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OBGYN at Auburn Community Hospital Expanding for Comprehensive Women’s Healthcare

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Auburn Community Hospital Midwives Team. L-R: Ronica Bennett, MS, CM, Jennifer MacBlane, MS, MHA, CNM, WHNP, Devon Amedio, MS, CNM, Mary Victorious, MS, CNM, Katie Smith, CNM, FNP-C

Today, the obstetrics and gynecology practice at Auburn Community Hospital is growing and thriving while it meets the wide-ranging needs of women in Cayuga County. However, there was a time not too long ago when the very existence of the program was threatened. Scott Berlucchi, President and CEO of Auburn Community Hospital, explained that shortly after he joined the organization in 2007, the New York State Regulatory Agency recommended the hospital cut down to 99 total beds and the hospital obstetrical services had to close. Downsizing made sense, Berlucchi said, but he strongly felt shutting down OBGYN care would have severe negative consequences on patients.

“I just said, ‘I can’t do this. It’s not the right thing to do.’ The women of our community are geographically isolated,” said Berlucchi, adding that the nearest hospital for obstetrical services is Community Hospital on Onondaga Hill, a drive that can sometimes take upward of an hour and a half from Auburn. “I believe what you do for the women and children of your community speaks volumes about who you are as a hospital, and about who you are as a healthcare leader.”

Berlucchi had previously worked for Lancaster General Hospital in Lancaster, Pennsylvania and had come to understand how important OBGYN care is for women in rural and underserved populations. “I know what it’s like to be geographically separated from a maternity center,” he explained. Berlucchi partnered with Crouse Hospital to maintain obstetrical services at Auburn Community Hospital.

“Within those five years, we received regional awards for creativity in rural health and women’s care including the Regional Perinatology Award for developing comprehensive OBGYN care in a rural area. We were successful, and today we have over 400 deliveries annually and we’re on our way to 500 deliveries. Our quality scores have really knocked it out of the park,” Berlucchi said.

A Growing Team of Providers

As the OBGYN practice at ACH continues to expand and evolve, new faces have joined the team providing high-quality healthcare to women in the community. In January of 2026, Migdalia Zoe Bonilla Martir, MD, FACOG joined ACH as Chief of Obstetrics and Gynecology. A primary reason she decided to join ACH is the small-town community feeling where she can grow meaningful relationships with patients.

“It’s different from the big hospitals. Everybody has the opportunity to interact with the patients here,” said Dr. Bonilla-Martir, who had previously been with Vassar Brothers Medical Center in Poughkeepsie, NY. “It’s cozy, it’s nice. Taking care of the patients and delivering their babies, you feel like you’re a part of their family.”

Dr. Bonilla-Martir explained that she also felt drawn to ACH because the obstetrics and gynecology programs are integrated, and that while some complicated cases may need to be referred out to providers in Rochester or Syracuse, they are able to take on many high-risk patients as well as normal pregnancies. 

“This is an advantage for the patients in the community,” Dr. Bonilla-Martir stated. “They don’t need to travel so far away to get the care that they need. We are able to take care of high-risk patients and difficult situations, and that’s definitely a plus for the community.”

Dr. Bonilla-Martir shared that another physician, Farkad Balaya, MD, has been seeing patients at ACH and recently joined the team as a full-time OBGYN provider and as the Assistant Chair of the department.

“Many patients love Dr. Balaya,” said Dr. Bonilla Martir. “As of the beginning of April, he has become a full time physician with us and will be helping us continue to deliver the high-quality care that women in the community need.”

Dr. Bonilla-Martir and Dr. Balaya were recently joined in the practice by Dr. Francis Finneran, an Albany Medical College graduate who completed residency and fellowship at Tulane Medical Center and is highly respected for his skills and integrity.

Big-Picture Women’s Healthcare Through Midwifery

Another stand-out aspect of the team of OBGYN providers at ACH is the personalized care provided by the staff of midwives. Jennifer MacBlane, CNM, had been coming to ACH on and off for several years before joining the team full time in August of 2025. She echoed the sentiments of her colleagues when it comes to the small community feel of ACH and of the wider Auburn community.

“I grew up in the Liverpool area of Syracuse and it was a large community. Something about Auburn draws me, and it’s not just the quaintness of the town. Everyone is friendly. Everyone seems to know each other,” MacBlane said. “it’s just a nice, strong, tight-knit community.”

The team of several full-time midwives and a few per-diem midwives is a unique aspect of OBGYN care at ACH, and it allows the practice to offer midwifery coverage at the hospital 24 hours per day, seven days per week. MacBlane explained that midwives offer a slightly different approach to obstetrics and women’s healthcare.

“The word ‘midwife’ means ‘with woman.’ The whole idea is that we’re with them to help them and develop whatever they need,” MacBlane said. “It’s all-encompassing. Midwives kind of look at the big picture, so we include everybody – your family, your social history, your medical history. We put it all together. It’s a really nice, unique experience because you get a little bit of the warm and fuzzy, but we also do the medical side. We can get you medicine, lab work, testing, we can get you an epidural – we’re qualified to do that. We just look at it a little differently, and we work a little closer with the patient while they’re in labor.”

While midwives primarily work with low-risk patients, MacBlane said she and the other midwives at ACH still work closely with physicians to co-manage high-risk cases as a cohesive team.

“We work together as a group,” shared MacBlane. “Midwives are independent in New York State, but we work together  with the physicians to kind of cover our patients and determine the plan for their care collaboratively, which is really nice.”

Francis Finneran, MD, also emphasized the way the team works together to provide a high level of care for patients.“The patients at ACH receive excellent care that is highlighted by collaboration between physicians, midwives, and nurse practitioners,” said Dr. Finneran. “As a team, we all bring different skills to the table and work together to deliver the highest quality care.”

Investments in Women’s Imaging Services
Assisting the team of OBGYN providers at ACH is the comprehensive suite of radiology equipment, which has grown dramatically in recent years and now includes a dedicated women’s imaging center within the hospital. Jubin Jacob, MD, Chair of Radiology at ACH, highlighted advancements in mammography technology offered to women at ACH, including stereotactic biopsies utilizing mammographic guidance and ultrasound equipment that provides 3D images while keeping radiation doses as low as possible. He emphasized how all the technological advancements offered to women at ACH are aimed at enhancing patient experience.

“Having a dedicated space for women’s imaging helps create a better patient experience. We also make it a priority to report these exams the same day, except when we have to wait for outside prior imaging for comparison. Patients do not need to wait for weeks to months to get their results. We try to accommodate all follow up imaging and biopsies as early as possible, sometimes even the same day,” explained Dr. Jacob.

With the opening of the new Interventional Radiology suite and the recent addition of a physician assistant who will primarily work on further expansion of radiology services, Dr. Jacob said several other advanced treatments and procedures are being offered to  women at ACH. Examples of these new offerings are minimally invasive procedures to treat symptomatic fibroids, adenomyosis, and pelvic venous insufficiency, as well as curative ablation treatments for breast cancer tumors in patients who are not surgical candidates. In addition, the team has access to the best quality PET scanner in the region.

“Auburn community hospital is well on its way to becoming a major regional medical center, and we are committed to providing excellent care for our patients and this community,” stated Dr. Jacob.

Long-Range Vision for All-Encompassing Women’s Healthcare

With anticipated changes to the demographics of people in areas surrounding ACH – including a population that’s both aging and also growing due to developments like Micron – Berlucchi is passionate about continuing to expand the OBGYN practice at the health center. Currently in the process of obtaining a grant with the Department of Health, Berlucchi is leading the team toward a vision of comprehensive healthcare for women of all ages including OBGYN and beyond.

“The vision is comprehensive women’s care in Cayuga County. It’s a lot more than just OBGYN. It aims to create a regional center of excellence in women’s health that delivers compassionate, comprehensive, and cutting edge care addressing the full spectrum of women’s health from OBGYN to aspects like  specialized women’s care in neurology and cardiology. Our initiatives also address the declining access to highquality and low-cost OBGYN care by overcoming geographic, demographic, and financial barriers,” said Berlucchi.

From saving the OBGYN program at ACH almost 20 years ago to helping to ensure it continues to grow and thrive for the women of today and tomorrow, Berlucchi explained the mindset that keeps it all going. “I have a sense of responsibility to the community that I serve. The history of women in our community – they’re really the backbone,” he said. “We’re all just here to serve. And we just happen to be the right people at the right place at the right time. I simply say, if not now, then when? And if not us, then who?”

Physician Authors in Central New York

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By Kathryn Ruscitto, Advisor

I am an avid reader, belong to two book clubs, and receive a steady stream of great recommendations from my health news feed. Recently, I had the opportunity to read two excellent books by local physician authors: Dr. Mary Jumbelic, retired Chief Medical Examiner of Onondaga County, and Dr. Sarah Matt, surgeon and health technology expert. Two very different books, but both outstanding and musts for your reading list.

What caught my attention was how these physicians have used their medical skills and experience and translated them into a new medium: writing for a general audience.

Dr. Mary Jumbelic

I asked Dr. Jumbelic when she first realized she wanted to write. Throughout her career, she kept journals and notes about her work, not realizing how important they would be later in life. After retiring, she entered a writing contest and then began taking classes, evolving into a seasoned author with an incredible voice that merges technical forensic expertise with deeply personal reflection.

Her most recent book, *Speak Her Name: Stories from a Life in True Crime, is a true “can’t put it down” read. The cases are fascinating on their own, but what makes the book especially compelling are her insights into violence against women, her role as a medical examiner, and the ways her professional and personal lives intersect over time.

Dr. Sarah Matt

Dr. Sarah Matt has also drawn on her surgical and technical expertise to write a strategic and highly readable look at the future of technology in health care. A mid-career physician, she has broadened her impact by working across the health technology landscape, including leadership roles with health technology companies and digital health initiatives.

Her book, *The Borderless Healthcare Revolution*, offers a thoughtful analysis of opportunities to remove barriers to care and fully harness technology, from telemedicine to remote and robotic surgery, to improve access and outcomes. She blends the perspectives of clinician, strategist, and health technology leader, and she has also embraced newer formats such as blogging and social media to teach and to share emerging ideas.

Why Do Doctors Write?
Physician-author Dr. Danielle Ofri has written that the compulsion of doctors to write may be an extension of the same curiosity that draws them to medicine in the first place: a deep desire to understand people. Doctoring provides powerful tools for getting “under the hood,” but writing can reach into the spaces where those clinical tools fall short, especially the emotional and human dimensions of illness and care.

Whether it is planning for retirement or exploring a current interest, physicians as authors offer a rich area to explore.. 

Resources
Dr. Mary Jumbelic https://maryjumbelic.com/about

Dr. Sarah Matt
https://www.drsarahmatt.com/

Lancet article on why doctors  write
https://www.thelancet.com/journals/lancet/article/PIIS0140-6736(97)80120-1/abstract

Danielle Ofri, “Why Do Doctors Write?”
https://www.newyorker.com/culture/the-weekend-essay/why-do-doctors-write

Your Practice, Their Investment: New York Confronts Private Equity in Healthcare

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By: Natalia R. Beltre and Gregory T. Measer

To safeguard patient care from corporate interference in clinical decisionmaking, New York maintains one of the strictest corporate practice of medicine (“CPOM”) prohibitions in the United States. Under New York law, medical services may be provided only by licensed medical professionals, by professional entities that are owned and controlled exclusively by licensed medical professionals, or by hospitals and other entities expressly authorized under the Public Health Law.

Unlicensed investors typically structure their investments around these restrictions through the management service organization (“MSO”) – friendly professional corporation (“PC”) model. Under this arrangement, a PC contracts with an MSO to handle non-clinical and administrative functions in exchange for a management fee. Because the MSO never delivers clinical care and its fee is not tied to clinical services, investors can profit from the practice without triggering CPOM or fee-splitting prohibitions. Private equity firms have leveraged this model aggressively, investing more than one trillion dollars in healthcare transactions over the past decade.1 This surge of investment has sparked a wave of legislative responses across the country.

Effective this year, California codified its CPOM doctrine and also imposed new reporting obligations on MSOs, private equity groups, and hedge funds involved in material healthcare transactions. Legislators in Illinois, Indiana, Massachusetts, Minnesota, North Carolina, Oregon, Vermont and Washington have either introduced or passed similar bills, seeking to codify
their own CPOM prohibitions, require notification of material transactions, or establish moratoriums on private equity investment in healthcare providers.

New York was ahead of many of these states. In 2023, New York enacted its own Material Transactions Notification Law,  requiring certain healthcare entities to notify the New York State Department of Health (the “DOH”) at least thirty days before the closing of any material transaction that would increase its in-state revenue by $25 million or more.

Most recently, New York State Senate Bill S8442 proposes to further codify New York’s CPOM doctrine and, in doing so, reshape the boundary between physician control and outside investment. While the bill’s stated purpose is to safeguard medical decision making from nonphysician interference, its practical effect would be to replace New York’s existing blanket prohibition on non-physician ownership with a statutory framework that, for the first time, permits unlicensed individuals and entities to collectively hold a minority ownership stake in PCs organized to practice medicine.

Under the proposed framework, physicians licensed in New York must hold the majority of each class of voting shares, constitute a majority of the board of directors, and serve in all officer positions except for the secretary and treasurer. These thresholds represent a floor, not a ceiling, as the bill authorizes the DOH to require that physicians hold more than a majority of voting shares and occupy more than a majority of board seats. The bill also amends Section 1508 of the Business Corporation Law to expressly provide that directors and officers of a medical PC “may include individuals who are not licensed to practice medicine in any state,” so long as the majority-physician requirements are satisfied and the president, chairperson of the board, and chief executive officer are licensed physicians.

These ownership concessions, however, come with governance restrictions that would directly affect MSO-PC arrangements. The bill prohibits a PC from transferring control over its “administrative, business, or clinical operations” unless it first executes a
shareholder agreement for the benefit of its majority physician-shareholders. It also limits the removal of directors and officers to a majority vote of shareholders or directors, or termination for cause (including breach of fiduciary duty, license revocation, fraud, or malfeasance). The bill further prohibits retaliation against licensees who report suspected legal violations to an MSO, a hospital, or a government authority, even if the disclosure violates a nondisclosure or non disparagement agreement. It also carves out exceptions for nonprofit corporations serving medically underserved populations, federally qualified health centers, and certain rural health clinics.

If S8442 becomes law, direct minority ownership may reduce investors’ reliance on the MSO model entirely in New York. Existing MSO-PC arrangements may need restructuring to comply with the new governance and shareholder agreement requirements. Ultimately, New York is one of many states confronting the role of private equity in healthcare, underscoring the importance of a state-by-state compliance strategy for medical practices and investors alike.

If you have questions about these developments, please contact Gregory T. Measer (gmeaser@lippes.com), Natalia R. Beltre (nbeltre@lippes.com), or another one of our qualified Health Care Practice Team members at Lippes Mathias LLP.

Source: Michael D. Goldhaber, Private Equity and Healthcare: Balancing Profit with Wellness, New York University’s Stern Center for Business and Human Rights 1, 6 (March 2026), https://bhr.stern.nyu. edu/wp content/uploads/2026/03/N UCBHR- PE-and Healthcare_Mar-10-FINAL-1.pdf

Upstate Cardiovascular Program Expanding for Comprehensive, Innovative, Patient-Centered Care

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As both the region’s largest employer and Central New York’s only academic  medical center, Upstate Medical University is  an important hub of healthcare delivery through its clinical system of two hospital campuses and nearly 70 specialty clinics. Patient centered medical innovation is accelerating in its hospital’s cardiovascular program—which has long established clinical and research activities—to make its major advancements in cardiovascular care available to patients in the region.

“The advancements I’m seeing at Upstate in cardiovascular care are going to make a world of difference for patients in Central New York,” said Amy Tucker, MD, MHCM, Upstate’s Chief Medical Officer. She pointed to the recruitment of Cynthia C. Taub, MD, MBA, Chair of Medicine in 2023 as a major highlight and the start of a new focus for the cardiovascular program. Upstate’s current expansion in Adult Cardiology is one of its core priorities and an anchor of the service line.

“Dr. Taub is a cardiologist of international reputation,” said Dr. Tucker. “She will assume the role of President of the American Society for Echocardiography in July 2026 and is an expert in the use of cardiovascular  imaging to support cardiovascular care.”

Dr. Tucker explained that Dr. Taub’s expertise in cardiovascular imaging has helped Upstate become increasingly sophisticated in its diagnostic approaches to cardiovascular disease. Since joining Upstate, Dr. Taub has recruited several highly trained and specialized cardiologists to join the team this year: Adeeb Al Quthami, MD, RPVI, FACC, FSCMR, Ankur Kalra, MD, MSc, FACP, FACC, FSCAI, and Jorge Romero, MD, FHRS, FACC. Combining expertise in advanced electrophysiology, complex valve repair using minimally invasive techniques, and more. “My goal is to continue building a modern, academic cardiovascular service line here at Upstate. When talking about program building, the number one priority for me is the people – we can’t build anything without people,” said Dr. Taub. “We have excellent care here by some of the best experts in the nation. The patients and the community need to know – they don’t have to travel for state-of the-art cardiac care anymore.”

Advanced Treatment for Atrial Fibrillation
The arrival of Dr. Jorge Romero as Section Chief of Cardiac Electrophysiology and Director of Cardiovascular Research and Innovation is a prime example of increased convenience and accessibility for patients, bringing cutting edge treatments directly into their community. Dr. Taub noted that she initially connected with Dr. Romero to refer a patient for a procedure that couldn’t be done locally.

“An anchor of our program is cardiac electrophysiology. Dr. Romero is a nationally and internationally known expert who has led numerous multicenter clinical trials and has created some newer ways of approaching ablations. He’s one of the few fellowship trained experts in epicardial ventricular tachycardia (VT) ablation. Less than 1% of the electrophysiology workforce can perform epicardial VT ablation with finesse, and he’s one of them,” stated Dr. Taub.

Dr. Romero explained that for the past few decades, atrial fibrillation, one of the most common heart rhythm disorders, has been treated in three different ways: rate control medications and anti-arrhythmic medications, each of which often come with potential side effects and complications, and catheter ablation using either radio frequency energy or cryoablation, essentially heating or freezing the tissue. He and his Upstate colleagues are using a new technology called pulsed-field ablation or PFA: A faster and much safer, targeted technique that addresses the source of abnormal heart rhythms, almost eliminating the risk of major complications.

“Instead of heating or freezing the tissue, we are creating small holes in the cell membrane, called electroporation. The beauty of this technology is that the cardiac muscle is uniquely sensitive. We only need a small dose of energy to eliminate the triggers for atrial fibrillation located in the pulmonary veins of the patient,” Dr. Romero said, which avoids damage to the smooth muscle of the esophagus, phrenic nerves, and other adjacent structures. This has eliminated the risk of atrial esophageal fistula, a deadly complication that used to happen in 0.2% of ablation cases, but which hasn’t occurred in the 800,000 cases of PFA that have been performed so far worldwide. This new, safer technology greatly benefits the older population, mostly over the ages of 70, who are most likely to suffer from atrial fibrillation, offering improved quality of life and reducing longterm risks. Dr. Romero successfully performed Upstate’s first ablation using the Affera Mapping and Ablation System with the Sphere-9 catheter, a multi-purpose catheter not found at any other facility in New York State outside New York city and Long Island.

PFA isn’t the only cutting-edge electrophysiology technology available at Upstate. Other advanced electrophysiology offerings at Upstate include endocardial and epicardial VT ablation, cardiac and renal denervation, radiation therapy to treat ventricular arrhythmias and headless CRT system. 

Dr. Romero also discussed the benefits of the Synchronicity clinical trial that’s already available for patients at Upstate. “The Synchronicity trial is going to be a landmark study comparing biventricular pacing versus conduction system pacing (left-bundle branch area pacing) for patients with ischemic and non-ischemic cardiomyopathy who are candidates for cardiac resynchronization therapy. It was recently activated, and we are enrolling patients now,” he said.

Minimally Invasive Cardiovascular Techniques

Another aspect of cardiovascular care at Upstate that offers life-saving technology is in the realm of interventional cardiology. Leading the charge in minimally invasive surgical cardiovascular procedures is Dr. Ankur Kalra, Chief of the Division of Cardiology.

“Dr. Kalra is a very notable interventional cardiologist who is increasing the types of complex procedures we’re able to do here at Upstate,” said Dr. Tucker. “We’re very excited to be able to offer less invasive, but effective, ways of treating valvular heart disease and coronary disease that might have required invasive surgery in the past.”

The transcatheter heart valve procedures Dr. Kalra has expertise in, including transcatheter aortic valve replacement, or TAVR, are important, less invasive alternatives for patients who aren’t candidates for open-heart surgery. Dr. Kalra explained that these procedures involve replacing or repairing heart valves using a combination of wires and catheters, with valves crimped onto a balloon that can pass all the way up to the heart through vessels in the patient’s leg– a small incision compared with open heart surgery, which requires cracking through the breastbone to access the heart. Unlike open-heart surgery, which often requires a multi-day hospital stay, transcatheter heart valve procedures allow patients to return home the next day; in some instances, even the same
day.

“It’s less morbid; recovery is fast, and outcomes are very similar to open-heart surgery,” said Dr. Kalra. “Transcatheter techniques for the aortic valve are becoming the procedure of choice. Even patients who are at low risk for complications following open heart surgery are eligible for and favor the transcatheter heart valve due to significantly less morbidity following the procedure, and faster return to normal life.”

Transcatheter techniques also are being used at Upstate to treat patients with heart failure who are optimized on maximally tolerated medical therapy but still have leaky mitral valves. Through a procedure known as mitral transcatheter edge-to-edge repair (mTEER) (Mitral), patients can live longer with less recurrent heart failure, Dr. Kalra explained.

“We offer a comprehensive approach to patients here at Upstate,” stated Dr. Kalra. “We discuss patients as a multidisciplinary heart team that involves their cardiologist, someone like me (structural interventional cardiologist), our surgical colleagues, and cardiologists with expertise in advanced cardiac imaging, and we decide the most comprehensive, evidence-based solution for them. So, the care is individualized, multidisciplinary, and the decisions are shared.”

Enhanced Cardiovascular Imaging

Foundational to cardiovascular care is cardiovascular imaging, which is used not only for visualizing and diagnosing cardiac disease, but also during interventional procedures. Under the guidance of Dr. Adeeb Al-Quthami, Director of Cardiovascular Imaging, significant investments in the latest technology have been secured for the benefit of Upstate’s patients.

“Dr. Al-Quthami is truly a talented individual trained in advanced cardiac imaging including cardiac MRI, cardiac CT and nuclear cardiology,” said Dr. Taub. “He’s an expert in treating patients with peripheral vascular disease.”

Cardiac CT (computed tomography) and cardiac MRI (magnetic resonance imaging) technology have advanced significantly in the last 10 years, Dr. Al-Quthami explained.

“We can visualize the heart to a very high degree in terms of tiny detail,” he said. “If you try to take a picture of something that’s moving, it’s going to blur, especially if what you’re trying to take a picture of is small. With the advancements in technology, we can take a picture of the heart within a fraction of a heartbeat,” identifying patients’ unique anatomy and offering precise, personalized treatment for each patient.

Launched within the last year, AI assisted plaque analysis software, called HeartFlow, is now helping the Upstate cardiovascular team to better assess a patient’s risk for a future heart attack. Dr. Al-Quthami explained how this new technology offers improvement over the traditional coronary calcium scan.

“With the new AI-supported technology, we can look at the entire coronary tree and get a calcium score. But in addition, it gives us the amount of non-calcified plaque, detecting whether these types of plaques are low attenuating or fatfilled plaques. If those reach a certain percentage, the patient is determined to be very high-risk in terms of future heart
attacks,” said Dr. Al-Quthami.

Planning for the Future of Heart Care

By recruiting more cardiovascular experts to Upstate and continuing to invest in the innovative technologies they use, Dr. Tucker highlighted how the Upstate cardiovascular program is committed to staying at the forefront of cardiovascular care.

“We’re really hitting all three tiers of the cardiovascular care continuum: We’re bringing the most cutting-edge technologies to diagnose, we’re bringing in cutting-edge technologies in therapy, and we’re now beginning to offer clinical trials in this space so we can identify the next wave of therapies that may be most impactful for patients,” Dr. Tucker outlined. “So, patients can have a true one-stop shop experience in cardiovascular care without having to travel outside our region.”

As Dr. Tucker explained, these forward looking advancements have garnered enthusiasm and excitement within the entire cardiovascular team. “I see a lot of enthusiasm to learn, to grow, and to continue to push boundaries,” she added. “There is so much insistence on the patient-centered nature of care. That enthusiasm and dedication is palpable, and it makes it an exciting time to be a part of the cardiovascular division here at Upstate.”

Techno Stress in Our Environments

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By: Kathryn Ruscitto, Advisor

Clinicians hear it every day, stressed patients, and stressed staff. The pressures of changing systems, social media chatter, and a world that seems to be restructuring at every level.

Change is not new. We have lived through transitions in the agricultural era, the industrial era, and age of information and now the age of technology.

What’s new is the speed at which it’s occurring and the demands on our time. How does an individual learn and apply new knowledge when they feel overloaded and stressed by emerging technology?

Techno stress is a documented result of technology demands on our lives. What are some current tips for approaches that help us cope.

Personal Habits
• Create “off” windows: set daily periods (for example, meals, evenings, or a fixed 2–3 hour block) with devices in another room with notifications off.

• Use “single task” blocks: limit email and messaging checks instead of constant monitoring; research on digital overload shows that continuous partial attention drives exhaustion.

• Practice short, regular reset rituals: brief walks, breathing exercises, or mindful pauses reduce the anxiety from the overload.

• Agree on response time norms with colleagues, boards, or teams (e.g., “email is for 24‑hour responses, text is for true urgent issues”); consistent expectations reduce the pressure to respond instantly.

• Push for simple rules about after‑hours communication (no expectation of replies after a set time, delayed send for late night emails); organizational studies show that after hours demands significantly increase burnout.

• Where you can, simplify toolsets: fewer platforms. This applies to all AI bots.

Ultimately we have to place an individual priority on managing the amount of change, and our work environments must also recognize the importance of boundaries.

We must learn and find the right framework that works for us.

A young woman on one of my social media feeds was describing how she focuses on service to others as a way of coping. Clearly understanding that while she cannot slow down the pace of change and demands on her time, she can find a focus that helps her cope.

For me it’s taking time to recognize others who are stressed and ask how I can best support their work.

Peter Drucker said, “The greatest danger in time’s of turbulence is not the turbulence, it is to act with yesterday’s logic.”

Learn, apply boundaries, take risks with new tools, listen and  support those around you. We have before us a unique opportunity to use the accelerated knowledge to better diagnose, treat and prevent. First, we must ensure we are personally well positioned and then we can turn to help others.

Resources
Mind–body and mindfulness
• NCCIH (NIH) – Mind and Body Approaches for Stress and Anxiety: Summaries of the evidence for mindfulness, yoga, relaxation, and related practices, plus patient‑friendly links.[nccih.nih]

• Harvard Stress & Development Lab – Mindfulness Apps list: list of reputable apps like Insight Timer, Calm, and Smiling Mind .[sdlab.fas.harvard]

• Mindful.org – Mindfulness Apps With Mental Health Support: Short reviews of apps such as Sanvello, Rootd, and Unwinding Anxiety that blend CBT and mindfulness.

Kathryn Ruscitto, Advisor, can be reached at linkedin.com/in/kathrynruscitto or
at krusct@gmail.com

Dr. Melanie McNally: Bringing Life-Changing Urologic Care For Women To AMP

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By Elizabeth Landry

When Melanie McNally, MD first began practicing urology, she didn’t anticipate developing a focus on urologic issues specific to women. However, about five years into her practice, she found many women were experiencing urologic health concerns that gynecology was illequipped to manage.

“I originally went into urology thinking it was going to be all kidney stones and prostate cancer,” said Dr. McNally. “Then I saw that there was quite a dearth of people who knew how to take care of women effectively in urology. I eventually did a lot of self taught management of issues that are unique to women.”

Dr. McNally, who has 24 years of experience in general urology, recently returned to Associated Medical Professionals. Her practice serves patients in the Central  New York area, with some patients coming from as far as Rochester, Oswego, and Binghamton. She attended the University of Buffalo for medical school, then completed her residency at the University of Rochester, graduating in 2002. Dr. McNally said one of the reasons she enjoys practicing urology is because each day is different. “It’s a wonderful combination of both medicine and surgery,” she explained.

Urologic Issues Women Face – and Shouldn’t Ignore

There are several urologic challenges facing women that Dr. McNally treats and manages in her practice. She explained that recurrent urinary tract infections, or UTIs, and kidney stones can often be quite complicated to treat, requiring a high level of detail during diagnostics. Overactive bladder and neurogenic bladder and two separate challenges that have similar symptoms, such as urgency, frequency and incontinence, Dr. McNally explained, but are caused by different factors.

“Overactive bladder may not have another cause other than genetics or pregnancy, whereas neurogenic bladder is directly related to a neurologic dysfunction like stroke, Parkinson’s, spinal stenosis or degenerative disc disease,” she said.

Dr. McNally emphasized that women shouldn’t brush off urologic symptoms, especially as they age, such as sudden or significant changes in bladder behavior or blood in their urine.

“A lot of women think, ‘I’m just getting older, it’s not a big deal,’ that leaking is inevitable, but that’s just not true,” said Dr. McNally. “If the bladder starts behaving significantly differently than it used to, something is going on, and in the worst-case scenario, it’s bladder cancer. It’s very important to take these symptoms seriously.”

Advanced Treatments Improving Quality of Life

Thankfully, there have been major advancements in urological treatment that are often minimally invasive. In fact, Dr. McNally said these advancements are one of the main reasons she continues to enjoy being a urologist.

“The technology that has come through in the last 24 years has been so amazing. It’s been fascinating to see how fast things have changed and how much better we are as a profession because we have embraced the technology and improved it over time,” she said.

Botox has significantly improved the lives of patients with overactive bladder and neurogenic bladder, Dr. McNally explained. Additionally, a minimally invasive procedure called posterior tibial nerve stimulation, or PTNS, has been instrumental in care for women with bladder issues. Dr. McNally also highlighted the impact of improved recurrent UTI management, which leads to less time in the doctor’s office, a reduction in cost of care, and overall improvement in patients’ quality of life.

“Treatment can mean the difference between patients not going out and doing anything to spending time with their grandchildren, going shopping, going on boat rides and airplanes – things they thought they would never do again because they were trapped next to their bathroom or having to pack a separate suitcase filled with adult diapers or pads,” said Dr. McNally.

Looking at the future of urologic care, Dr. McNally said she’s excited about an innovative implantable device for overactive bladder and various types of incontinence, advanced bladder cancer treatments and new antibiotics for UTI prevention that are being studied.

Making a Difference through Relationship-Based Care

Dr. McNally enjoys supporting patients through their long term course of care, since urology offers the opportunity to develop long-term relationships with patients – often for many years – that many other specialties don’t. And for her, helping patients achieve life-changing outcomes is what it’s all about.

When asked what keeps her passionate about what she does, day in and day out, she answered without hesitation: “When people come up and hug me in Wegman’s – that’s a big one. That’s what tells me I did a good job. That’s what keeps you going.”

Excellus Physician. Leader. Steward

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FROM EARLY LESSONS IN SERVICE TO EXECUTIVE LEADERSHIP,
DR. MARTIN STALLONE CHARTS A PATH FOR COMMUNITY-FOCUSED HEALTHCARE

A Lifelong Commitment to Service
For as long as he can remember, Dr. Martin “Marty” Stallone has held two unwavering truths: he wanted to be a physician, and he wanted to serve his country. Both were anchored by clear purpose.

At age 13, during recovery from routine orthopedic surgery, he recognized that his passions didn’t always mirror those of peers who spent much of their time playing video games. To thrive, he needed both physical activity and mental rigor—an early awareness that would shape the trajectory of his life. Growing up near the United States Military Academy at West Point and inspired by his grandfather, a World War II veteran, Dr. Stallone was surrounded by examples of service, discipline, and purpose. That sense of direction was reinforced at home. His parents supported him at every step, instilling the values that would guide him forward. Today, he credits his wife and six children as his “team.” “Nothing I’ve done has been solo,” he says, “and they are always by my side.”

Dr. Stallone pursued both callings through Cornell University’s Air Force ROTC program, earning his Bachelor of Science and beginning a lifelong commitment to service. He went on to earn both an MD and MBA simultaneously from the University of Pennsylvania, and later an MA in National Security Policy Studies from the U.S. Naval War College. He also serves as an Air Force Colonel and has been with the New York Air National Guard for more than 28 years, the past seven as the New York State Air Surgeon. These accomplishments reflect a career built on discipline, leadership, and a breadth of perspective informed by medicine, business, and service.

Building Expertise on the Front Lines
As his career evolved, Dr. Stallone stepped into health system leadership roles, including serving as a hospitalist, physician leader, and former health system CEO, gaining a broader view of how care is delivered and where it often breaks down. He saw firsthand the pressures facing providers, the operational realities behind clinical decisions, and the importance of aligning strategy with real world practice.

That philosophy continues to guide him: collaboration is essential, and understanding the system from every angle is key to improving outcomes.

Joining Excellus BCBS

That belief drew him to Excellus BlueCross BlueShield (Excellus BCBS) well before his executive appointment. Through his involvement on the plan’s Central New York and Southern Tier regional advisory boards and governing board of directors, Dr. Stallone developed a deeper understanding of the organization’s nonprofit mission and its commitment to community-focused care. Just as important, he learned the value of listening. “You have to understand providers, the community, payors, and the people doing the work,” he says. “That’s how you design programs that actually make a difference.”

On December 1, 2025, Dr. Stallone joined Excellus BCBS as Executive Vice President and Chief Healthcare Services Officer, bringing a rare blend of clinical insight, operational expertise, and mission-driven leadership to the executive team. In his new role, he is focused on shaping healthcare delivery strategies across the organization— including clinical quality initiatives, data informed programs, and pharmacy management—with the goal of supporting providers and improving outcomes for members.

Vision for Partnership and Innovation

At the core of his vision is partnership. Drawing on his experience as both a physician and a former health system CEO, Dr. Stallone sees collaboration as the most effective path forward in an increasingly complex healthcare environment. He designs practical, sustainable, and impactful programs by grounding his strategy in the real challenges facing the healthcare system, including rising costs. 

His approach focuses on solutions – including care coordination, clinical quality initiatives, and innovative pharmacy programs – that make a measurable difference in care while balancing access, affordability, and effectiveness.

Rooted in the Community

Equally central to his leadership is a strong sense of local responsibility. Excellus BCBS’s nonprofit mission— providing high-quality local health care that’s as accessible and affordable as possible resonates personally. “Our employees are helping support the health of family, friends, and neighbors,” he says. “That connection matters.” For Stallone, impact is greatest when everyone involved in care understands and engages with the communities they serve.

Looking Ahead

Dr. Stallone envisions Excellus BCBS as a bridge-builder, bringing together providers, health systems, and community partners to solve problems collaboratively. His focus is on creating pathways that strengthen relationships, improve coordination, and deliver measurable improvements in care—all while staying true to the organization’s mission.

From a determined child recovering from surgery to a physician, military leader, and now healthcare executive, Dr. Martin Stallone’s journey reflects a lifetime shaped by curiosity, commitment, and collaboration. Those same principles now guide his work at Excellus BCBS as he looks to the future with a clear goal: building a healthcare system that supports members, engages communities, and collaborates with providers. 

Discover how Excellus BCBS partners with local providers and communities to deliver accessible, high-quality care at www.news.excellusbcbs.com/about-us/affordability.
Making Health Care as Affordable as Possible | News | Excellus BlueCross BlueShield

Leading a New Era of Health Data Innovation and Statewide Impact with Elizabeth Amato

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By Molly English-Bowers

Before she became the President and CEO of HealtheConnections, Elizabeth Amato was young teacher in Charlotte, N.C., discovering that her true calling lay beyond the classroom. She felt pulled back to her time working in women’s health in an ambulatory care setting — a decision that would launch the next 20 years of her health IT career.

“I realized pretty quickly that I was drawn to healthcare, which was perfect considering the timing of the emergence of the electronic health records and health information exchange industries” Amato said. “I came into this field at the right time.”

Today, she leads HealtheConnections, a nonprofit organization providing health information exchange (HIE) services and expertise to more than 4,600 health and care offices and the 16+ million patients they serve. Amato, 45, is a Rochester native with deep roots in the area. She attended St. John Fisher University in Rochester for her undergraduate degrees of Education and Psychology before earning a graduate degree in Health Administration from Roberts Wesleyan University.

Amato is a respected leader in the health IT space. She has an extensive background in HIE, health data, government relations, policy and compliance, with focused expertise on program development and design, advocacy, research, and source funding.

Her healthcare journey began in 2006 at an OB/GYN office, where she worked as assistant administrator. “I started this phase of my career when electronic medical records first became attainable for doctors’ offices,” Amato said. “I found it very interesting, and at the same time I could see the potential for how it could help doctors’ offices operate more efficiently.”

Step by step she accumulated knowledge in the field: She worked for three and a half years as Director of Health Information Technology at Innovative Solutions, in West Henrietta, then spent nearly nine years at the New York eHealth Collaborative in New York City and Albany, eventually rising to Vice President of Programs & Service Management. There, she was able to drive statewide programs that helped establish and grow New York’s HIE networks and help set statewide policy, naturally positioning her to step into her role today running a successful HIE.

Leading the Way in HIE

Amato started at HealtheConnections in January 2022 as Vice President of HIE Services and Operations. In January 2024, she rose to Senior Vice President and Chief Operating Officer. As CEO, she is leading the organization into its next chapter by prioritizing innovation, adaptability, and long-term planning.

HealtheConnections is one of six HIEs in New York that comprise the Statewide Health Information Network for New York (SHIN-NY). “As a network, we work with 85 to 90 percent of doctor’s offices, nursing homes, and home-care practices and 100 percent of hospitals,” she said.

Most patients aren’t aware of HealtheConnections and what it does. Its primary role is to provide a patient’s health data to their care teams, including primary care doctors, emergency departments, nursing homes and care managers. The medical community can access records when they need them, quickly and securely, because they’re all stored in HealtheConnections’ system.

Does your physician need to see recent bloodwork? They use HealtheConnections to access it. Does patient information need to be transferred to a specialist? HealtheConnections makes that happen electronically. Does a county Health Department need to understand the demographics of residents with diabetes? HealtheConnections is the source.

“Years ago, if you had to see a specialist, a patient would have to call and request their records and maybe pick them up or have them faxed,” Amato explained. “For the past 15 years, our organization and others like us have focused on making that easy using technology, so that it’s happening in the background and your records are available when and where your doctor needs them.”

Similarly, HealtheConnections works with municipal public health departments to organize and understand information about their local populations. “We do a lot of supportive work for public health departments and agencies,” Amato said. “It’s in our DNA going back to the beginning – making the data we have useful and available to local health departments so they can understand the healthcare status and needs of their communities.”

Overall, it’s about focusing on healthcare outcomes. “It’s not just how many surgeries were done, but were the outcomes better?” Amato said. “Are patients staying out of the hospital, are they staying healthy, are they getting the home care they need? Are patients actually getting better? We can measure that because we have the data.”

All this sharing of data relies upon robust, modern technological infrastructure. “Just this week (late October 2025) we launched a platform we’ve been working on for several years,”Amato said. This project has been in the works for several years, so it didn’t begin under Amato’s leadership, but she has confidently stepped in to support its completion. 

“I’m proud of the work that this team has accomplished, and that in my first year as CEO we are able to bring this major project over the finish line and launch it,” Amato said. “It uses the latest technology offerings in the healthcare data industry, and it’s what we call “cloud-native”. It’s not dependent on legacy types of hardware and infrastructure. We’re using scalable and adaptable tools that are unique in our space. That’s going to allow us to be highly responsive to data requests from our participants, be able to offer better analyses, and much more.”

“Based on the way it’s built, we’re never locked in to what’s available in 2025,” she continued. “We can keep iterating, which is going to help us stay resilient and relevant as an organization and it’s going to help us better serve our participants and our partners in getting them the data they need.”

She knows that the organization will be responsive to meet the next wave of health challenges. “As populations grow and change, the core mission of what we do is even more important,” Amato said. “The demands on healthcare aren’t new since COVID, but COVID highlighted some cracks in healthcare systems. Doing more with less and seizing the opportunity to be helpful—having useful information medical professionals need—that’s where we really shine.”

Preparing for What’s Next

HealtheConnections continues to support patient-centric, value-based care, as well as develop the resources that enable better outcomes, efficiency, and affordability. Amato’s team is prioritizing the strategies and initiatives that support those goals not only locally, but statewide.

“Organizations like ours are starting to play a more active role in one specific area where we might be one of the only service providers for a certain type of HIE service, or we might be one of two that are providing a certain service,” Amato explained. “That’s another area of our growth strategy—continuing to stand out as one of the statewide partners, certainly, but also how we directly serve our participants within our regions through new, better, faster, smarter tools and services.”

That statewide collaboration is boosting HealtheConnections’ current growth. “We’re very proud of the fact that in 2025 we were awarded two contracts to play bigger roles as part of this statewide network, and we hope there’s more of that to come,” Amato said.

At one time, there were a dozen HIEs in New York; consolidations and mergers reduced that number to the current six. Amato believes it is currently more important than ever for HIEs to operate resourcefully and add value to a variety of stakeholders.

“HealtheConnections and our statewide partners are very focused on making sure we’re efficient and that we’re doing the best we can in reducing duplication and overlap. That’s the efficiency goal that the state’s working on.”

Privacy is always a concern with health information, but New Yorkers needn’t worry. “New York State is very good at this,” Amato said. “It was one of the earliest adopters of health information exchanges, so there’s a long history of thorough, diligent policymaking to ensure patient confidentiality and provider comfort level while supporting the state’s needs. It’s very appropriately and tightly controlled, which is important for people to know.”

Workplace Culture

Taking on a new, executive role in any organization can be daunting, but Amato’s three years at HeC before assuming the role of President and CEO have eased the transition for her and her workforce. “We do a lot with our staff in terms of having open forums to provide them with information about what we think is coming next in the industry,” she said. “We try to help them understand how the work we do fits into the regional, statewide and national landscape.”

She fosters an open workspace that allows her staff to feel comfortable sharing their ideas. “My role is two-fold—it’s providing information, and then being open to feedback and input from our staff, the incredibly smart people who work with us—all ideas are welcome.’”

Her leadership style is aimed toward HealtheConnections being an employer of choice. “We hope to be able to attract and retain top talent, which is something we’re very proud of,” she said. “We’ve added 6-8 staff members in 2025 and have a few more openings in early 2026. We’re 55 in total. I’m lucky to be surrounded by excellent coworkers with deep expertise.”

Employees at HealtheConnections work in such titles as technical/programmer, customer service, data quality, public health, and compliance and policy. “That’s very important,” Amato said of the latter, “and we put a lot of effort and emphasis on that. Without it, we can’t operate.”

Amato is especially honed-in on organizational resiliency and adaptability. “That’s been the biggest focus of my leadership thus far because this is a time of great change, not just for HIEs but for all businesses, and certainly those in the healthcare space. My job is making sure we’ve got a mindset that is focused on adapting and adjusting where possible. And we will be better off for it.”

“Even before my time here, innovation, continuous improvement, and close collaboration with participants, partners, and peers have been the hallmarks of HealtheConnections’ success. Things are changing every day, and the best way we can prepare for the future is being an organization that keeps those at the forefront,” she emphasized. “That’s been one of my key priorities this year and it’s going to continue. My commitment is to preserve the values that have brought us here, while bringing new ideas and a forward-looking perspective to ensure our organization and partners continue to thrive.”   More information can be found online at healtheconnections.org.

How to Present Your Company Effectively in a Trade (Custom) Magazine

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By K.C. Roberts

In an increasingly crowded marketplace, visibility alone is no longer enough. How your company is presented—particularly in a trusted trade (custom) magazine—can significantly influence perception, credibility, and ultimately, buying decisions. Trade (custom) publications offer a unique opportunity to tell your story in a context that decision-makers already value. To maximize that opportunity, your presentation must be strategic, authentic, and audience focused.

Understand the Magazine’s Purpose and Audience

The first step in effective presentation is alignment. Trade (custom) magazines are designed to serve a specific industry or professional audience, often combining editorial insight with sponsored or branded content. Before crafting your message, understand who the readers are, what challenges they face, and what type of information they expect. A message that resonates with hospital administrators will differ greatly from one aimed at manufacturing executives or professional service providers. Tailoring your content to the readership signals relevance and respect for their time.

Position Your Company as a Solution, Not a Sales Pitch

One of the most common mistakes companies make in trade publications is treating the article as an advertisement. Readers of trade magazines are seeking insight, not overt promotion. Effective content positions your company as a knowledgeable partner that understands industry pain points and offers practical solutions. Discuss trends, challenges, or innovations, and demonstrate how your expertise addresses them—without excessive self-promotion. Subtlety builds credibility; credibility builds trust.

Tell a Compelling Story

Storytelling is a powerful differentiator. Rather than listing services or capabilities, frame your company’s message around real-world impact. Case studies, client success stories, or examples of problem-solving help bring your value proposition to life. When possible, quantify results to reinforce authenticity. A well-told story not only engages the reader but also makes your company memorable long after the magazine is set aside.

Highlight Leadership and Expertise

Trade (custom) magazines are an ideal platform to showcase thought leadership. Featuring insights from company executives, physicians, engineers, or subject-matter experts humanizes your brand and reinforces authority. By sharing informed perspectives on industry developments or best practices, your company becomes part of the broader professional conversation rather than an outsider attempting to interrupt it.

Maintain Editorial Quality and Professional Tone

Presentation extends beyond what you say to how you say it. Content must be well-written, concise, and professionally edited. Avoid jargon overload, unsupported claims, or exaggerated language. Strong headlines, clear subheadings, and logical structure improve readability and encourage engagement. Visual elements—such as professional photography, charts, or infographics—should support the narrative rather than distract from it.

Integrate Brand Identity Consistently

While subtlety is important, brand consistency still matters. Ensure that logos, color palettes, messaging, and tone align with your broader marketing efforts. Readers should easily recognize your company’s identity and values without feeling overwhelmed. A consistent brand presence reinforces recognition and trust across multiple touchpoints.

Measure Impact and Refine Your Approach

Finally, treat your presence in a trade (custom) magazine as part of an ongoing strategy. Track engagement, inquiries, and downstream opportunities generated by the publication. Feedback from readers, sales teams, or partners can provide valuable insight into what resonates. Use that data to refine future content and strengthen your positioning over time.

When executed thoughtfully, a trade (custom) magazine is more than a placement—it is a platform for credibility, influence, and long-term brand building. By focusing on relevance, storytelling, and value, your company can present itself not just as a participant in the industry, but as a trusted leader within it.

AI Generated, Edited by K.C. Roberts

TDO’s Vision for 2026: A Stronger, Smarter Central New York

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By: James A. D’Agostino, CEO, MEP Center Director

As Central New York stands on the edge of historic investment and transformation, TDO is sharpening its focus on what comes next. As the region’s Manufacturing Extension Partnership (MEP) center and a nonprofit consulting and training organization based in Liverpool, TDO exists to grow the local economy by helping manufacturers and technology companies drive operational excellence and cultural transformation.

By 2026, our vision is clear: Central New York will be recognized as a premier destination for modern manufacturing and technology-driven businesses—a place where companies of all sizes can compete globally, innovate continuously, and provide high-quality, family-sustaining careers.

Adapting to Rapid Change
Manufacturers in our region are navigating a perfect storm of change: shifting supply chains, digitalization, cybersecurity threats, workforce shortages, and evolving customer expectations. TDO is adapting alongside them in three key ways:

• From projects to long-term partnerships
Rather than “one-and-done” engagements, we’re deepening our role as long-term performance partners—walking alongside companies as they implement Lean, Six Sigma, quality management systems, and strategic plans that stick over time.

• Embedding digital and data into everything
Lean and continuous improvement remain foundational, but by 2026 our standard toolkit increasingly incorporates data analytics, Industry 4.0 concepts, and technology roadmapping to help companies connect their shop floor to real-time decision-making.

• Matching pace with policy and investment
Major public and private investments in advanced manufacturing and infrastructure are reshaping Central New York. As NYSTAR’s designated regional Technology Development Center and part of the NY MEP network, TDO is aligning its services with these investments so local firms can win contracts, scale capacity, and plug into new supply chains.

Strategies for Seizing New Opportunities
To help Central New York companies to lead, not just survive, TDO is pursuing several strategic priorities through 2026:

• Scaling Operational Excellence
We’ll expand training and hands-on coaching in Lean, Lean Six Sigma, and problem-solving to more companies and more people—from front-line operators to senior leaders. By standardizing methods such as Training Within Industry (TWI) and focusing on daily management systems, we help organizations lock in gains in quality, delivery, cost, and safety.

• Accelerating Innovation and Commercialization
TDO is strengthening its support for new product development, market intelligence, and commercialization to help companies bring ideas to market faster and with less risk. For researchers, entrepreneurs, and established manufacturers, we’ll continue to support technology transfer and the journey from start-up to mature organization.

• Connecting Companies to Growth Resources
Finding the time and funding to pursue big initiatives is often the biggest barrier. TDO helps companies navigate grants and funding programs that support product innovation, cybersecurity, workforce development, capital investment, export growth, and more—so they can act on opportunities instead of parking them on a wish list.

• Building Stronger Regional Networks
No single organization can drive transformation alone. By collaborating with economic development partners, education and training providers, industry associations, and peer MEP centers, TDO is helping create a collaborative ecosystem that shares best practices, attracts new employers, and strengthens local supply chains.

Preparing Workforce, Infrastructure, and Leadership for the Future
The future we’re aiming for requires more than technology—it requires people, systems, and leaders ready to use it well.

• Workforce: Skills for the Jobs of Tomorrow
By 2026, TDO aims to equip thousands of Central New York workers with the skills needed for advanced manufacturing and technology-enabled roles. That includes:

o Customized in-house training that builds practical skills in problem solving, standard work, quality, and safety.
o Upskilling programs that help experienced workers transition into higher-tech roles and leadership positions.
o Entry-level pathways that connect new talent to local manufacturers through basic manufacturing skills, culture of continuous improvement, and career awareness.

• Infrastructure: Systems That Can Scale
Implementing robust quality management systems to meet demanding customer and regulatory requirements.

o Designing efficient plant layouts, material flows, and visual management systems that support growth.
o Integrating digital tools, data collection, and basic automation in a thoughtful, ROI-driven way so that even small and mid-sized manufacturers can benefit from Industry 4.0.

• Leadership: Guiding Transformation, Not Just Managing Operations

TDO’s leadership development efforts focus on turning supervisors, managers, and executives into coaches and change leaders. Through strategy deployment, leadership coaching, and culture-building work, we help leaders:
o Translate regional opportunities into clear company strategies.
o Engage employees at every level in continuous improvement.
o Sustain transformations so today’s gains don’t become tomorrow’s slide back to “the way we’ve always done it.”

Looking Ahead
TDO’s impact is already measurable—its support generated hundreds of millions of dollars in economic impacts in supporting jobs, investment, cost savings, and profitable growth across Central New York. Our 2026 vision builds on that momentum. By helping manufacturers and technology companies train, develop, and optimize their people and processes, TDO is committed to ensuring that Central New York doesn’t just respond to change—it leads it. Together with our regional partners and the companies we serve, we’re building a future where Central New York is known not only for its history, but for its modern, resilient, and innovative manufacturing economy.

TDO is a consulting and training organization based in Liverpool, NY. Our mission is to grow the local economy by helping Central NY manufacturers and technology companies drive operational excellence and cultural transformation to reach their full potential. TDO’s support of the local mission generated $265 million in economic impacts in the last contract period supporting jobs, investments, cost savings, and profitable growth. If you are an SMM and would like to talk further, TDO’s team is experienced and fully certified to help. Reach out today to learn more and schedule a free consultation.