1908 was a turning point for Gaylord Brothers. That year, Syracuse Savings Bank’s new president discovered the brothers’ side hustle and gave them an ultimatum: give it up or leave the bank. Considering their future, they pursued the business. H. Jay left the bank on March 1, 1908, devoting all his time to the business; that year they created the first product catalog, and grossed $23,000 in sales. Almost all of the products were created as a result of librarians’ requests. Willis left the bank on Dec. 1, 1909, to join his brother full-time in their library and school-supply business. Until 1910, Gaylord Brothers made and sold both bank and library supplies. However, library-supply orders soon outnumbered bank orders, so the brothers eliminated the bank products and concentrated solely on library products.
Gaylord Brothers printed its first customer newsletter, Gaylord’s Triangle Newsletter, in September 1921, commemorating the company’s 25th anniversary. The Triangle offered librarians tips on how to use the products, as well as behind-the-scenes glimpses of Gaylord Brothers, and showcased libraries around the U.S. The monthly publication offered information on how customers could better utilize existing products and introduced new products.
Gaylord Brothers constructed a new three-story building at 155 Gifford St. in Syracuse in 1922. The company also began to ship library products in easily recognizable bright orange boxes with black letters.
With business greatly increasing, Gaylord Brothers opened a western office and factory in Stockton, California on New Year’s Day in 1926. That same year, Alfred H. Gaylord, H. Jay’s son, joined the business upon graduating from Syracuse University. He immediately joined his father and uncle — managing the company as its VP, while his father served as president. H. Jay assigned Alfred to manage the company’s new western facility in California, where he stayed for three years before returning to Syracuse.
The brothers announced their company’s business incorporation as Gaylord Brothers, Inc. in the Syracuse Herald newspaper in February 1927. The Herald declared that the incorporated company issued $300,000 in common stock, along with $100,000 in preferred stock, which was exclusively held by the two brothers. The article noted that Gaylord Brothers had grown from a small mail-order business to a large manufacturer of school and library supplies with a market throughout the United States. The article also noted that Willis Gaylord would retire that March.
Willis sold his company interest to H. Jay and retired on March 1, 1927, at age 62. Prior to his retirement, Willis Gaylord had been ranked among the more prominent and successful businessmen in Syracuse despite not finishing high school, nor graduating from college. In conjunction with his business affairs, Willis was active in civic and social matters. He was a member of the Syracuse Chapter of the Sons of the American Revolution, Bellevue Country Club, the Citizens Club, the Syracuse Rotary Club, the F&AM Lodge No. 955 in Salina, and was active in the Park Central Presbyterian Church. Willis married Blanche Hutchins on Nov. 19, 1891, and had no children. Willis Gaylord died on April 30, 1943, at age 78 and is buried in Oakwood Cemetery in Syracuse.
In 1930, Gaylord Brothers introduced one of its most significant products: the Model C Book Charger, one of the first automated book-circulation machines. The book charger stamped library-book numbers and return dates on book cards, effectively eliminating indecipherable patron handwriting. Gaylord’s book charger provided libraries across the U.S. with an economical means of controlling their book circulation. Used by libraries for many years, the book charger was made obsolete by computers.
During the Great Depression, Gaylord Brothers promoted good health habits to its employees by inviting the Onondaga Health Association to speak on various health topics at monthly meetings. The topics included eating healthy foods, as well as proper tooth care and personal hygiene.
In 1949, another unfortunate milestone event occurred when Alfred passed away at the young age of 44. He had four children with his wife, Mary, who all survived him. Alfred fulfilled his civic obligations by serving as a member of the Syracuse Chamber of Commerce, the Syracuse Rotary Club, and the F&AM Lodge No. 955 in Salina. Alfred also worshiped at Park Central Presbyterian Church, and he enjoyed participating in a variety of water sports. He is buried in Oakwood Cemetery. Alfred’s death left his father, H. Jay, as the sole surviving member of the Gaylord family in management of the business that he founded with his brother.
Gaylord Brothers introduced Magic Mend, the first glue for repairing book bindings and other materials, in 1952; it is now known as PH Neutral Adhesive. Other company progress included advancing the SE-LIN Labeling System and fabricating the first sloped book truck, and other library-circulation furniture.
Henry Jay Gaylord passed away in March 1955 at age 82. Unlike Willis, H. Jay completed high school, but similarly to his older brother, he did not attend college. In September 1897, H. Jay married Cora Hinsdale and they had two children: Alfred and Alice. H. Jay was also involved in civic and social organizations such as the Syracuse Citizens Club, the Syracuse Rotary Club, and the Masons. Like other family members, he worshiped at Park Central Presbyterian Church. At his passing, Henry left the company in control of Marion Stafford, who managed Gaylord Brothers for almost another 20 years, before retiring in 1973.
By 1968, Gaylord Brothers had completed a 205,000-square-foot building expansion on Morgan Road in Clay. Croydon Company, a holding company owned by Morris Bergreen and Martin Blackman, bought Gaylord Brothers in 1974. Soon after purchasing Gaylord Brothers, Bergreen developed Gaylord Information Systems (GIS), the company’s computer-based automation division and a pioneer in early computerized automation systems. Its first integrated library system was the Gaylord System 100, which interacted between individual libraries and a mainframe computer located at Gaylord. A contemporary company publication described the new GIS division as “[bringing] the speed, accuracy, and magic of computers to libraries; enhancing service, saving money, and providing high levels of information detail which were impossible to procure heretofore.” In 1997, Gaylord introduced the Polaris Integrated Library System, which could provide computer support for more than 100 concurrent libraries.
In 1990, the Syracuse Herald Journal newspaper described Gaylord Brothers as the General Motors Corp. of the library supplies industry. At the time, Gaylord was striving to become not only the largest library supplies company but also was speeding along the information highway with their computerized storage and data-retrieval systems.
Gaylord Brothers also began to advance into the archival-preservation supplies market by forming a preservation advisory committee comprised of preservation professionals whose responsibility was to develop preservation and conservation products. Gaylord published an archival-products catalog in 1992 that focused on providing libraries and museums with products to care for archival material and museum objects.
Wall Family Enterprise (WFE) acquired Gaylord Brothers in 2003. WFE also owns other companies, such as DEMCO, a onetime Gaylord competitor, which focus on serving educational and cultural organizations. Although once operating facilities in California, Maryland, and North Carolina, Gaylord is now only located in Central New York.
In 2005, Gaylord Brothers moved from its Clay location to a new office and factory on William Barry Boulevard in Cicero. Gaylord makes many of its archival boxes, file folders, sleeves, and binders at this factory location. Since 2010, Gaylord also has offered an array of museum-display cases. As the demand for traditional library products has decreased, the market for museum-preservation material and display cases and furniture has increased. Appropriately, Gaylord has transitioned to meet the needs of this market. In 2015, the company became Gaylord Archival, and now focuses exclusively on making and selling archival products.
Celebrating its 125th anniversary in 2021, “the spark of innovation ignited by the Gaylord brothers…burns on as Gaylord Archival blazes new trails to the future. Just imagine where their journey will take them next.”
Thomas Hunter is curator of collections at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.
SYRACUSE — Dr. Charles Nicolais, a board-certified cardiologist who recently completed advanced coronary and structural heart interventional training, has joined the Cardiovascular Institute at St. Joseph’s Hospital in Syracuse. Nicolais grew up in Syracuse and attended Westhill High School, according to a St. Joseph’s Health news release. Before joining St. Joseph’s Health, Nicolais completed a
SYRACUSE — Dr. Charles Nicolais, a board-certified cardiologist who recently completed advanced coronary and structural heart interventional training, has joined the Cardiovascular Institute at St. Joseph’s Hospital in Syracuse.
Nicolais grew up in Syracuse and attended Westhill High School, according to a St. Joseph’s Health news release.
Before joining St. Joseph’s Health, Nicolais completed a two-year interventional and structural cardiology fellowship at the University of Pittsburgh Medical Center (UPMC). The training included basic interventional cardiology, as well as complex coronary-artery interventions and structural heart interventions including TAVR, mitra-clip, watchman, and PFO closure, St. Joseph’s Health said.
TAVR is short for Transcatheter aortic valve replacement, a procedure that replaces a diseased aortic valve with a man-made valve, per the website of Johns Hopkins Medicine. PFO is short for patent foramen ovale, a hole in the heart that didn’t close the way it should after birth, per the website of the Mayo Clinic.
Prior to UPMC, Nicolais spent three years training at Temple University in a cardiovascular medicine fellowship, which included clinical and research experience on cardiovascular diseases. He also served as chief fellow in his third year.
Nicolais is certified by the American Board of Internal Medicine in internal medicine, cardiovascular medicine, and interventional cardiology. He also holds board certifications from the National Board of Echocardiography and the Certification Board of Nuclear Cardiology.
He earned his bachelor’s degree in chemistry from Wagner College on Staten Island and his medical degree from George Washington University in Washington, D.C. Nicolais completed his internal-medicine residency at Temple University, where he served as chief resident in 2016, per the release.
St. Joseph’s Hospital celebrated its 150th anniversary of continuous medical care in Syracuse and Onondaga County in 2019. Founded by the sisters of the Third Franciscan Order, the hospital first opened its doors on May 6, 1869. The sisters had recently purchased a brick saloon and dance hall on Prospect Hill (Prospect Avenue) for $12,000 with
St. Joseph’s Hospital celebrated its 150th anniversary of continuous medical care in Syracuse and Onondaga County in 2019. Founded by the sisters of the Third Franciscan Order, the hospital first opened its doors on May 6, 1869. The sisters had recently purchased a brick saloon and dance hall on Prospect Hill (Prospect Avenue) for $12,000 with plans to convert it into a medical facility, thereby establishing the first hospital in Onondaga County.
These dedicated and ambitious women started their hospital with 15 beds and no money. One week later, on May 13th, they welcomed their first patient, eventually caring for fifty-three additional people in their first year. The Franciscan Sisters welcomed all patients to the hospital regardless of “creed, race or color.”
Since its founding in 1869, St. Joseph’s Hospital (now part of the St. Joseph’s Health regional health system and a member of Trinity Health) has significantly impacted the social, economic, and architectural composition of its Prospect Avenue neighborhood, the city of Syracuse, and Onondaga County.
In the early days of the hospital, the sisters went to their local neighbors asking for monetary assistance and held an annual Donation Day to help defray their costs. Grocers supplied dried prunes and coffee, and farmers gave potatoes, eggs, and firewood. Individual citizens also gave cake, bread, ham, fish, fresh fruit, vegetables, and wine, as well as shoes, clothing, books, and magazines. Others offered towels and medical supplies, while still others repaired and reupholstered the hospital’s furniture. These donations and other acts of kindness were recorded in monthly hospital reports that were published in the Syracuse newspapers. Readers were kept apprised of the efforts put forth by generous and compassionate citizens who contributed to the welfare of sick family, friends, and strangers, and who also lightened the burden of the sisters. In 1969, then-hospital administrator, Sister Wilhelmina, said that for the first 100 years, “St. Joseph’s ha[d] been the recipient of God’s bounty through the generosity of His people, the men and women of Syracuse.”
Those many modest contributions of food, firewood, and other supplies allowed the hospital to become financially solvent and to grow. Hospital administrators added a surgical wing in 1897 that put St. Joseph’s modern infrastructure, state-of-the-art equipment, and patient care on par with some of the best American hospitals of the time. The new wing included telephone service and an elevator. The overall appearance of the enlarged, advanced hospital radiated a confidence in Syracuse’s medical facilities.
In October of the following year, the Franciscan sisters began a nursing school dedicated to training lay nurses who would augment the nuns’ ability to care for the community’s patients. By 1900, with the school attracting a growing number of nursing students, administrators were prompted to rent a house in the block just below the hospital to lodge them.
At the beginning of the 20th century, with the improved medical amenities, the influx of better-trained doctors and nurses, and the continued generosity of local businesses and individuals, St. Joseph’s Hospital was able to “minister to suffering humanity even to a greater degree than it ha[d] in the past.”
However, by 1923, part of the original hospital had fallen into disrepair and administrators decided to abandon it. Community leaders established a fund drive to build a new hospital. An initial $326,000 was bequeathed from local estates, and later in 1923 over 18,000 subscribers pledged another $518,000.
On Oct. 18, 1924, Reverend Daniel Curley, Bishop of Syracuse, laid the cornerstone for the new building, with assistance from some Franciscan fathers from Assumption Church. Rabbi Benjamin Friedman of Temple Concord, and Syracuse University Chancellor Charles Flint addressed the assembled crowd at the dedication ceremony. Construction took about 18 months and the new five-story hospital opened on May 25, 1926.
Other fundraising campaigns appealed to the community in December 1947 and January 1948 to raise money to build a five-story, T-shaped, 170-bed addition, as well as replace the original surgical wing built in 1897. Among the fundraising subscribers was the New York Telephone Company, which donated $12,000 to the cause. Reverend Walter Foery, Bishop of Syracuse, broke ground on April 13, 1949. The new $2 million addition opened in November 1950 to rave reviews by hundreds of Syracusans who toured the building. Dr. Arnold Kaufman, president of the hospital staff praised the community for its financial and moral support of St. Joseph’s Hospital over many years. “You have furnished us with a flourishing structure. We will try to do our part to put in it all the resources that kindle the loyalty and affection so many of you have towards us,” Dr. Kaufman said. By this time, the hospital had cared for over 200,000 patients and positioned itself to continue caring for the sick well into the future.
In 1969, St. Joseph’s Hospital celebrated its centennial. The hospital had grown with the community and the community had supported its growth for 100 years. Centennial publications and newspaper articles cited the dedication, compassion, and care that the Franciscan Sisters and hospital staff tendered to thousands of sick and needy people in Syracuse and Onondaga County. They also recounted the physical expansions, the introductions of advanced medical equipment, the continued success of the nursing school, the quality of the physicians and nursing staff, along with the support of the St. Joseph’s Hospital Aid Society and the Women’s Auxiliary. The Sisters’ legacy of mercy given to all in need was persisting, even amid the socio-political tumult of 1969. Speaking at a centennial dinner that May, Reverend Casimir Sabol stated, “[I]t is the human spirit that never changes and makes an institution great. The needs are the same and the essential sense of duty necessary to meet those needs is unchanging.”
More than 50 years later, Rev. Sabol’s sentiment about St. Joseph’s meeting the needs of the community still has not changed. Now known as St. Joseph’s Health Hospital, St. Joseph’s continues to provide a wide variety of community-based health care. It is now associated with the Franciscan Companies, a network providing patients with post-hospital patient care, services, and medical products to ensure their complete healing. St. Joseph’s Health is also a member of Trinity Health, one of the largest not-for-profit, Catholic health-care systems in the nation, which includes 88 hospitals, 131 continuing-care locations, and more, according to the Trinity Health website.
St. Joseph’s community partnerships include Hospitals Home Health Care and PACE (Program of All-Inclusive Care for the Elderly) in conjunction with Loretto CNY. Since 2007, St. Joseph’s Health Hospital has collaborated with CenterState CEO, Franciscan Collaborative Ministries, and Catholic Charities of Onondaga County on an economic revitalization strategy for Syracuse’s Northside known as Northside UP (Northside Urban Partnership). This collaboration’s mission is to “radically improve the quality of life on the Northside of Syracuse” and is “dedicated to engaging diverse groups of people and organizations in turning the Northside of Syracuse right-side up.” Through economic development and civic improvement projects, the initiative focuses on decreasing unemployment and neighborhood blight by increasing neighborhood-owned businesses and owner-occupied houses, and enhancing the aesthetics and, ultimately, the quality of life for those living and working in Syracuse’s Northside. Northside UP brings the original 19th century Franciscan Sisters’ mission full circle by tending to the needs of the whole person.
From that humble beginning in 1869, to looking ahead throughout the 21st century, St. Joseph’s Health Hospital will undoubtedly continue to search for advanced ways to treat patients while keeping its original mission of extending compassionate care to those in need.
Thomas Hunter is curator of collections at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.
WATERTOWN, N.Y. — The Children’s Home of Jefferson County (CHJC) has chosen its next executive director. Marianne DiMatteo will begin her duties on Feb. 1,
SYRACUSE, N.Y. — The Syracuse men’s basketball team announced Sunday that its scheduled game with Georgia Tech on Wednesday, Dec. 29 has been postponed and
It is still surreal to think at times that my father, Norm Poltenson, is gone. My dad was always healthy and vibrant. After he retired, anytime I would be out and about in the business community, someone would always ask how my father was doing. I would always say the same thing: “Livin’ the life …. busier
It is still surreal to think at times that my father, Norm Poltenson, is gone. My dad was always healthy and vibrant. After he retired, anytime I would be out and about in the business community, someone would always ask how my father was doing. I would always say the same thing: “Livin’ the life …. busier than ever, doing yoga, baking bread, traveling with my mom, and hiking.” But when my father was diagnosed with pancreatic cancer, it became difficult to answer that question.
He dealt with the disease with grace; he never complained, and tried to do whatever he could to prolong his life to be with his family. His physical strength was dissipating but his mental determination was incredible. My father had a wonderful sense of humor which he still maintained in his final days. My respect for him grew even more in these last few months. When my father passed, I can honestly share that he did indeed live his life to the fullest.
He always had three areas that he dedicated his life to: his family, his faith, and his community.
Dad was affectionately known as Saba Nor. Saba stands for grandfather in Hebrew and “nor” is just shortened from Norm because my son Tomer, the first of his 16 grandchildren, couldn’t pronounce it properly. The name then seemed to stick with the rest of the grandchildren. My dad set a wonderful example for his three children and the grandchildren to look up to and emulate. He left us a true legacy.
In temple, he was also known as Nachum, that was his Hebrew name. He was devoted to Judaism, his love of Israel, and learning. He went to shul daily, and he always made time to study. I’m not sure if many people know this but my father had a special gift: his voice. He had a beautiful voice and loved to sing. Many people had mistaken him at times for the cantor at temple because of his incredible and powerful voice. My father was called a mensch — defined as a person of integrity and honor — by everyone he encountered.
In the business community, my father was known as Norm, Uncle Norm, and Dreamer. He gave back to both communities — the Jewish and business community. He did this through philanthropy and donating his time. My father had a huge heart.
He enjoyed helping people by connecting them with others that could be of assistance for either personal or business reasons. Most of the support he provided was done privately; he was never looking for accolades. My father was humble.
My father started The Central New York Business Journal in 1986, and I was able to be part of his dream. He built a business that was trustworthy as he was.
I was blessed with the opportunity to work with my dad. Often, I would be asked by other family businesses what’s it like to work with him? You hear of the many challenges that the 1st and 2nd generation family members have working with each other. I always shared the same story. It was a great experience. He was wonderful to work with, not only because it was a father/daughter relationship but also he was fair, he listened, shared his opinion when asked, and really let me make the decisions — whether they were good or bad.
My father was a dreamer. You may not know that he had a business card with his title of “Dreamer” on it. His business acumen was sharp. He always did his research whether he was writing, speaking at an event, or meeting with someone. He was always well prepared. He worked long hours, was ahead of his time within the publishing and media industry, and made his dream a vital part of the Central New York landscape.
I always observed how my father treated his staff, business colleagues and anyone else he encountered. It was always the same. My father was always respectful and kind.
One of the many lessons that my father taught me was to be sure that I took time for family. Over 20 years ago when I was raising my young children, my father was way ahead of the curve once again in allowing our staff to be flexible with their hours. He knew how important that was. Today, it is almost standard practice. He shared that it didn’t matter if someone worked 9-5, as long as they got the work done.
I’d like to share during my father’s illness, I saw how strong my parents’ love was — my mom’s devotion to him and how incredibly strong she was helping him navigate this horrible disease. I realized that they have a love that will endure forever in this lifetime and the next.
I am blessed to be Norm’s daughter. My father’s legacy will live on forever within my brothers, Meir and Yehoshua, and myself. But most importantly, his legacy will live on with his 16 grandchildren and the great grandchildren to follow.
Marny Nesher is president of The Central New York Business Journal. She has been owner since 2014 and has worked in the business in a variety of different roles since 1994.
Growing up in Central New York, Norm Poltenson spent his summers at Camp Chateaugay in the Adirondacks. After graduating from Nottingham High School, he received a bachelor’s degree from St. Lawrence University where he participated in the Singing Saints, fraternity life, and other campus organizations. He then went on to continue his education at the University of
Growing up in Central New York, Norm Poltenson spent his summers at Camp Chateaugay in the Adirondacks. After graduating from Nottingham High School, he received a bachelor’s degree from St. Lawrence University where he participated in the Singing Saints, fraternity life, and other campus organizations.
He then went on to continue his education at the University of Wisconsin where, as a Woodrow Wilson Fellow, he completed his master’s degree in history — followed by active duty in the U.S. Army, stationed in Germany. Even during his army service he made time to study learning German during his two-year stay.
Norm’s summer-camp experiences took him to the Pacific Northwest and throughout the Adirondack Park among other camp travel expeditions. He developed a love of the outdoors and particularly the Adirondack area so when Adirondack Life Magazine became available to buy, it was the perfect entrée to the publishing he dreamed about. His love of books, the outdoors, and history all merged with the 1976 purchase of Adirondack Life.
Starting The Central New York Business Journal in 1986 enabled Norm to complete the dream. Initially, he had a difficult time convincing potential advertisers to talk to him about this new newspaper — after all, there was another one in town and why was this different? Not to be thwarted by the resistance he met, Norm just found new and unique ways to get their attention. Giant stuffed animals, gift baskets, signs, and many other creative methods opened many doors.
When Norm wasn’t working, he was out in the community volunteering, serving on and assuming the leadership of many boards: St. Lawrence University, Syracuse Jewish Federation, Menorah Park Campus Foundation, Menorah Park Campus Nursing Facility, Junior Achievement of CNY, Greater Syracuse Chamber of Commerce, Inter-Religious Council, The Syracuse Hebrew Day School, and Shaarei Torah Orthodox Congregation.
Even with all his professional and community activities, he found time to increase his knowledge of our faith and bring his family to a higher level of observance. A turning point in Norm’s life was a trip to Israel — taken in the early 1970s, with seven friends. This set a new trajectory that had an impact on everything he did from business to personal relationships.
Each weekday morning, Norm got up at 5 a.m. to study for an hour before morning services and then made an effort to attend services again in the afternoon/evening whenever possible. His beautiful tenor voice was a welcome addition to Shabbat (Sabbath) and holiday services. Each Thursday afternoon, he would set aside an hour to study the weekly Torah portion with his son, who is a rabbi in Israel, encouraging our oldest grandson to join them when possible.
In addition to the twice-yearly trips to visit family (and wineries) in Israel, he loved to travel especially to explore the natural beauty and wildlife of wherever we went. Whether on Safari, in the Central American jungle, the American West, or the Adirondack Mountains, he found great pleasure in being outdoors.
Norm was an involved father and grandfather, teaching his two sons, mentoring his daughter, and finding great joy in storytelling, “from his head,” to his many grandchildren.
He supported them in their decisions and he supported his wife in hers. He was well rounded, loving, and loved by family and friends.
Joan Poltenson is Norm’s wife — they were married for 57 years. She was co-owner of The Business Journal with him and worked in the business for 10 years.
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,
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.
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
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.
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
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 forany 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.
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