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Mike Humphrey, CEO, Syracuse Orthopedic Specialists (SOS) ; The Right Man for the Right Job at the Right Time

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By: Martha Conway

Mike Humphrey, CEO, Syracuse Orthopedic Specialists

Mike Humphrey, CEO, Pamela Hilliar, Director of Customer Service and Patient Access, Jessica Woodruff (standing), CFO, Kim Murray, CCO

Mike Humphrey, CEO confers with Kim Murray, CCO

From Humble Beginnings

In the late 1990s, several individual orthopedic surgeons in the Syracuse area began seeking an opportunity to provide great quality patient care while expanding orthopedic services to the community, but not increasing overhead and administrative costs. After much dialog they decided combining their talents and resources would allow them to provide patients the best medical technology and facilities for care.

It was then that Syracuse Orthopedic Specialists was born.

Dr. Stephen Bogosian, a joint replacement specialist and founding physician of SOS, recalls that the practice originally had some growing pains. “A couple of physicians left around the time we formed the practice, and it was difficult in the beginning, with increased stress involved in the expansion,” he recalls, adding that the newly formed business needed a deft hand to guide its future.

The practice found that Michael Humphrey, was the right man for the right job at the right time, joining the team in 2004 as chief executive officer. “Mike was pivotal during SOS’ early days,” Bogosian said. “The founding surgeons had a framework, but not exactly the right staff. His unique skill set was a great addition for us. He has a good knowledge of the business of healthcare, an organizational sense and analytical mind ideal for the position.” Putting a non-surgical CEO at the helm allowed the surgeons to focus on quality patient care while ensuring the practice was successful.

“Mike has great relationships with everyone at SOS,” Bogosian adds. “He’s quiet but talks when something needs to be said. We are a big team with many personalities and Mike is strong in both group and one-on-one conversations, making sure everyone is heard. Orthopedic surgeons are a competitive bunch and he’s quite adept at working with us all!”

Bogosian credits Humphrey with leading SOS’ growth over nearly two decades. “He has an excellent knowledge of operations and has surrounded himself with top-notch administrators and managers. Mike has proven to be a great CEO for us – building a community organization, recruiting excellent surgical talent to central New York, and most recently, he navigated us through the Covid-19 pandemic.”

Taking the Lead

Humphrey was born and raised in Utica, NY, and earned his bachelor’s degree in accounting at Utica College of Syracuse University. He also earned his CPA and joined a public accounting firm in Syracuse, specializing in healthcare with hospital and nursing home clients. “I have always been intrigued by healthcare,” Humphrey comments. “It is ever-changing and ever-present.” 

During long stints in the finance department at both Crouse Health and St. Joseph’s Health, Humphrey learned the ins and outs of healthcare operations and honed his financial acumen. While getting to know many SOS physicians and staff during his tenure at St. Joseph’s he simultaneously observed how strong leadership that supports medical practitioners greatly benefits patients. Then SOS had an opening for a CEO.

“Working within large hospitals which are multi-faceted organizations with a variety of personalities and professionals, I learned the importance of teamwork and especially of employee satisfaction,” Humphrey said. “It is critical in a healthcare setting to support the people caring for others. It really can impact patient satisfaction.”

Chief Clinical Officer Kimberley Murray was a longtime St. Joseph’s employee who worked in a variety of capacities there before joining SOS seven years ago. At St. Joseph’s, she worked with Humphrey and SOS’s orthopedic surgeons across subspecialties, so it was a smooth transition to SOS. “I had already worked with Mike and the surgeons,” Murray said. “I felt very welcomed here.”

Murray said Humphrey is a warm, personable, fun-loving kind of guy. “I was very fortunate to come work directly for him,” she said. “He’s running a multi-million-dollar company as if it’s a small business. He has an open-door policy and knows employees by name. He eats lunch with them, jokes around and talks sports.” She also adds that Humphrey is extraordinarily family-oriented and that carries through to how he manages employees and the practice. “Family comes first,” she says.

Humphrey, along with other key staff members at SOS, instituted the SOS CARES initiative which outlines the practice’s commitment to care which is practiced from the top-level down throughout the entire organization. Every employee is primed to exhibit compassion, accountability, respect, excellence, and service in whatever function they perform. Humphrey knows that such an initiative will only be successful if an organization’s leaders embrace it. “You have to show up, show dedication and foster an environment of family, open communication and celebration of work successes,” he said.

Humphrey said it is humbling to consider how many employees and how many types of employees it takes to do what SOS sets out to do. “They are the core of what we do – from schedulers, nurses and x-ray technicians to billing, insurance and surgeons – all of them face different challenges and are a part of the many components necessary to successfully provide first-class orthopedic care,” he said. “Physical therapy also is a big component, a service we added seven years ago – that added nearly 100 more employees – and now they are an integral part of the team providing the next level of care.”

“We focus on customer service and patient experience, and Mike always wants to know what more patients want and need,” Murray said. By objective measurements, SOS has thrived under the SOS CARES philosophy. It was named a 2020 Best Places to Work by the CNY Business Journal and in 2015 it was given a Best Companies to Work for in New York State Award, which is a partnership of NYS-SHRM, The Business Council of New York, Best Companies Group and Journal Multimedia Corporation. Additionally, during the period between January 2019 – May 2021, SOS earned a 4.84 out of 5 score in overall patient satisfaction.

“I like to know at the end of the day that I made a difference to someone or contributed to an important aspect of some process,” Humphrey said, explaining he tries to include people to define outcomes and change things to drive or adjust what SOS is reaching for. “Inclusion is vital to controlling costs. Our culture is not one of looking over your shoulder. We use positive reinforcement of achievements, provide feedback as we move forward and examine important processes and procedures to achieve goals.”

Humphrey said it’s important to learn to work with a diverse group of people, respect their skills and experiences. “Different organizations need different things, but working hard and leading by example are key,” Humphrey said. “It shows staff you are there and willing to put in the time and effort; others will follow suit.”

Among Humphrey’s goals have been making SOS a better place to serve patients while helping physicians meet their goals.

Dr. Michael Fitzgerald, a surgeon specializing in hand and wrist care, joined SOS in 2016. He and his wife being from New York, he looked for a practice in upstate New York. “I’ve been here five years now, and it’s been a great experience,” Fitzgerald said. “It’s a great company to work for and great people to work with. Mike was the first to reach out when I interviewed. He gave me a tour and showed me the great aspects of coming here.”

Fitzgerald said Humphrey is integral in keeping staff and the business on track. “I wanted to learn how the business runs,” he said. “They don’t teach you that in med school. From the public-facing staff to the physicians, Mike incorporates best practices and makes sure employees know they are important members of the team.”

Fitzgerald said Humphrey’s understanding of all points of view, making sure the ship is heading to its destination and his management helps uphold SOS’s ideals. “Any field where there are a lot of physicians in one group is going to be difficult to manage because there are a lot of personalities,” he said. “Mike knows all current aspects of SOS, and he’s always one or two steps ahead, so he’s never playing catch-up. He’s always ready for the next hurdle.”  

Fitzgerald also admires Humphrey’s focus on people. “Money is not the primary goal: Patients and the community are. SOS is a great orthopedic practice because positive patient outcomes are our primary goal. Mike’s management style is to be on top of keeping in touch with subspecialties and all areas, not just physicians.”

“To be successful in this position, you have to know the medical side and business side,” Fitzgerald said. “Mike gets both and understands his people, helps us achieve goals, makes sure all sides communicate well to meet objectives. He’s able to see how numbers relate to the work being done in real life situations.”

Humphrey aims to solidify SOS as the industry standard for private orthopedic practice in the country and bring talented, top-notch physicians to the practice. “We’ve had much success recruiting gifted young physicians,” he said. Since he joined SOS, 13 new surgeons have joined the practice. Although there is a wealth of talent from Upstate Medical University, SOS has gained a national reputation as a desired orthopedic practice to work, and some physicians joined the practice having no former ties to central New York.

Navigating Unsteady Waters

Murray and Fitzgerald talked about how tough things were during COVID when elective surgeries were stopped. “I think with the 18 months we just went through, we’re all humbled and grateful to have Mike at the helm. He enabled us to continue to treat patients and serve the community,” remarked Fitzgerald. “He made sure the ship remained focused on its destination and his management helped uphold SOS’s ideals. His leadership through COVID helped us take care of patients and ourselves.”

“He was a real cheerleader during that time,” Murray said. “He said it was a temporary blip on the radar, and that we were going to get through it as a family.” As the pandemic emerged in 2020, SOS quickly had to transition its operations to reflect public health needs and requirements. Elective surgeries were postponed, resources diverted to the medical centers caring for Covid patients, and many employees became remote workers.

Murray likened Humphrey to a seasoned soldier. “If you were surrounded in combat, he’ll always find a way out…like COVID. We are pretty much back to where we were pre-COVID, thanks to his leadership.”

Commitment to Community

From the start, Bogosian said SOS has been committed to the community. Through volunteerism, board service, and financial contributions, individuals at SOS and the organization as a whole continue working to meet the needs of and reflect the diversity of the community. SOS has built strong relationships with local schools, sports organizations, not-for-profits, and other humanitarian projects. The group is proud of its affiliation with Operation Walk New York, the United Way of CNY, the MOST, and many other civic groups.

Personally, Humphrey has served four years on the board of directors for On Point for College, a program that helps underserved populations achieve their higher education goals. This year he is chairman of the development board and is coordinating a golf tournament for the initiative in honor of his parents, both dedicated educators.

SOS Now

Recognizing that surgeons needed the full support of a strong organization, Humphrey helped build an outstanding practice that encompasses surgeons and a wide array of other orthopedic services and totals about 700 staff, up from only 300 when he joined.

“We have a one-day surgery center, multiple office locations, and orthopedic and sports therapy. Humphrey said. “We are more than just an ortho office; we are a network.” The network also includes SOS Plus, an after-hours orthopedic clinic, the SOS Shop providing products that boost orthopedic health, medical imaging, and even clinical research.

Additionally, in 2007, SOS and the New York Spine & Wellness Center, (NYS&WC), the leading provider of pain management services in central New York, agreed to a contractual arrangement which allows Humphrey and other key managers to provide oversight and management services. The SOS team works with NYS&WC‘s talented and committed physicians and their clinical management team to create a model and culture in their practice similar to SOS. “This integration of care and sharing of knowledge and best practices has allowed both practices to grow and to enhance the level of care provided to the patients they serve,” comments Humphrey.

Key to the success of the SOS network is engaging patients in their orthopedic care. “Patient experience is paramount at SOS, and staff try to be open and amiable, with a lot of patients being seen over a span of time. It’s a professional atmosphere, and we explain all diagnostic and treatment options, lots of which are non-operative. Patients are part of the treatment decision-making process; we explain all options and don’t dictate to them. We often see whole families and multiple generations in a family.”

Fitzgerald agrees SOS strives to be the best they can be to meet patients’ expectations. “Pathology can be very different from patient to patient,” Fitzgerald said. “We excel at individualizing treatment to each patient. Everyone’s experience is unique to them. We have a great team dedicated to getting patients back to where they want to be.”

“We believe patients should be well-informed from engagement to discharge,” Murray said, explaining that patient referrals come from urgent care services, hospital emergency departments and primary care physicians. “Patients are given all the information they need from getting to their first appointment through treatment. We make sure we’re accessible in a meaningful way. We answer all medical and insurance questions, field Workers’ Compensation and disability-related issues, and the departments work together to handle any claims.”

Murray said Humphrey has been a power source for SOS. He has been recognized by peers as well, being named the 2017 National Practice Executive of the Year by the American Alliance of Orthopaedic Executives. “There’s no limit to how his mind works,” she said. “His greatest strength is strategy. The rest of us can achieve great outcomes with enthusiasm because of his strategies. He exudes mission, vision, and value, establishing the groundwork for the team to provide exceptional orthopedic care to everyone in central New York, without exception.”

“He’s a robust person in a humble shell,” says Murray.

Syracuse Orthopedic Specialists is central New York’s regional leader in providing quality, total orthopedic care to patients. Founded in 1999, its team of experienced orthopedic physicians and support staff offer state-of-the-art medical care, from diagnosis and treatment to rehabilitation and recovery. SOS has more than 25 physicians and employs approximately 600 additional staff. Its corporate headquarters are in East Syracuse, and it has several locations serving Camillus, Dewitt, Fayetteville, Liverpool, and North Syracuse. Additionally, SOS operates the Specialists’ One-Day Surgery Center in Syracuse; SOS Orthopedic & Sports Therapy with multiple locations; and SOS Plus, an after-hours care center in Dewitt.

For more information on Syracuse Orthopedic Specialists, visit sosbones.com.

G.M. Crisalli and Associates, Inc. ; Brings Experience to Healthcare Construction

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By Martha E. Conway

Island Health Center, Ithaca NY

Work in progress – American Renal Associates Dialysis Center, Rome NY

Upstate University Hospital, Syracuse NY

Upstate University Hospital, Syracuse NY

G.M. Crisalli and Associates, Inc., started with two people working out of a two-bedroom apartment 32 years ago. Now they have 44 employees working out of their main offices located on Hiawatha Boulevard in Syracuse. The firm generally serves clients from Wisconsin to Maine to Maryland and all states in between.

“We build almost everything except roads and bridges and infrastructure” said owner and President Gary Crisalli, who’s been in the construction business for 45 years. “There’s no type of building construction work that we do not perform.”

From first job to first in the field

Crisalli said he was interested in medical construction early on in his career and was encouraged by a previous business partner in the mid-1980s to bid on a remodel project at SUNY Upstate Medical University Hospital. G.M. Crisalli & Associates, Inc., got the contract in 1990, and the project was completed in 1991. Crisalli successfully bid other projects at Upstate and has done an increasing number of medical facility projects for all major hospitals and many private medical facilities throughout the company’s history.

New builds and renovations have unique considerations, from making sure existing services remain available to local, state and federal restrictions for various types of construction. Essential to successful healthcare-related projects is considering the special working conditions demanded of each worksite, i.e., the type, age and condition of the existing structure and municipal services to the structure; knowing if the area will be kept operational by the medical group; and availability of access and working hours – is this a 24-hour, round-the-clock project? Are there quiet times and peak times of patient service necessary for work crews to consider? Are all team players who will be affected by construction kept in communications to understand the impact on their ongoing operations?

“Less-experienced contractors may not know how to create and work within the restrictions of a protected environment, the impact of air filtration and quality air monitoring and how to successfully manage those things for staff and patient safety and comfort,” Crisalli said. “Everything has to be kept very clean and dust-free, and you have to monitor airflow and air quality. You must be aware of all considerations involved in working in sterile environments. You must have good communication and control of the activities on the jobsite at all times, knowing who is there and what tools and materials are being delivered, installed and used throughout the construction of the project.”

Crisalli says when performing medical work of any kind, the scheduling process must be at the last third of the preconstruction process and extremely thorough – a must, due to the long lead times on specialty materials and equipment needed for projects. Worked into that scheduling are staff and facility requirements during construction and all safety and code issues to be considered before, during and after construction completion.

“We like to have all stakeholders buy into the project schedule prior to project commencement to alleviate delays in the construction process,” he said.

Reputation for quality and integrity

“For the benefit of our clients, we try to bring our vast construction experience and knowledge to the project in order to be the best-trusted partner, liaison and friend before, during and after the project is finished,” Crisalli said. “Our reputation is based in our integrity, in the trust given to us by our many clients and in the accuracy in estimates, schedules, work quality and high level of professionalism. We take our responsibility as construction professionals very seriously. We believe our clients should rely on the professionals building the project and should not have to worry about the construction of a facility that they have hired our company to build for them.”

Crisalli said he employs 18 experienced project superintendents. He stated that one half of the company employees have been with G.M. Crisalli and Associates, Inc., for 10, 20 and even 30 years. Crisalli feels very fortunate to have worked with Associate Rocco “Rocky” Paone for the last 30 years.

“Experienced and dedicated personnel, construction administration, construction procedures, practices and performance, at every milestone along the way, result in the highest-possible quality project,” Crisalli said. “At the end of the process, we want to see our clients satisfied and happy with every aspect of their new facility.”

Crisalli said the firm is always looking to integrate new systems to anticipate clients’ needs and ensure projects are turnkey operations at completion.

“Most of my people have been with us for quite a few years,” Crisalli said, “but we have a few new people, too, helping us do whatever we can to make us a better company. We have our own group of sub-contractors, offer competitive rates and have the capability to adapt and grow – like what was demanded of us working in a pandemic.”

One of those adaptations was the implementation of DocuSign to tame the contracting paper lion.

Client care is Job No. 1

Vice President Rocco “Rocky” Paone handles the marketing and sales and performs the front-ending of projects (the pre-construction functions formerly done under the umbrella of ‘estimating’).

“I also cold-call potential clients and follow up with clients whose projects are complete, as well as work to maintain relationships with a variety of professionals across a diverse field of disciplines,” Paone said.

Medical construction requires a level of cleanliness more than most construction projects, he said, explaining that Crisalli and Associates understand the demands of working in something tantamount to a clean room environment.

“It’s not for everyone,” Paone said. “You can’t just take someone out of residential construction and tell them to go drywall an operating room. There are a specific list of additional ‘dos’ and ‘don’ts’ in the medical environment, and sometimes they impact patients’ lives and safety. We have to maintain stringent levels of quality control for these projects.”

In addition, the firm pays particular attention to the health of its own employees, making sure they are current with tuberculosis testing and additional health considerations, especially in the era of COVID.

“There are a lot of additional boxes we have to check to work in a medical setting of any kind,” Paone said.

And that medical savvy transfers to other projects requiring those heightened precautions, such as cleanliness and quality concerns.

“But we can build good, old-fashioned buildings, too,” Paone said.

Project in progress

Crisalli and Associates is working on a tenant improvement fit-out for American Renal Associates Dialysis Center in Rome.

“We were competitively bidding the project and added G.M. Crisalli to the bid list based on the strength of their health portfolio and depth of knowledge exhibited by Rocco Paone,” said Marc Eagles of American Renal Management, LLC, Project Management. “Construction projects are always challenging. This project was no different. G.M. Crisalli’s knowledge of the market, construction processes and subcontractor strength helped to make this a successful project.”

Money is a big motivator for clients, and medical clients are particularly cost-conscious, Paone said, wanting to spend their money wisely.

“We work with clients to help them analyze budgets and look at what is really needed versus areas where savings can be safely realized,” Paone said. “If anti-static or anti-microbial flooring is called for, you really can’t compromise a lot there. We try to make clients aware of the trade-offs in these kinds of decisions. We’ve learned how to adapt to these details better than your average contractor and offer customers the pros and cons of every potential alternative and decision as they set up their budgets.

“We care about clients, we care what clients think about us, we care enough to tell the truth, even when the truth hurts. We’re all looking forward to a very rigorous 2021 season as COVID waves its ugly head goodbye and we tackle the projects that were sidelined and those sprouting up as a result.”

“The medical field will grow because of the increasing aging population and new and improving technology,” Crisalli said. “We plan to be at the forefront of that.”

“Without exception, every GM Crisalli employee involved with this project was professional, knowledgeable and easy to work with,” Eagles said. “I would recommend them on their construction acumen, professionalism and competitive pricing.”

Medical project résumé

G.M. Crisalli’s project list includes extensive renovations, constructions and additions at SUNY Upstate Medical University, St. Joseph’s Hospital Health Center, Van Duyn Home & Hospital, Carthage Area Hospital, Nunn’s Hospital Supply Store, Crouse Hospital, Cayuga Medical Rehabilitation Center, Mohawk Glen and Health & Dental Services Center, among others.

Crisalli and Paone said one of their favorite projects was the Cayuga Medical Rehabilitation Center and Island Health & Fitness Center in Ithaca, a two-and-a-half-year-long project including a design/project buildout of new tenant space and construction management services for a five-story health and fitness center with attached medical facility.

For more information, call 315.454.0000 or visit www.gmca.com.

State of Manufacturing: Obstacles, Opportunites

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

I do not need to remind anyone that the past year was incredibly challenging. A global pandemic and shifting politics were just a couple of the dynamics facing businesses across all industries, including manufacturing. As we emerge from the various shutdowns and restrictions, manufacturing is booming across many key indexes, but manufacturers face a precarious path forward if they intend to not only survive but grow. A path filled with pitfalls and dangers, but one also filled with promise and opportunity.

Obstacles

The global pandemic revealed a hidden issue for many manufacturers: a fractured and overly dependent supply chain. Across the world, we all saw the fragility in our supply chains for critical PPE supplies, military defense components, and raw materials. Years of outsourcing and the pursuit of savings in lower cost countries finally caught up with our nation and revealed the massive void that currently exists. Manufacturers continue to scramble in an effort to obtain necessary raw materials in what seems like a rolling supply chain blackout.

In addition to the fractured supply chains, the past year has also exacerbated a major workforce issue for manufacturers. Despite the increased number of unfilled manufacturing jobs compared to pre-pandemic levels, manufacturers are now competing with fast food businesses and other non-manufacturers for labor. Long-time employees are contemplating resignations and retirements, and first-time employees are faced with an abundance of openings. Manufacturers are having to enhance recruiting and retention programs like never before. On top of all that, the past year has intensified a growing workforce skill gap for manufacturers.  This skill gap is not only threatening manufacturing competitiveness, but it is also creating unwanted shakiness in an economy that is looking to rebound quickly from the global pandemic. Along with high retirement rates, this skill gap is being fueled by mismatched training programs and recruiting shortages.

And if all of that was not enough, the past year exposed many outdated manufacturing technologies and processes that are ill-equipped to provide the necessary boost that companies desperately need for survival and recovery. With a reduced workforce, antiquated machines and processes are not able to run efficiently. Sounds kind of like the perfect manufacturing storm….

Opportunities

With all the challenges facing manufacturers in today’s tumultuous world, the outlook is not all bleak. Each of the aforementioned obstacles represents an important opportunity for manufacturers, and one that can provide a competitive advantage and help define their future success. The fractured supply chains have created a resurgence for “Made in America” products. How will manufacturers respond? Will they reshore products to rebuild their supply chains and help boost local economies? The various workforce challenges have heightened the need for human resources. Will manufacturers respond by further developing their employees, raising wages, and creating more holistic work environments that aim for better attraction and retention? Will manufacturers better define workforce needs and work with training institutions and organizations to develop a robust and sufficient talent pipeline? The myriad workforce challenges have also heightened the need for technology and innovation. Will manufacturers upgrade equipment and processes to better compete with countries that have lower labor costs? Will they invest in new cutting-edge technologies that allow their businesses to innovate and grow?

The next several months will define the future for many manufacturers, whether they realize it now or not. As someone who has spent their entire professional career in manufacturing, I can say without hesitation that manufacturers are more than equipped to navigate the uncertain times ahead. I am confident that those businesses who do invest in their people, processes, equipment, and reshoring will not only experience personal success, but they will also lend a hand to this country’s post-pandemic renaissance.

For more information on how TDO can help you capitalize on key strategic opportunities to move your manufacturing processes forward, please contact: James A. D’Agostino; (315) 425-5144, Ext. 306; jim@tdo.org;  or visit online at TDO.org.

The Changing Face of Risk and What it Means for your Business

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By: Pierre Morrisseau, CEO, OneGroup

I don’t have to tell you how fast the world seems to be changing, and how novel risks seem to crop up and add yet more challenges to businesses.

There are many reasons for the increasing complexity of managing risk: Increased litigation, consolidation of insurance carriers, expanding regulatory environment, inflation, advancing technology, changing weather patterns—and the list goes on.

A question our clients often ask is, “How do we get ahead of all of these risks and the cost to protect ourselves?” While there is no one answer or simple solution because each company’s risks differ greatly, I always tell them to begin by eliminating as much risk as possible, put a solid risk management plan in place, and work with experts to finance your biggest risks.

While you can’t eliminate all risk, auditing your risks can reveal a clearer picture of what can be eliminated, and how best to focus your capital. Some risks can be self-insured while other risks can leverage insurance or other risk financing tools to help you manage bottom line costs. In addition, building a solid risk management plan also provides insurance carriers with the evidence that you are serious about managing risk, thus helping underwriters to work in your favor.

As companies look to out-perform their peers in highly competitive markets, it means moving faster, being innovative, taking on expansion including increased hiring—all of which, by default, increases risk. So, the only way for them to succeed is having better risk management. In fact, with the right help from risk management experts, risk management becomes an essential tool to increase your competitive position. It can help your company go on the offensive instead of simply being a cost to defend itself.

Something you seldom here when speaking of risk management is the impact your company culture has on the occurrence and cost of risk. Here again, taking the time to audit risk and create a risk management plan offers you the ability to create a risk communication and implementation plan. Building risk awareness and risk avoidance into your business culture may be the most impactful step you can take in controlling the impact of risk on your organization. Setting clear guidelines and goals is a critical step. Equally important is ongoing education, measurement and periodic review. Often, companies fall down in these areas due to lack of priority or lack of time and resources. This is where it is critical to work with a competent risk management team to keep you on track. The cost most often more than pays for itself and ensures you the best competitive outcome.

For example, my firm supports companies across all industries and at every size. We see companies whose executives view risk management as an expense to be avoided while others embrace managing risk as a strategic opportunity to give them a competitive edge and enhance their sustainable growth. These firms consistently work to understand their risks in human capital, operations, technology, financial and environmental, the latter of which we are seeing increased demand for as we open our operations in South Carolina and Florida where environmental risk is creating substantial volatility and cost.

The bottom line for businesses today is one of leveraging risk management to your advantage. Using it to support your bottom line is the far smarter thing to do.

Words to Lead By

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By: Robert J. Corona, DO, MBA, CEO, Upstate University Hospital

What makes us seek words of wisdom? For years I’ve jotted down quotes that inspire me from all sorts of sources. Some have become part of my regular conversation; others have made their way into the way I frame my approach to work and life.

In one of my first presentations as hospital CEO, I featured the quote often used by Bréne Brown who wrote Dare to Lead. In it she advocates an approach to bring a “strong back, soft front, and a wild heart” to our work. I thought it was particularly resonant for a hospital environment and it used six strong words for what otherwise could have taken a much longer time to convey.  After that talk, I heard from more than one person how much they liked that quote and immediately understood what it meant.

Research shows that people are attracted to succinct descriptions, especially if they have a rhythm or cadence. In addition to making a point more memorable, other reasons the right quote can work: it provides an additional boost of wisdom from people who have achieved or gone before. Those sources can bring authority, reassurance or insights on a topic. For me, the right quote crystallizes my wider ranging thoughts.

While not everyone is drawn to personal mantras, in my leadership roles I’ve noticed most people have at least one. Those can become a shorthand to how someone will approach a problem or how they treat others. More than once I’ve heard colleagues cite, “the obstacle is the way” (shortened from the statement from the stoic philosopher Marcus Aurelius who said,

The impediment to action advances action. What stands in the way becomes the way.”) We can infer that they see the obstacle in a more nuanced form — and even something to learn from — than simply a barrier to push aside.

In addition to condensing a call to action or signaling intention, the right words can have motivating power. Early in the pandemic, handmade signs with encouraging messages started popping up in the hospital to lift the spirits of our front-line workers. Our President at Upstate started an online place for people to share their favorite quotes, and suggestions poured in. It provided needed place to share words of comfort and resilience. Those statements — some tried and true, others newly minted from the employees themselves — provided assurance that others had passed through challenges, and emerged.

As much as I enjoy them, I use quotes selectively, bringing out only one or two at a time as they fit the circumstances. Overuse can make great thoughts seem trite, and they should amplify not replace your own reflections. Over the years, my personal collection of favorite quotes includes these gems, each of which provides some great advice, should we take it.

  • Learn from the mistakes of others. You can’t live long enough to make them all yourself.—Eleanor Roosevelt

 

  • Be the person who leaves a mark, not a scar. — Unknown

 

  • The person stating ‘it cannot be done’ shouldn’t interrupt the person doing it. — Unknown

On the wall of my office, this quote by author and physician Oliver Wendell Holmes is literally part of the wallpaper: Once the mind is expanded by imagination, it never reverts back to its original dimension. A daily reminder that it is so important that we stretch our minds, and keep growing.

Robert J. Corona DO, MBA, is CEO of Upstate University Hospital in Syracuse, NY.  Previous roles at Upstate include Chief Innovation Officer and Associate Dean for Industry and Academic Relations, and the endowed chair for the Department of Pathology and Laboratory Medicine. He also served for many years as chief medical officer and vice president of Medical and Scientific Affairs at Welch Allyn Inc.

The Fischer Group at Graystone Consulting

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By Sarah Hall

Pictured left to right; Marc Fischer (Managing Director, Wealth Management), Mark Caropreso (SVP, Institutional Consultant), Adam Brady (Institutional Consulting Analyst), Chad Jacob (institional Consultant), Theresa Kenyon (Portfolio Associate), Elizabeth McCarthy (Institutional Consulting Ananlyst), Heather Warne-Hopkins (Institutional Consulting Analyst), Samantha Maley (Instituional Consulting Relationship Manager), Thomas Thaney (Institutional Consultant), Melanie Lugo (Registered CSA), Michael Valenti (SVP, Institutional Consultant)

Marc Fischer (Managing Director, Wealth Management)

Mark Caropreso (SVP, Institutional Consultant

In the 30 years that The Fischer Group at Graystone Consulting has been providing financial services, a lot has changed.

“[When] we came into this industry 30 years ago, we were stockbrokers,” said Mark Caropreso, the firm’s senior vice president. “The goal of the job was a sales job and the idea was to talk to your clients about logical investments. But over time, the role is much more of a really of a consultative role. The consultant has become more of an asset manager.”

Clients used to want more control over their stock portfolios, Caropreso said. Now, however, they’ll come to financial advisors with a broader idea of their financial needs and sometimes hand over the reins.

“The biggest change in my 30 years is discretion, the discretion and the responsibility,” he said. “Years ago, clients really wanted ideas and they pick and choose which ones they wanted to take. The industry has moved [toward] implementation and a discretionary role where we set goals and objectives and then implement the strategy, often saving priceless investment and Trustee decision making time.”

If you’re putting your financial future in someone’s hands, you won’t find hands much more capable than those of the Fischer Group. In 1991, Marc Fischer was one of the original 25 members that would eventually form Graystone Consulting. Today his titles include Managing Director, Institutional Consulting Director, Alternative Investments Director, and Financial Advisor.  As a subsidiary of Morgan Stanley, Graystone Consulting offers a more personalized investment experience to strictly institutional and very high net worth investors that still provides the benefits of the global financial firm. Founded by Marc Fischer, the team includes six consultants, three analysts, two portfolio associates, and one marketing/relationship ambassador, working together to understand the unique investment needs of high net worth and institutional clients alike.  The group operates out of two brick and mortar locations in the state—one in Rochester and one in Latham.

Fischer himself, the group’s director has been in the financial industry since 1988. A Rochester native, he graduated with honors from the University of Rhode Island with a bachelor’s degree in business management and earned CIMA designation from the Wharton School at the University Pennsylvania in 1994. Notably, his Fischer Group was recently named by Barron’s as a 2021 Top 100 Institutional Team nationally. Also, he has been featured in Barron’s Top 1200 State by State Advisors in New York every year since 2010. He is based in the Rochester office along with team members, including: Thomas Thaney, Vice President, Institutional Consultant, Michael Valenti, Senior Vice President, Institutional Consultant, Chad Jacob, Senior Vice President, Institutional Consultant, Heather Warne- Hopkins, Assistant Vice President, Institutional Consultant Analyst, Theresa Kenyon, Portfolio Associate, Elizabeth McCarthy, Institutional Consulting Analyst, Adam Brady, Institutional Consulting Analyst, and Samantha Maley, Institutional Consulting Relationship Manager.

Caropreso, meanwhile, is a Senior Vice President, Institutional Consultant, Financial Advisor, and Alternative Investments Director. He is in based in the Latham office along with Melanie Lugo, Registered Client Service Associate, and he has more than 27 years of experience in the investment industry.  Caropreso earned a BS in finance from Siena College and graduated from carpenter’s apprentice program, working as a journeyman carpenter through Carpenters Local No. 370 in Albany. He is currently a member of Carpenters Local No. 291, Eastern Contractors Association, Syracuse Builders Exchange, Builders Exchange of Rochester and International Foundation of Employee Benefit Plans.

 

Statewide representation

The Rochester and Latham offices began working together about 12 years ago, when they realized there was overlap between their respective client bases and geographical footprint and therefore opportunities for teamwork.  

The collaboration has allowed the team to better serve a wide variety of clients.

“My institutional client base was smaller numerically than his, but they were of a larger size,” Caropreso said. “I was in an institutional niche in construction-related benefit plans, multi-employer funds, while Marc also had experience in foundations and endowments and other large institutions, hospitals, districts, charitable organizations. Marc also occasionally shared the enjoyment of working with Taft Hartley clients, having over a half dozen himself since as early as 1991. “For me, my institutional practice was a smaller percentage of my overall business, and the resources that I had available to me in Albany were less than the resources I would have enjoyed had I not teamed up with Marc.”

That partnership was formalized in 2019, in order to leverage collective resources, better communicate, and share technology.

“Just in the act of teaming actually officially they become more streamlined, more plugged into our group,” Fischer said. “Having them, even in Albany, it does not matter. They could be across the planet and we would have the same kind of synergies that go with that, because they participate truly at our day-to-day. They can literally see all the data like we see it live on the screens and they are not just an outside group that we work with.”

Having offices in Rochester and Latham also offers the Fischer Group better geographical representation.

“We are obligated in most cases to visit our clients in person, post-COVID, and to visit our clients quarterly… to always be available,” Fischer said. “We have multiple advisors on each relationship at all times so that they can see not only the team approach to it but with the coverage that we have. With our competitors, it is very rare to see more than one financial advisor at the meetings. Our clients find it more comforting to know that there is a team that is behind them and in different individuals that they can reach out and touch.”

‘You just cannot buy that’

Like some 60 other Graystone directors nationally, Fischer and his team work with both individual and corporate/institutional clients. In addition to the firm’s own experience, one of the big draws is its relationship with financial powerhouse Morgan Stanley. As Graystone’s parent company, Morgan Stanley provides the structure that allows individual teams to serve their clients in a truly unique capacity.

“That is probably the single largest advantage that we have over most of our competitors,” Fischer said. “It is not only the experience of the financial advisor, but also the financial backing, the critical administrative support, and the health of the sturdiness of the capital, the firm, is key.”

Morgan Stanley provides significant backing in the form of financial and legal resources that are essential when Fischer’s team are acting in a fiduciary capacity for their clients, which applies to nearly all their institutional relationships and to many of their retail clients as well.

“Morgan Stanley gives us the backing of a global institution,” Caropreso said. “We have got at our fingertips more resources than I can fathom. You just cannot buy that.”

The Fischer Group at Graystone has access to technology, staffing, research, and other resources that other firms don’t. Included in these resources is the legal structure and oversight components that allow their consultants to take on a co-fiduciary role with their institutional clients. In order to remain free from conflicts of interest, consultants cannot use Morgan Stanley managers or products within their consulting client’s portfolios, preserving their position as a truly independent advocate of their clients.

“Morgan Stanley is a very good partner,” Fischer said. “They are very supportive of the teams.”

“I would say our clients think what is most important with our partnership with Morgan Stanley is the fact that we are a fiduciary,” Fischer said. “In most cases, we are a co-fiduciary and we actually take the same amount or multiple times the same amount of risk as the trustees themselves.”

With their long history of serving institutional clients, the team understands their obligations, and the special trust relationship that comes with undertaking fiduciary responsibility in partnership with boards of trustees, or as consultant to a corporate retirement plan

It’s a comfort to clients if they have a fiduciary with ample resources to educate and protect them.

Not just stocks and bonds

The resources and support of Morgan Stanley allows the Fischer Group to provide a number of services to all client types, and access to a large suite of investment options that can be customized and mixed to help meet each unique client need. The group boasts several members with “Alternative Investments Director” titles, which gives them particular experience with utilizing the specialized subset of investment options known as “alternative investments.”

This sometimes esoteric asset class- from hedge funds to managed futures, commodities and private equity, among many others- goes beyond traditional stocks or bonds. Having worked with investors for more than 30 years, the team has the experience to advise and educate clients on these kinds of investments. The firm prides itself on the ability to cater to both corporate and individual clients and to provide a tailor-made approach to portfolio construction and oversight.

“Going back 30 years, the consulting industry… was really just stocks and bonds,” he said. “In the day back in the 1970s and ‘80s, very high net worth investors had alternate investments. Now it has become more mainstream as they become more available to individual investors.”

In particular, Fischer said the consultant’s role is to educate clients about their investments, because particularly when it comes to alternative investment options, ensuring the client meets appropriate suitability guidelines and understands their investment choices is key.

“It is a part of the job that we do in our role as educators. Most of our clients are boards, their trustees, their members that really represent pools of money that is not theirs,” he said. “Part of what they are obligated to do as trustees, they need to become constantly educated as to what it is because they are responsible for those pools of money. That is where we have the training and the commitment to do that type of work, and educate them, and make them comfortable with those types of investments as part of our process.”

Another important part of the Fischer Group’s business is navigating jointly- trusteed benefit packages sponsored by labor unions and contributing employers called Taft-Hartley plans. Caropreso explained that the packages are similar to the kinds of plans offered by single employers. The primary difference is that the plan is managed under a trust with trustees appointed or elected by the union and a group of contributing employers as opposed to a single employer. The union member plan participants don’t work for the same company day in and day out. The particular intricacies of investment management for these multi-employer plans require some special expertise to understand and service. The team’s long history of serving Taft-Hartley plans in the construction trades give them ample experience in helping clients with these needs.

“In order for these plans to work, the plan has to follow the worker from employer to employer,” Caropreso said. “So you end up with benefit packages made up of typical pensions, defined contribution plans for retirement, kind of like a 401k plans, and healthcare plans.”

The Group is responsible to help trustees representing the unions and employers make investment decisions for those pools of money to ensure their security and growth to meet stated goals and objectives for their participants.

“We are helping them select investment strategies, managers, products to meet the obligations of each of those plans,” he said.

The Fischer Group’s deep understanding of the needs of clients, the available universe of investment options, and abundant resources of their parent company allow them to match clients with a customized consulting solution.

CONCLUSION

While the Fischer Group offers a wide variety of services and amenities, Caropreso said it’s the expertise that sets the firm apart from its competitors.

“We’re ultimately here to serve the local community,” he said. “We have more skin in the game. And at the end of the day, we want to do a better job for less money, better results, more service than any other people that would come in from out of town.”

Fischer agreed.

“Clients come to us because they need the global presence of Morgan Stanley backing-wise and the experience of Graystone Consulting, the back office, the research, the capital, et cetera,” he said. “But they also love the local presence, the dedication to the community.”

Caropreso said that all of the changes the Fischer Group has made in the last few years has been to benefit its clients.

“The desire to add more people, that’s not because we want to become more wealthy, it is because we want to do a better job,” he said. “That is really the story of the Fischer group and it is the way that we would see it grow.”

For the last 30 years, and for many more, Fischer’s Group hopes to continue to serve local communities throughout New York State by using their considerable historical experience and the significant resources offered by their parent company, to enhance outcomes for clients. The formalization of the partnership between Managing Director Marc Fischer and Senior Vice President Mark Caropreso, has allowed them to expand their geographical footprint, and created synergies to the benefit of all clients. The team’s commitment to delivering local service means you may see members of the group at golf tournaments, the clambake, steak roast, or any other event that would allow them to follow through on their promise of creating a true partnership with clients. To learn more about The Fischer Group, visit: https://graystone.morganstanley.com/the-fischer-group-at-graystone-consulting

Source: Barrons.com (April 2021). Barron’s Top Institutional Consulting Teams were evaluated on a range of criteria, including institutional investment assets overseen by the team, the revenue generated by those assets, the number of clients served by the team, and the number of team members and their regulatory records. Also considered were the advanced professional designations and accomplishments represented on the team. The rating is not indicative of the Institutional Consulting Director’s past or future performance. Neither Morgan Stanley, Smith Barney LLC nor its Institutional Consulting Directors pay a fee to Barron’s in exchange for the rating. Barron’s is a registered trademark of Dow Jones & Company, L.P. All rights reserved.  

Source: Barrons.com (March 2021). Top 1,200 Financial Advisors: State-by-State as identified by Barron’s magazine, using quantitative and qualitative criteria and selected from a pool of over 4,000 nominations. Advisors in the Top 1,200 Financial Advisors list have a minimum of seven years of financial services experience. Qualitative factors include, but are not limited to, compliance record and philanthropic work. Investment performance is not a criterion. The rating may not be representative of any one client’s experience and is not indicative of the financial advisor’s future performance. Neither Morgan Stanley Smith Barney LLC nor its Financial Advisors or Private Wealth Advisors pays a fee to Barron’s in exchange for the rating. Barron’s is a registered trademark of Dow Jones & Company, L.P. All rights reserved.

The investments listed may not be appropriate for all investors. Morgan Stanley Smith Barney LLC recommends that investors independently evaluate particular investments, and encourages investors to seek the advice of a financial advisor. The appropriateness of a particular investment will depend upon an investor’s individual circumstances and objectives.

Investments and services offered through Morgan Stanley Smith Barney LLC. Member SIPC.  Graystone Consulting is a business of Morgan Stanley.

 

Five Star Equipment Exceeds Customer Expectations in Syracuse

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by Becca Taurisano

It’s a whole new Five Star Equipment in Syracuse. The Dunmore, PA based construction equipment company opened their new, state-of-the-art Syracuse facility in November 2020, shortly after General Manager Dave Kreis came on board in September. With over 30 years’ experience in the construction industry, Kreis was tasked with filling multiple open positions. “I wanted to find people that would be a good fit. Here in Syracuse, we needed to reinvigorate the atmosphere of teamwork.” Kreis was able to staff his team with a combination of outside hires and promoting from within, an important practice at Five Star Equipment.

INDUSTRY EXPERIENCE

Recent hires include Scott Hinman, Sales Manager, who comes from a large, national construction rental company with many years of service and branch management experience. Tim DeLany, the Used Equipment Manager has over 30 years of construction experience, the last 20 of which were in used equipment.

Valerie Smith started at Five Star Equipment in 1990 in the service department, worked in various departments, and now serves as Rental Manager for both the Syracuse and Kirkwood branches. Smith has even served as Interim General Manager, when needed. Smith says, “I just truly love working with the customers. It is a close-knit family at the end of the day.”

Pam Huckaby, Corporate Parts Operations Manager, started off on the parts counter, worked her way up to Parts Specialist, and then to her current corporate role. “Pam has been instrumental in hiring and interviewing parts employees and leading the charge in training and mentoring,” Kreis says. “Every day, Pam drives home that the customer comes first and she does a phenomenal job at it.” Huckaby recently assisted with the rollout of the MyDealer portal, an online parts ordering system, and getting larger customers on board.

Gary Mason, Senior Governmental Territory Sales Manager, oversees municipality customers in five counties. “Gary has maintained an industry leading market share with those customers and the John Deere line. He is always available to help and mentor the new sales professionals,” Kreis says.

Lori Prent, Service Advisor; Brian Jacopelle, Territory Sales Manager; and Chris Pier, Product Support Sales Specialist are internal hires who have been promoted to their current positions. Jacopelle has over 15 years of experience and Pier came to Five Star from BOCES, already earning his first promotion in his brief career. Kreis says customers can rely on these industry professionals to provide the highest quality service in construction equipment sales, rentals, and service.

NEW ENERGY

Bringing a fresh perspective to Five Star Equipment is Rob Hecox, the new Service Manager in Syracuse. Hecox has been able to draw on his experience in the automotive industry. “We lean on Rob for feedback in the area of sales and service to help our customers,” Kreis says. Brian Doran, Territory Sales Manager, has nearly five years of industry experience, joined the company in January 2021, and is already a strong producer. Juli Rowe, Sales and Branch Administrator, has served in a variety of administrative and office management roles prior to joining Five Star Equipment in April 2021.

COMMUNICATION

Kreis believes you must exceed customer expectations and communication is essential to doing that. “Getting back to customers in a timely manner is key. We have a very short season in central New York and our customers need to get a lot done. Many of the customers we deal with are multi-generation companies. Relationships in the construction industry are built over long periods of time and you have to go above and beyond their expectations.”

TRAINING & EDUCATION

Five Star Equipment places emphasis on a highly trained workforce who are certified to work on highly technical machinery. “Much like our cars and our appliances, machinery is very complicated now and the repairs need to be done by certified technicians. We provide this through external training from John Deere University, or internal training with our own product support operations managers,” says Kreis. The organization is always looking to build its team as well. “Having teams with qualified people is essential,” Kreis says, “so we invest heavily in employee training and education.”

CUSTOMER SERVICE

Five Star Equipment carries a vast array of product lines including John Deere, Hitachi, Fecon, Bomag, Eager Beaver Trailers, Trail King, HARLO, and Topcon. “We are seeing global shortages on all kinds of products, so availability is key. We are able to offer a large and diverse fleet of equipment from industry leaders to support all of our customers’ needs,” Kreis says. Consistency is also important as customers are more mobile and work across county and state lines. Kreis says customers should have the same experience in any Five Star Equipment location. “We want the customers to expect they will hear from someone in a timely manner, there will be follow up, and there is someone accountable like a General Manager that they can reach out to.” Smith says, “Our goal is to accommodate the customer in every branch. We want to go above and beyond in every way we can.”

BRIGHT FUTURE

With a new facility and a new team, Five Star Equipment is looking to the future. CEO Bill Farrell says, “The company has changed to reflect the industry. There are more women in positions of leadership in construction.” In addition to Valerie Smith and Pam Huckaby, General Manager of the Williamsport branch, Carrie Wolf, and Human Resources Director Elena Seidita, also serve in key leadership roles at the company. “We have the right people in the right positions and we are always looking for more people to join our team,” Farrell says. “For us, the future means strengthening existing customer relationships by always putting our customers first.”

Workforce Development; The Construction Industry’s Challenge to Attract Workers

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By: Earl R. Hall, Executive Director – Syracuse Builders Exchange

Earl Hall headshot

Ten years ago, construction industry executives anticipated that in just a few years there would be a national and local shortage of skilled craftsmen and craftswomen.  The data suggested a large percentage of those eligible would retire, and the next generation worker was not being attracted and retained to fill those positions.  In addition, the increased construction activity across the country, in particular the larger urban cities and surrounding regions, would require an increased supply of labor to support construction building and highway demand.

Today the industry continues to address challenges associated with a skilled labor shortage.  New York State is at the epicenter of the issue, struggling to attract apprentices and journeymen and women alike into a very physically demanding industry, which also ranks as one of the most dangerous professions in the United States.

The Challenge

Attracting people into the industry throughout central New York has always been a challenge.  For decades employers and union apprenticeship programs have attempted to identify and attract people of all sexes, races, skin color and ethnicity.  Unfortunately, in some cases a person might hold an adverse opinion of construction professions.  Others may be dissuaded from exploring a career in construction because of the physical demands and working at times in difficult working and environmental conditions.  Others have complained the average construction worker may only work 1,600 – 1,800 hours per year.  Recently, a barrier to entry for some is the lack of transportation and childcare.  Those reasons are not to be ignored and must be addressed when attempting to attract future candidates into the industry.  

Self-Reflection

As a college student at Syracuse University in the late 1980s, I enjoyed coming home for the summer; however, with that came the understanding that I needed to work and make enough money to afford to return to college.    

For five summers I worked as a laborer for various union contractors, working 3 months at a time.  Whether it was as a mason tender working for Hopkins & Reilly alongside Bricklayers Local 2, Operating Engineers Local 545 and Laborers Local 333 union members at the Great Northern Mall or at the North Medical Center; running a jackhammer 8 hours a day on the bridge decks over Route 690 and West Street; or performing demolition work at Crouse Irving Hospital, I developed a tremendous amount of admiration and respect for those career construction workers.  Those career union members finely tuned their skills and obtained a wide variety of safety training certificates in an effort to deliver the finest construction worker any employer would want on their team.  The diverse men and women on those projects taught me to work hard, be efficient and work safely.  I had no business earning the same hourly pay as the career union member working along side of me, but they accepted me as a member of their team. 

I would never trade those summers for anything as those experiences helped me better understand the hard work, effort and sacrifices that career construction workers put forth to become professionals at their craft.  Along with the professionalism came their desire to attain as much education and safety related content as possible to provide and work in a safe working environment.  Obtaining safety training certificates not only educated the workers on how to work safely on job sites but made the worker more marketable to other contractors.  Developing career skills, job site experiences and safety training certifications over a long period of time created the ultimate career construction worker.

An Employer’s Vision

Employers and union apprenticeship programs today have evolved to adapt to the challenges identified above.  Both union and non-union employers alike strive for long-term, career-oriented employees in their companies for a variety of reasons.  Employers want people who are self-motivated, safety-conscious, reliable, and hardworking who can get to and from their place of employment daily. 

One of the top priorities of employers is to provide their employees with a safe working environment, all the necessary safety equipment and all the necessary and required education and safety training.  A safe workforce is a productive workforce.  Workers’ compensation claims are a lose-lose situation for any employer as one of their employees is now injured, and the company’s workers compensation insurance premium will increase.  Keeping employees safe on dangerous job sites is paramount to an employer’s ability to be successful and profitable.   

Today’s Environment

Elected officials and bureaucrats alike have required that workforce development and contract award goals be included on public work projects.  Those noble goals may be in the form of contract awards to minority, women, and service-disabled veteran owned businesses (“M/W/SDV”), preferential bid discounts afforded to the above or diversity hiring goals of employees.  Although such are well intended goals, too often capacity to achieve such goals may not exist in the region where such goals are assigned.  Over the years, the Syracuse Builders Exchange has offered educational courses to help M/W/SDV grow businesses to build capacity of such employers in the central New York region.

Local and regional socio-economic issues championed by community leaders, activists and politicians have also delivered a narrative on the necessity of diverse workforces in the industry.  While laudable and desired, capacity problems remain in that such required targeted people in society have not been attracted to the industry for reasons stated previously.  How do employers, and the industry in general, overcome these issues and attract people of all races, color, sex, and ethnicities to create a diverse workforce in the construction industry?

Solutions

While there may be multiple, well intended groups focusing on workforce development initiatives for specific segments of society or individual projects, the Syracuse Builders Exchange is committed to attracting and retaining all people throughout our 18-county central New York region.  Creating and maintaining a sustainable workforce development program must be inclusive.  Local and regional initiatives should be embraced so long as they do not adversely impact existing career construction workers or the employers who hire them.

Focusing on training potential workers for specific, short-term construction projects should be used as a launching pad for the next generation construction worker.  Identifying those candidates from socio-economic challenged and low-income segments of our society is difficult, yet an initiative worth pursuing for many reasons.  I challenge those involved in such initiatives to think long-term and focus on creating a career construction worker.  A construction worker who will stay engaged in the industry and make construction his or her career.  While community leaders, elected officials and bureaucrats look to address local problems that impact local constituents, the construction industry should take advantage of this in an effort to promote a career in construction and the amazing benefits and opportunities the industry has to offer on a long-term basis.  

Over the years, I have served on the Syracuse City School District’s (“SCSD”) Career and Technical Education (“CTE”) Advisory Board to help develop curriculum in the construction related pathways offered to students in the SCSD.  The CTE program attracts students entering middle school who may not have an interest in higher education, and who would rather choose a career pathway to enter the workforce upon high school graduation.  The SCSD CTE program targets all students in the city of Syracuse, including but not limited to those in defined “low income” communities.  It targets students of all races, color, sex, and ethnicities, and serves as a resource to nurturing young students into career pathways for which the industry is in dire need.

The Syracuse Builders Exchange will continue to be a leader in providing education and safety training content to construction industry employers and their employees.  We will continue to participate and be engaged in developing the next generation construction worker on a regional and local basis.  While public officials have assigned contract and hiring goals based upon race, skin color and ethnicity, the Builders Exchange will continue to promote construction career opportunities to all people of all races, skin colors and ethnicities in an effort to build not only such “goal” capacities in the industry, but to fill voids left by those career construction workers who have retired.

Summary

As a fiduciary to the Syracuse Builders Exchange, my job is to act in the best interest of the members of the Association, their employees, and the construction industry in general.  Serving in the best interest of the construction industry in general covers a broad spectrum of people, ideas, interests, and entities.  Diversity and inclusion of all people in the industry will continue to be at the forefront of our workforce development campaigns and initiatives.  Not because governmental entities, politicians, community leaders or bureaucrats say so, but because such has always been the approach when identifying, attracting and retaining our next generation construction worker.

Navigating Insurance Market Uncertainty; Failing to Prepare is Preparing to Fail

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By: Brett Findlay, OneGroup

Over the course of the past year, it is fair to say that businesses in all industries have faced new challenges. The construction industry and the corresponding insurance marketplace have been no exception. In the Spring of 2020, reports suggested that commercial insurance buyers specifically in the United States, would face sizable pricing increases in 2020 and 2021. These reports were published prior to the Coronavirus pandemic. At that time, the potential increases were predicted for most lines of insurance. Those indications were the first of a hardening market. As a contractor in New York State, the insurance marketplace is limited enough to begin with, let alone at an affordable price. The question(s) become, what has changed and how do I prepare as a buyer? Because if you do not prepare, you may be on the receiving end of negative renewal experiences.

A hard insurance market, by definition, is characterized by an increased demand for insurance coverage coupled with a reduced supply. Typically, underwriting guidelines become more stringent, policies issued by carriers dwindle, premiums are high, and insurers are less willing to negotiate terms. This was happening prior to the pandemic, and for certain lines of insurance the pandemic has only seemed to exacerbate the situation. We are now in what is considered to be the first hardening market to take hold since the turn of the century. Rates have not reached that point yet, and it is too early to tell if they will continue on that trend.

 

As a business owner there are some items that are paramount to have a handle on in order to weather the cycle as effectively as possible. Having an experienced broker and a strong relationship with them is of the utmost importance. That broker should be able to coach you on the development, implementation and/or fine tuning of your risk management & safety program, coverage adequacy, carrier relations and claims history. Having a handle on these items, and how you represent them to the insurance carrier(s) is key to maintaining or improving your current program and budgeting for the costs associated with it. So, what has changed with your program, and how do you prepare for it?

Any given broker may be the best fit for your company, but, if the agent representing your account cannot properly handle it then your company is the one that ultimately pays for it. That is why it is critical to have an experienced agent. The agent should be diligent and proactive in learning about your business. They will need that firm understanding of your industry, and how your business functions within it, to properly paint the best picture of your organization while discussing it competently with the underwriter of any given carrier. The picture being painted needs to include certain key points, as previously mentioned those points include your risk management and safety procedures, claims history and coverage needs. Being able to discuss each in depth and coherently to an underwriter will put them on the path to providing the program that you need and being able to do so will provide you with the best program and rates available to your industry class.

It is equally important to have a broker that understands the marketplace and which carriers to involve in the underwriting of your account. The ability of that broker to forecast the costs and insurance availability with the proper coverage is key. Long story short, you need someone who knows construction, and knows the carriers and underwriters that write insurance for construction operations.

                Typically, a hard market is not a fun process to go through. With that being said, you have the ability to proactively position your business to handle the situation. Talk to your agent, prepare yourself for the unexpected and the possibility of having to market your insurance, get in front of the curve to limit any potential program failures. As you have heard me say before, contractors in todays’ economic landscape, must be sharper than ever to increase or even maintain profit margins. Preparing yourself for a hard market and forecasting any potential dramatic increases to soft costs, will put you in a better position to control your margins.

            At OneGroup, we are a team of specialists, dedicated to risk management and construction industry specific insurance issues. We hope to serve as a resource to your organization for all your construction specific questions and concerns. OneGroup takes great pride in being at the forefront of industry trends and assisting others where we can. You can learn more about us at: www.OneGroup.com.

July 2021 Newsletter

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It’s no longer about counting customers; it’s about reaching the customers that count.

“Marketing is no longer about the stuff you make, but about the stories you tell.” – Seth Godin

C&S Companies: LEEDing by Example

New York enacted one of the most aggressive climate laws in 2019, requiring the state to reduce greenhouse gas emissions 40 percent by 2030 and by at least 85 percent by 2050 from 1990 levels … C&S Companies make it their mission to help companies meet or exceed these ambitious goals. Read more HERE.

Physicians: Work with a Broker: Your Career is Worth Protecting

For over a decade, physicians saw decreasing and flat rates due to a soft market. They may have come to expect similar pricing in the future. So why is the market changing now?

Read More

‘Everyone in the organization is critical to success’

Ron Belle, originally of Camillus, joined the AmeriCU team four years ago; as of last year and coinciding with AmeriCU’s 70th anniversary, he is now leading the team.

Read More

J&B Installations, Inc. Celebrating 40 Years of Success

J&B Installations got its start as a two-man operation in 1981. Now, celebrating their 40th anniversary, they employ upwards of 100 people during peak season and are known as one of the most reputable and safest roofing companies in Upstate New York.

Read More

What is content marketing? Content marketing is important because it answers your audience’s questions. With content marketing, you can build trust with your audience, improve conversions, connect with customers, and generate leads. And, in today’s age, customers expect high-quality, consistent content.

Client news: St. Joseph’s Health is pleased to announce the appointment of Corinne English, CPA, to, Director, Financial Services: System Controller effective June 1, 2021. In this role, Corinne will oversee and manage the finance department and be instrumental in all aspects of the St. Joseph’s Health accounting and financial reporting cycle.

Corinne is joining St. Joseph’s Heath after nearly 14 years as Senior Manager at Fust Charles Chambers, LLP in Syracuse, NY. During her time there, Corinne provided audit, accounting, and advisory services to health care and not-for-profit organizations and supervised and managed audit teams.

“St. Joseph’s is excited to add the talent that Corinne brings with her as a key member of the finance team,” said Meredith Price, Chief Financial Officer at St. Joseph’s Health. “She has vast experience and has demonstrated health care expertise in several areas. She will play a vital role in moving St. Joseph’s strategy forward in a manner consistent with our mission and values.”

Corinne holds a Bachelor of Science degree in Accounting from St. John Fisher College in Rochester, New York. She is a member of the American Institute of Certified Public Accountants, New York State Society of Certified Public Accountants, Healthcare Financial Management Association, and LeadingAge New York.

Testimonial: “MD News has been great for our practice. Recognition, recruitment and referrals, just like Rich says. We have dealt with small groups up to national ad agencies – Keene is the King of All Media!” – Dr. Scott Buckingham, Crouse Radiology Associates

CNY Publications, specialists in Custom Publishing and Content Marketing, offers you the opportunity to tell your story. We have the right platform(s) to get your message out to your target audience and position you as the expert in your field.

Our monthly newsletter will feature randomly selected content from our publications.

For more information, contact Michael T. Brigandi at 315.415.9364 or email Mike@cnypublications.com; contact Richard K. Keene at 315.446.8331 or email RKeene@MDNews.com or visit cnypublications.com.