A history of its approach to “common sense heating and sanitary plumbing” If you ever lived in a house that was warmed by an “octopus” steam or hot-water heating system, you would be familiar with the subject of this article: The Pierce, Butler & Pierce Manufacturing Company of Syracuse. A number of homes in the Central […]
A history of its approach to “common sense heating and sanitary plumbing”
If you ever lived in a house that was warmed by an “octopus” steam or hot-water heating system, you would be familiar with the subject of this article: The Pierce, Butler & Pierce Manufacturing Company of Syracuse. A number of homes in the Central New York region, and around the U.S., undoubtedly were heated by this company’s systems in the 19th and early 20th centuries, with some lasting almost until the end of the last century. The founder of this successful heating manufacturing company was Sylvester P. Pierce.
Sylvester Phineas Pierce was born on Sept. 19, 1814 in Sauquoit in Oneida County, the fifth of eight children born to Dr. Spalding Pierce and Abigail Bacon Pierce. Unfortunately, Dr. Pierce died when Sylvester was just 12 years old, so the youngster sought employment at the local general store to help the family meet its financial obligations. Sylvester then worked for the next 13 years as a store clerk and salesman in Rome and Utica.
Pierce came to the village of Syracuse in the spring of 1839 and established a crockery business with Ransom Curtis selling imported earthenware from England. Curtis retired after four years and Pierce bought out his share of the business in 1843. Pierce then broadened the inventory by importing crockery from Germany, France, and Holland, selling his merchandise to wholesale and retail markets throughout New York state.
Pierce married Cornelia Marsh of Geddes in 1841 and they had three sons — Marsh C., Charles H., & William K. — and one daughter — Emma C. Upon graduating from the public schools, the Pierce sons joined their father in the family business. Emma would marry William A. Butler, who would later join the business.
The crockery company expanded to sell plumbing fixtures and kerosene lamps. Two years after Syracuse was incorporated as a city in 1848, the Syracuse Gas Lighting Company installed the first gas lines to provide coal-gas lighting to domestic and commercial properties. Along with buying their crockery, kerosene lamps, and plumbing fittings from Pierce, his customers also wanted to purchase their gas fittings from him. Not knowing the gas business himself, Pierce partnered with the more knowledgeable George Chase to form a separate company — Pierce and Chase — to sell steam and gas fittings in the 1850s.
Pierce bought Chase’s business interest in 1876. He then added his son, William, and his son-in-law, William A. Butler, and formed Pierce, Butler & Pierce — selling wholesale gas, water, and steam supplies, as well as providing sanitary engineering services. The business grew by leaps and bounds, and by 1885, Pierce, Butler & Pierce had 150 plumbers and steam and gas fitters working across New York state. That year, Sylvester Pierce decided to take on more of an advisory role while his son, William, became company president, and William Butler was head of the engineering department. Other long-time employees managed bookkeeping, purchasing and selling, and receiving and shipping. The company utilized a horse-drawn, stake-body wagon to deliver the products. As a side business, Pierce, Butler & Pierce bought a lead press to make its own lead pipe. The company was located on Clinton Street in Syracuse next to the crockery store. The main office was located on the first floor, the shop was on the second floor, and the pipe cutting and threading machines were in the basement. The company’s two boilers constituted one of the first central-heating plants, furnishing heat to other buildings on the block.
During the following year, 1886, Sylvester Pierce retired, and the company reorganized as the Pierce, Butler & Pierce Manufacturing Company with $200,000 in capital. Two years later, in 1888, although retired, Sylvester Pierce advised that the business invest in home-heating boilers. Pierce, Butler & Pierce Manufacturing Company partnered with Alfred Catchpole, a Geneva, New York–based boiler manufacturer to produce a round-cast-iron heating boiler and established the Catchpole Company with $100,000 in capital. In 1890, the Catchpole Company merged with the Pierce, Butler & Pierce Manufacturing Company. The Catchpole heating boilers were then renamed the Florida steam and the Tropic hot water boilers. The company generated more than $1 million in revenue that year.
These boilers became popular and the production models expanded: 19 sizes for steam and 14 sizes for hot water, all fueled by coal. The business boasted that its boilers were self-feeding, able to run for 10-24 hours without attention. Advertisements in 1890 stated that thousands of boilers were in use, were economical, and most importantly, would not explode! Salesmen sold plumbing supplies, boiler parts, and boilers in almost every U.S. state and the company’s success continued to multiply. Pierce, Butler & Pierce established a jobbing department that was responsible for outsourcing its plumbing and boiler installation and repair to local professionals. These men bought their plumbing and boiler supplies from Pierce, Butler & Pierce and then conducted the installation and repair work in their own locales. The system proved profitable and eventually covered territory from Maine to Ohio. The company also opened branch offices in Boston, New York City, and Philadelphia.
Sylvester P. Pierce passed away on Nov. 5, 1893. Pierce’s funeral was held at St. Paul’s Episcopal Church on Montgomery Street in Syracuse. Nine of the city’s notable men were honorary pall bearers, including a judge, a militia colonel, and seven fellow businessmen. Along with operating his lucrative business, Sylvester Pierce also was a long-time member of St. Paul’s Episcopal Church, served as a supervisor of Ward 6 for two terms, and was a member of the Whig Party, and then the nascent Republican Party.
During that same year, William Pierce helped form the American Boiler Company, which sold the products of five of the largest American boiler manufacturers. Chicago served as the company’s main office. Three years later, Pierce, Butler & Pierce bought out all the other company stockholders, as well as the company’s manufacturing plant in Eastwood. (Eastwood was incorporated as a village in 1895 and annexed by the city of Syracuse in 1926). The company continued to improve its boiler designs and began to manufacture heating radiators.
William Pierce remained company president until 1914 when Dr. Jesse T. Duryea, a former medical physician of Bronxville, New York, was elected company president when Pierce, Butler & Pierce went into receivership as the result of declaring bankruptcy in January 1914. Dr. Duryea, with his business acumen, had managed hospitals in New York City, and then pursued manufacturing interests, attaining success as president of the Colwell Lead Company, a manufacturer of plumbing and heating supplies. Bankruptcy proceedings caused Pierce, Butler & Pierce Manufacturing Company to be reorganized as the Pierce, Butler & Pierce Manufacturing Corporation.
William Pierce experienced extreme mental and physical anguish with Pierce, Butler & Pierce’s company bankruptcy, coupled with his own personal bankruptcy. Pierce blamed his company’s demise on the acquisition of the Kellogg-Mackay Company of Chicago, (which became Butler & Pierce’s western sales agency), along with a decline in general business conditions of the time. “The crisis came like a bolt of lightning from a clear sky,” Pierce exclaimed at the bankruptcy hearing in 1914. He testified that the Chicago acquisition would have been a good business decision if economic times had been better. Pierce estimated his own personal worth at $1.2 million (about $32 million today). After losing control of the company he had presided over for almost 30 years, and with his own wealth evaporating, he fell into a deep depression, from which none of his family or friends could extricate him. After months of suffering, Pierce took his own life on April 5, 1915 at age 64 while he and his wife, Eleanor, were visiting a relative in Washington, D.C. Pierce left behind his widow, two sons and a daughter, and three grandchildren.
Dr. Duryea was optimistic that the company would soon regain its solvency and become even larger. The corporate office moved to New York City in 1915, where it stayed until 1922 before moving back to Syracuse that year. Duryea forged ahead with his expansion plans and, in 1917, bought the Syracuse Faucet and Valve Company and the Azadian Gauge Company, and combined the two companies into Pierce’s valve and gauge department.
Two years later, Pierce, Butler & Pierce bought the Ames Iron Works in Oswego, which was founded in 1853. This acquisition augmented its product line with Ames uniflow engines and high-pressure boilers. The expansion continued with the acquisition of the Atlantic Radiator Company of Huntington, Pennsylvania in 1920 and the Federal Radiator Company of Zanesville, Ohio in 1923.
Dr. Duryea’s expansion plans were suddenly interrupted with his death from heart disease in 1927. While making his way to California, possibly to visit his brother in Los Angeles, Duryea was stricken in his hotel room in New Mexico. Besides being president of Pierce, Butler & Pierce, Duryea also was vice president of the Kellogg-Mackay Company and president of the Wolf Manufacturing Company, both of Chicago. After Duryea’s death, his son-in-law, Roger Morton, ascended to the presidency. Morton had been employed by the company for many years with his last position being treasurer. Stanley DeLong, general manager of manufacturing, was elected as president in April 1929. Delong offered strong organizational skills and was adept at directing employees to make quality products that were sold around the U.S.
Due to its continued bankruptcy circumstances, the company was reorganized again as the Pierce Butler Radiator Corporation in 1935 with a loan of $350,000 negotiated through the Federal Reserve Bank in New York City. The loan was used as capital and was to be paid back in four years at 6 percent interest. Along with accepting the stipulations of the loan, the company’s presidency changed again with Blair McFarlane, general manager, stepping into the position. The company’s complex reorganization plan concluded in 1936 when all outstanding debts, as well as attorneys’ and other fees were paid in full — a total of $87,829 (about $1.6 million today).
By 1941, Pierce Butler Radiator Corporation employed 300 workers at its Syracuse plant. As World War II was unfolding, 60 percent of the company’s business volume was related to defense contracts. Its federal contracts included supplying heating equipment to the federal government for the Maritime Commission’s shipbuilding program for the U.S. Merchant Marine’s merchant ship fleet. That year, the company reported a dramatic uptick in its business and was looking forward to selling additional plumbing supplies and boilers during the autumn season. In 1942, Pierce Butler Radiator produced heating equipment and auxiliary engines in large volume for the U.S. Army and Navy. One of Pierce’s nautical heating units was installed aboard President Franklin Roosevelt’s presidential yacht (the floating White House), the USS Potomac. The military was installing Pierce Butler Radiator heating equipment in barracks, recreation halls, and hospitals serving U.S. military personnel. The company concurrently sold heating products to the federal government for its domestic low-income housing projects. Pierce Butler Radiator declared a net profit of $473,292 for 1942 (about $7.6 million today).
Pierce Butler Radiator still operated manufacturing plants in Huntington, Pennsylvania; Oswego; and Syracuse. New branch offices opened in Cambridge, Massachusetts; Glendale, New York; Newark, New Jersey; New London, Connecticut; and Pittsburgh, Pennsylvania; and Richmond and Roanoke, Virginia, along with existing branch offices in New York City and Philadelphia, and the home office at 282 James St. in Syracuse. Its product line included cast-iron heating boilers fueled by coal, oil, and gas; a variety of heating radiators; as well as valves, traps, and thermometers. The company continued to make the Ames univalve engine and steel boiler first offered in 1919.
For some unexplained reason, from this period forward, information about the Pierce Butler Radiator Company becomes unusually sparse. Only two years after fulfilling federal government military contracts, the Syracuse Herald newspaper reported that in July 1944 the Prosperity Company of Syracuse purchased Pierce Butler Radiator’s 44-acre, 350,000-square-foot complex at 701 Nichols Avenue in Eastwood and renamed it Prosperity’s Plant No. 2. Having manufactured laundry machinery in Syracuse since 1915, the Prosperity Company received government contracts during World War II to manufacture aircraft fuselage, wing, and cabin parts. At Plant No. 2, the Prosperity Company made parts for large cargo airplanes and helicopters ordered by the U.S. Army. When World War II ended in 1945, the Prosperity Laundry Company returned to making laundry machinery for civilian purposes. Prosperity remained in business until its parent company, Ward Industries, closed the Syracuse plant and moved it to Portland, Maine in 1961. Members of the Braun family, who had operated Prosperity Laundry Company since 1915, formed another company named G.A. Braun in 1946, initially to sell Prosperity’s laundry machinery. Ten years later, G.A. Braun began to manufacture and sell its own laundry machinery. Today, G.A. Braun still makes and sells its own laundry machinery in its 255,000-square-foot plant in Syracuse and will celebrate its 75th anniversary in 2021.
But what happened to the Pierce Butler Radiator Company? Did company officials simply sell the company at its possible business peak, not wanting to endure another bankruptcy? The same Syracuse Herald newspaper article states that “New York City men recently acquired control of the Pierce Butler Corporation” and sold its manufacturing equipment. There is no other information about this mysterious acquisition by these “New York City men” and, very little is known about what factors caused the company’s abrupt change toward the end of World War II.
Under the direction of the unnamed men, Pierce Butler Radiator Corporation continued to operate the Ames Iron Works in Oswego, until the H. Pomeroy Company acquired Ames in 1961. Shortly thereafter, the Fitzgibbons Boiler Company, Inc. of Oswego bought this company. Ames Iron Works closed sometime between July 1963 and June 1964 and was subsequently demolished in early 1965.
So ends the convoluted history of the Pierce, Butler & Pierce Manufacturing Company and Pierce Butler Radiator Corporation and its subsidiary companies. As with so many other American manufacturers of the 19th and 20th centuries, this company took a meandering, tangled path from its glory days of industrial accomplishments and triumphs to its gradual and somewhat enigmatic demise.
Thomas Hunter is the curator of collections at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.
ROME, N.Y. — Black River Systems Inc. of Utica and North Point Defense Inc. of Rome, along with a Maryland company, were recently awarded a nearly $50 million contract from the U.S. Air Force. The Mohawk Valley companies and Geon Technologies LLC of Columbia, Maryland have been awarded up to a maximum $49.9 million order
ROME, N.Y. — Black River Systems Inc. of Utica and North Point Defense Inc. of Rome, along with a Maryland company, were recently awarded a nearly $50 million contract from the U.S. Air Force.
The Mohawk Valley companies and Geon Technologies LLC of Columbia, Maryland have been awarded up to a maximum $49.9 million order for technical documentation, technical reports, software, and hardware. The scope of this contract is to perform research, development, enhancement, and integration of technologies to develop digital-signal processing capabilities that will scan through the Radio Frequency spectrum to detect high-priority emissions, according to a Department of Defense contract announcement.
The pact will also provide for research and the development/integration of technologies that will provide collection, detection, exploitation and geo-location capabilities of emerging signals of interest to various collection platforms.
The work will be performed in Rome and is expected to be completed by July 15, 2028, per the contract announcement. This award is the result of a competitive acquisition with 10 offers received. Fiscal 2021 research, development, test, and evaluation funds totaling more than $4.4 million are being obligated at the time of award. The Air Force Research Laboratory in Rome is the contracting authority.
Black River Systems designs, develops, deploys, and analyzes radar, infrared, acoustic, and electronic-warfare sensing systems for the Department of Defense and prime contractors. The company, headquartered at 162 Genesee St in Utica, also has offices in Ohio, Minnesota, and California.
North Point Defense says it provides critical capabilities to the national-intelligence community by developing communications-network access tools and advanced methods for communications-signal exploitation. The company’s areas of research and development include analog and digital multiplexing, signal conditioning, automated end-to-end processing from radio-frequency detection to intelligence end-product, network exploitation, parallel processing, and system miniaturization. North Point Defense is headquartered at 1300B Floyd Ave. in Rome.
One of the ways we encourage our members to engage in the success of our regional economy is by actively participating in the success of other businesses, particularly those just starting out, or looking for opportunities to take their product, technology, or service to the next level. At The Tech Garden, we have a network of mentors
One of the ways we encourage our members to engage in the success of our regional economy is by actively participating in the success of other businesses, particularly those just starting out, or looking for opportunities to take their product, technology, or service to the next level.
At The Tech Garden, we have a network of mentors and entrepreneurs in residence (www.thetechgarden.com/mentors.html) that have stepped up to share their time, experience, and knowledge with members of our incubator. They coach, advise, and inspire.
Our Up Start program (www.centerstateceo.com/about-us/partners-programs/start) brings together the resources of business organizations and community partners to give aspiring entrepreneurs and new business owners the tools and networks they need to thrive. Up Start also utilizes a resource pool and leverages CenterState CEO’s membership to connect program participants to service providers, mentors and subject-matter experts within their industry. To learn about opportunities to engage in this network, contact CenterState CEO Director of Community Investment Andrew Obernesser at aobernesser@centerstateceo.com.
Our organizational partner, the Central New York Biotech Accelerator (https://cnybac.com/), owned and operated by SUNY Upstate Medical University, is focused on growing biotechnology companies through programs such as its annual Medical Device Innovation Challenge (MDIC). The CNYBAC is currently seeking volunteer mentors from CenterState CEO’s membership for the MDIC that can provide skills and expertise in the areas of regulatory compliance for medical devices, project management, product design/development, engineering, manufacturing, quality systems, and product marketing for startup companies. Mentors are assigned to each team based on specific goals to be accomplished during the program.
Whether it’s networking with fellow members for new business opportunities or passing your expertise and institutional knowledge on to the emerging businesses in our community, engaging with CenterState CEO’s network of businesses, programming, and partnerships is among the best ways to take advantage of your membership, while also making an impact. As always, please reach out (email: president@centerstateceo.com) to learn more about how you can get involved.
Robert M. Simpson is president and CEO of CenterState CEO, the primary economic-development organization for Central New York. This article is drawn and edited from the “CEO Focus” email newsletter that the organization sent to members on July 15.
The Independent Redistricting Commission (IRC) announced recently that it would host eight public listening sessions across New York state prior to redrawing state legislative and Congressional district lines. It’s a process that takes place every 10 years to reflect population changes. The sessions are a result of a 2014 public referendum in which millions of New Yorkers
The Independent Redistricting Commission (IRC) announced recently that it would host eight public listening sessions across New York state prior to redrawing state legislative and Congressional district lines. It’s a process that takes place every 10 years to reflect population changes. The sessions are a result of a 2014 public referendum in which millions of New Yorkers voted in favor of a Constitutional Amendment assembling the IRC in the hopes of ensuring fair and honest guidelines for the upcoming 2022 redistricting effort.
While the listening sessions will be held virtually only, I encourage all New Yorkers to participate and have their voices heard. Similar to the importance of exercising your right to vote, participating in public forums such as this is an expression of our civic duty, vital to our communities and critical at every level of government.
Each virtual meeting will begin at 2 p.m. and the schedule for the first round of hearings is as follows. Meetings were held on Tuesday, July 20 in Nassau and Suffolk counties and Thursday, July 22 in Queens County. Meetings are still to come in CNY on: Thursday, Aug. 5 in the North Country and Mohawk Valley; and Monday, Aug. 9 in the Southern Tier and Central New York.
At the beginning of the year, Assembly and Senate Democrats voted to undermine the 2014 vote and devised a scheme that would change the threshold for new redistricting plans to be approved at both the commission and legislative levels. While this was nothing more than a pure political maneuver, I have repeatedly called on good government groups, the public, and lawmakers to see this for what it is — opportunistic and undemocratic.
In a democracy, every voice matters and every opinion counts. Sadly, when voices are stifled and the will of the people is ignored, people notice and start to look for “greener pastures,” just like 1.5 million New Yorkers have done over the past decade. As a result of this population loss, we learned earlier this year that New York lost one Congressional seat — diminishing our level of representation in the halls of Congress.
The only way to ensure fair and equitable representation at the state and federal levels, and that no special interest or political party gains an unfair advantage in the election process, is for the public to provide feedback and demand a transparent, balanced government. Residents in communities across the state cannot afford to lose representation — at any level.
More information about the regional redistricting meetings and how to participate virtually or submit testimony is available on the IRC’s website: https://www.nyirc.gov/meetings. The first redistricting proposal will be made public on Sept. 15; additional hearings will then be scheduled.
William (Will) A. Barclay, Republican, is the New York Assembly minority leader and represents the 120th New York Assembly District, which encompasses most of Oswego County, including the cities of Oswego and Fulton, as well as the town of Lysander in Onondaga County and town of Ellisburg in Jefferson County. Contact Barclay at barclaw@assembly.state.ny.us.
New York State legislators ended this latest session without passing what may possibly be the most detrimental bill in state history. The New York Health Act (https://legislation.nysenate.gov/pdf/bills/2021/S5474) would have crushed small businesses, middle-class families, and a myriad of jobs within the health care and insurance industries. With a Democrat supermajority in the state legislature, certainly the votes
New York State legislators ended this latest session without passing what may possibly be the most detrimental bill in state history. The New York Health Act (https://legislation.nysenate.gov/pdf/bills/2021/S5474) would have crushed small businesses, middle-class families, and a myriad of jobs within the health care and insurance industries.
With a Democrat supermajority in the state legislature, certainly the votes are there to pass the first-of-its-kind universal, single-payer health-care system. This proposal has been at the forefront of the state Democrats’ agenda for decades and has passed the state Assembly five previous times. So, what has changed? Perhaps legislators have finally come to their senses. Could it be that unions and insurance carriers have lobbied the sense right into them? In a NY Now article, Assembly Health Committee Chair Richard Gottfried (D) said, “I think the public sector unions in particular are the main group that we need to work out issues with. I believe that if we and they can sit down at a table, roll up our sleeves, there are ways we can modify the language in the bill that can guarantee them that their concerns will be more than satisfied.”
That sounds like a carve-out for labor unions, to me. Meanwhile, the bill would hand the rest of the state’s population and out-of-state commuters a large payroll-tax bill to cover the extraordinary costs of managing a health-care system of this magnitude. This could be, in my estimation, the largest health-insurance disruption we have ever seen as it calls for the elimination of all health-insurance plans within the state including Medicare, Medicaid, employer group coverage, and individual coverage. Federal waivers are needed to allow for all of this. The uninsured population in New York state is less than 5 percent of the population, which is a historically low rate. No one has ever said that the system isn’t broken. We can and should work to do better and I think there are many other options available to assist in lowering the exorbitant cost of health insurance in New York state. The answer is not a one-size-fits-all, state-run health-care system. We have witnessed the runaway costs of Medicaid in this state and should expect no different result here.
As an advocate and user of telemedicine, I have often believed that there are better methods for the delivery of health care while also making it more affordable and accessible to all. Telehealth is one way to achieve this objective. The COVID-19 pandemic, as burdensome as it was, thrust market alternatives into deliverables from practitioner to patient. Few business models skirted business interruption during the pandemic and 16 months of shutdowns. The crisis, however, created a forced opportunity to go through a process of business analysis to determine how to continue to compete, be profitable, and still provide excellent consumer experiences. Emerging technologies and development by health-care service providers have sped up growth in this market space. Telemedicine programs have become more widely used than ever before. As mobile devices, tablets, and laptops have become common personal items, the infrastructure for these types of services is more readily accessible. A tremendous growth opportunity is still present as usage increases and software development becomes savvier. Insurance carriers and medical programs like Medicare expanded the telemedicine opportunities to their subscribers at a time during the pandemic when people were hesitant to visit the doctor’s office. As a result, patients learned how to utilize and appreciate the service, whereas before COVID, they would have preferred to have face-to-face interactions with their physicians. Telehealth will not fully replace in-person care, but it presents an exciting opportunity to help lower costs and manage usage, especially unnecessary emergency or urgent-care visits for nonserious illnesses. Moreover, as we address the needs and care of all people in New York, telehealth should not just be thought of as a service for the insured. MDLive, Teledoc, and other web-based platforms are growing in popularity among both the insured and uninsured. Anyone with a mobile device can access these platforms, enter a few personal details, and receive medical care almost instantaneously in the privacy and comfort of their own home at a reasonable price. No insurance is needed. In an era where consumers, especially younger generations, want quick responses from their mobile devices, telehealth companies are delivering.
The question we must ask now is how can government work to help these networks bridge the gap between providers and the uninsured? Mandating higher payroll taxes and unsettling the entire industry is not the answer. However, I believe government can work with the industry to allow for innovative ways in providing access to care. Telehealth now has increased momentum pushing it forward into additional health-care areas for virtual services. Additional investment will be needed as health-care service developers fight for market share in this field. If focus and incentives can be given to expand these technologies and deliverables to consumers, while creating a competitive marketplace and retaining personal choice, rather than uprooting an entire system, this could be a win-win. In doing so, we provide better, more affordable care to New Yorkers instead of continuing the course of outmigration due to continually higher taxation. Let’s hope our legislators lead this initiative.
Angi Renna is president of Sterling Financial Group, LLC, a Central New York financial planning and wealth-management firm. She is the host of a local podcast, called “CNY Matters.” Renna (R) was also a candidate for the NYS Senate seat in the 50th District in November 2020, losing to John Mannion (D) by about 5 percentage points.
MELISSA CRESPO has been named associate artistic director at Syracuse Stage, effective Sept. 1. Crespo brings a wealth of experience to Syracuse Stage, having directed plays, musicals, and opera. She is also a playwright and likes to promote and develop new work. Crespo has directed three times at Syracuse Stage in recent seasons. In 2019,
MELISSA CRESPO has been named associate artistic director at Syracuse Stage, effective Sept. 1. Crespo brings a wealth of experience to Syracuse Stage, having directed plays, musicals, and opera. She is also a playwright and likes to promote and develop new work. Crespo has directed three times at Syracuse Stage in recent seasons. In 2019, she directed the popular, successful comedy “Native Gardens,” which drew recognition from American Theater magazine. The entire creative team was women of color, a rare occurrence in professional regional theater and a first for Syracuse Stage.
KYLE BASS, current associate artistic director at Syracuse Stage, will transition to a new role as the theater’s first resident playwright and will remain a member of the theater’s senior artistic staff. The newly created position of resident playwright is the latest of numerous administrative and artistic positions Bass has held since first joining Syracuse Stage in 1994. Bass was named associate artistic director in 2016. In that capacity he has been at the forefront of Syracuse Stage’s efforts to develop and produce new work. Away from Syracuse Stage, Bass is an assistant professor in the Department of Theatre at Colgate University.
KEVIN JENSEN has been named executive director of financial aid at Cornell University. He has 20 years of higher-education experience including 15 years directing financial aid and scholarship units. Jensen will help lead during a period of intentional expanding enrollment with a specific emphasis on increasing the Cornell student body’s socioeconomic diversity. He will work
KEVIN JENSEN has been named executive director of financial aid at Cornell University. He has 20 years of higher-education experience including 15 years directing financial aid and scholarship units. Jensen will help lead during a period of intentional expanding enrollment with a specific emphasis on increasing the Cornell student body’s socioeconomic diversity. He will work closely with admissions and student services, as well as university leadership, to align with large-scale affordability commitments across Cornell. After starting his career in 2001 as a financial-aid adviser and then director at Treasure Valley Community College, Jensen became a founding director at the College of Western Idaho and served in that role for six years, eventually becoming the dean of enrollment and student services. From 2016-2019, Jensen served as associate VP and chief enrollment management officer at SUNY Oneonta. His most recent experience has included serving as the assistant vice chancellor for student success in Pennsylvania’s State System of Higher Education and as an independent consultant during COVID-19 disruptions, which have had a wide impact in the financial-aid industry. Jensen earned both his bachelor’s and master’s degrees from Northwest Nazarene University and is a graduate of Harvard University’s Institute for Management and Leadership in Education.
JOSEPH HERNON has been named associate VP for campus safety, emergency management, and environmental health and safety at Colgate University. In that role, Hernon, a military veteran and firefighter with 10 years of emergency management experience, will lead the university’s emergency management operations. He comes to Colgate from Syracuse University, where he served as director
JOSEPH HERNON has been named associate VP for campus safety, emergency management, and environmental health and safety at Colgate University. In that role, Hernon, a military veteran and firefighter with 10 years of emergency management experience, will lead the university’s emergency management operations. He comes to Colgate from Syracuse University, where he served as director of emergency management and business continuity. Prior to joining Syracuse in 2016, Hernon was deputy director of emergency services for Oneida County, where he supervised 75 full-time staff in the management of the county’s fire coordinator’s office, emergency communications center, and the office of emergency management. He also previously served as the emergency management program coordinator for the 174th Attack Wing of the New York State Air National Guard and as a citizen-preparedness trainer for New York State. In addition to leading Colgate’s emergency operations, including the university’s Emergency Operations Center, Hernon will also lead teams in campus safety and environmental health and safety. As a member of the dean of the college’s leadership team, Hernon will also contribute to the overall student experience with a focus on safety, diversity, and equity in both campus safety and emergency response. Hernon holds an associate degree in applied science in emergency management from Community College of the Air Force, a bachelor’s degree in criminal justice studies from Cazenovia College, a certificate of advanced study in security from the Institute of National Security and Counterterrorism at Syracuse University, and a master’s degree in public administration from the Maxwell School of Citizenship and Public Affairs at Syracuse University.
KAYLA TREANOR was recently named head coach of the Syracuse University women’s lacrosse program. The four-time All-American starred as a player for Syracuse from 2013-2016. She started her coaching career at Harvard, where she served as an assistant for former Orange head coach Lisa Miller for one year. Treanor joined the coaching staff at Boston
KAYLA TREANOR was recently named head coach of the Syracuse University women’s lacrosse program. The four-time All-American starred as a player for Syracuse from 2013-2016. She started her coaching career at Harvard, where she served as an assistant for former Orange head coach Lisa Miller for one year. Treanor joined the coaching staff at Boston College in 2017. In her four seasons with the Eagles, Boston College advanced to the championship game three times and claimed the national championship in 2021. Treanor has returned to Syracuse to become just the third coach in the women’s lacrosse program history. She replaced Gary Gait, who was named head coach of the Syracuse men’s lacrosse program. As a player, Treanor led the Orange to four consecutive appearances at Championship Weekend from 2013-16 and a spot in the 2014 national championship game. In addition to her success at Syracuse, Treanor has excelled on the international stage for Team USA. She helped the U.S. take home gold at the 2017 Federation of International Lacrosse (or FIL) Women’s World Cup. Treanor has played professionally since 2017 and currently plays and serves on the Player Executive Committee for Athletes Unlimited.
JIM RANDALL has been named VP of strategic development at BeerBoard, a Syracuse–based provider of technology and automated business intelligence to bars, restaurants, breweries, and other on-premise retailers. Randall, who has almost 15 years of experience, joins BeerBoard from Lagunitas Brewing Company, which is owned by international brewer Heineken. Working at Lagunitas for almost nine
JIM RANDALL has been named VP of strategic development at BeerBoard, a Syracuse–based provider of technology and automated business intelligence to bars, restaurants, breweries, and other on-premise retailers. Randall, who has almost 15 years of experience, joins BeerBoard from Lagunitas Brewing Company, which is owned by international brewer Heineken. Working at Lagunitas for almost nine years, Randall served in roles with growing responsibility throughout his tenure. Most recently, he was head of national accounts while previously serving as both VP of on-premise and director of on-premise national accounts. Prior to Lagunitas, Randall was a sales specialist for both Windy City Distributing and Louis Glunz Beer Inc., both located in Chicago. In his new role at BeerBoard, Randall will strengthen the company’s capabilities in strategy, market intelligence, and go-to-market planning and execution. He will also be responsible for creating and managing tactical partnerships among the three industry verticals — retailers, suppliers, and distributors.
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