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February 2022 Newsletter

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Chianis + Anderson Architects: Twenty Years of Building Relationships

“Our team understands construction,” says Anderson. “It is always a challenge to communicate from a desk to the guy on site standing knee-deep in mud, but our people are very good at that. If there are questions from the contractors, we are very responsive. We will go onsite and stand in the mud with them. Not every firm subscribes to that idea.” Read more HERE.

Oneida Health and Roswell Park in Oneida: The Best of Both Worlds

From its inception, the partnership between Roswell Park Comprehensive Cancer Center and Oneida Health has had a singular mission: provide the highest quality, innovative cancer care in a community setting with an outstanding patient experience. Read more HERE.

Setting the Standard by Doing it Right the First Time

As an infantry Marine in Iraq, Chris Dambach learned about the three B’s. “They say on every mission, you’ve got to have the three B’s: the beans—accommodations, lodging, food—the bullets—tools and materials—and band-aids—PPE and safety equipment,” said Dambach, owner of Industry Standard USA, LLC, a SDVOSB, DBE company. Read more HERE.

Julie Barown Continues Legacy of Excellence at J. Andrew Lange, Inc.

Julie Barown had always excelled at math and science, but was thinking about a career in law until her high school physics teacher stopped to talk to her after class. Recognizing her natural talents, he suggested that she consider engineering instead. “It was the first time my eyes had really been opened to that field of study. Attending an all-girls high school in Brooklyn, it was just not something that anyone had suggested to me before.” Read more HERE.

CNY Publications are specialists in Custom Publishing and Content Marketing. This newsletter features randomly selected content from our magazines. For more information, contact Michael T. Brigandi at 315.415.9364, email Mike@cnypublications.com; or Richard K. Keene at 315.446.8331, email RKeene@MDNews.com. Find more at www.cnypublications.com.

Chianis + Anderson Architects: Twenty Years of Building Relationships

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By Becca Taurisano

Greg A. Chianis and Todd J. Anderson founded the Binghamton-based architectural firm of Chianis + Anderson, on a simple premise: do what you say you will do. The two colleagues had worked together previously and after a brief hiatus, they reconnected at a local fundraising event. In 2001, they opened Chianis + Anderson Architects and in 2006, Jeffery T. Smith became their partner. Now twenty years later, the firm has 19 employees and is housed in the historic Davidge Mansion located at 31 Front Street on Binghamton’s West Side.

A HANDS-ON APPROACH

Chianis, Anderson, and Smith are actively involved in every project the firm takes on, giving clients confidence that there is continuity in direction from the top down. That hands-on model was important to the partners in determining what the firm culture should look like, as well as wanting to maintain a good reputation with both clients and contractors alike. “It’s important to have a partner involved in every project so the client sees that the project means something to us and it’s being looked after by a comprehensive team,” says Smith.

Having an implicit understanding of construction is important to the partners as well. “You don’t really know how to design something unless you first know how to build it. We are very practical with what and how we design. This has gotten us a long way in our relationships with contractors. Each project should be practically designed and then constructed,” says Chianis.

“Our team understands construction,” says Anderson. “It is always a challenge to communicate from a desk to the guy on site standing knee-deep in mud, but our people are very good at that. If there are questions from the contractors, we are very responsive. We will go onsite and stand in the mud with them. Not every firm subscribes to that idea.”

MAKING A DIFFERENCE

Chianis + Anderson has an assortment of residential, hospitality, commercial, and senior housing/nursing home clients, but about 80% of their projects are in the healthcare industry. “It means a lot to design a healthcare space that is welcoming and healing, that makes people less afraid and more comfortable. Any time we work on a healthcare facility, we try to make a difference in someone’s experience,” says Chianis.

In 2007, Chianis was diagnosed with lymphoma cancer and at the same time was finishing the expansion of the cancer care center for United Health Services in Johnson City. “One day I was the project architect in charge of this renovation and expansion, and the next day I’m sitting in a treatment chair getting chemo in a space that I designed. I saw things from a very different point of view, as a patient. That experience has made me into a stronger person and a better designer,” he says.

From considering how a patient would feel walking in to get a mammogram for the first time, to what sort of items are stored in the cabinets of the nurses’ station, the team at Chianis + Anderson strives to consider every aspect of the experience, down to the artwork on the walls. “Artwork is known to be a healing element in a healthcare setting,” says Chianis. He worked with local artists to commission works for the United Health Services Vestal Primary Care project and even has a few of his own photographs on the walls.

BUILDING RELATIONSHIPS

Regardless of if it is a multi-million dollar project or a $200,000 addition on a private residence, delivering quality and providing excellent customer service is the goal. Many of the firm’s clients have been with them since the beginning. “We try to provide the best service possible to every customer no matter the size or scope of the project. Everybody deserves our best,” says Chianis.

Anderson likes to work on the more challenging projects and is well-versed in building codes. “Many of our clients are very code and regulation driven. I can provide better service to them if I am the person they call with a regulatory question or problem. It is not about billing every hour, it’s about building that relationship,” he says.

Balancing the client’s needs and the contractor’s needs is key. “Everyone these days is tight on budget and tight on schedule. We need to be able to respond quickly so we can keep the project moving. The contractors appreciate our responsiveness. We find the solution that will work for everyone,” says Anderson.

LOCAL IMPACT

Chianis + Anderson is locally owned and locally operated. As a mid-size architectural and interior design firm, they take on projects of all sizes within a three-hour radius, as far away as Philadelphia. With an average of 120 projects per year over the last 20 years, Chianis + Anderson has left its mark on the skyline of Binghamton and surrounding areas. “The impact we’ve left in our immediate community with the number of buildings we’ve designed – healthcare, residential, businesses, restaurants – it’s pretty vast,” says Chianis.

Smith’s passion is historical preservation, and he is currently working with Temple Concord on the Kilmer Mansion including re-building three stone chimneys, four stories in the air. Smith says he enjoys being able to walk to the project site, climb up the scaffolding, meet with the masons, and take pictures of the project. “The local projects are fun. It’s our backyard and we need to take care of our own area,” says Smith.

Chianis + Anderson also gives back to the community through helping non-profit organizations like Habitat for Humanity, whom they have worked with at no cost for over a decade. “For us,” says Smith, “it’s not just the work you do in the office, it’s how you conduct yourself in the community. We work with local non-profit organizations, and sit on a number of local boards, commissions, and steering committees. You want to put your absolute best foot forward where you live.”

MEETING THE CHALLENGE

Not every project is a piece of cake, but the firm prides itself on solving their clients’ problems. Anderson says the most challenging projects are some of their rural healthcare clients, because of their budget limitations. “It is a challenge to meet the needs of the community and the regulatory requirements, all while staying within budget.”

Every person at the firm is expected to do what it takes to get the project completed, including the partners themselves. “One of the things we do as partners, is we step up and do what we have to do. We are all in it together and we have to deliver for the client. That’s key to any successful firm,” says Smith.

For Smith, he says it can be uncomfortable talking to clients about issues with a project, but that honesty is essential. “They might not like to hear our advice, but that’s what we are hired for. There can be some bumps along the way and it’s our job to communicate that.”

In the Northeast, architects face challenges with the age of the buildings, environmental issues such as asbestos, and buildings being completely occupied while work is being done, Chianis explains. “It doesn’t get more complex than an invasive hospital renovation project. Part of it is the enjoyment of the challenge.”

A CAREER, NOT A JOB

Jeffery Smith was looking for a career and not a job when he joined Chianis + Anderson in 2004. The partners want their staff to look at the firm the same way. “Our office has not expanded and contracted based on the economy. If you’re with us, you’re with us. In today’s world, stability is very hard to come by. I want it for myself, and I want it for our staff,” says Smith.

Chianis + Anderson boasts a 65% female workforce and a welcoming, family-like culture. Chianis says he is extremely proud of his employees and the work ethic they bring to every project.  “We are very selective about who we hire because this is a family. We want them to have the right attitude and skillset, but we want them to fit in with the existing employees. We want this to be a career, not just a job,” says Chianis.

The partners create that family atmosphere by hosting team outings like miniature golf, kayaking, and cooking classes. “At our company events we try to change the focus from work to who we are as people. It is important to talk to our employees about things other than business,” says Smith. From picking up bagels in the morning to putting a ping pong table in the back room, the partners try to make the environment fun for employees. Educational development is emphasized as well by providing lunch and learn sessions, encouraging employees to attend professional conferences, and promoting continuing education opportunities.

DESIGNING THE FUTURE

The future looks bright for Chianis + Anderson, with an eye on creating a legacy the partners can be proud of. While they strive for growth, they hope the small office feel and partner involvement in projects continues. Part of building that legacy will be to nurture some of their younger leadership and mentor them into future owners and partners. “We have a lot of people who have the ability to lead,” Chianis says, “the idea is to take [the firm], build on it, and continue doing what we’re doing.”

Anderson says he is excited to see what the future holds for the architectural industry as the world emerges from the COVID-19 pandemic. “It’s a new world out there and it will be interesting to see where we go from here. What will the result be from these supply chain issues? In the past we have relied on basic building materials from other countries, so hopefully we will look within our own borders moving forward so we can avoid these interruptions in the future. As we have seen, the world can change in an instant.”

Smith hopes that the work they are doing makes a lasting impression. “There are a lot of historic buildings in the area,” Smith says, “I just hope that in the future people understand that just like every picture has a photographer, every building has an architect. There were design professionals who made that building a possibility and hopefully for that building to be around for a long time to come.”

PRESERVING HISTORY: THE DAVIDGE MANSION

Chianis + Anderson had planned to move offices when the historic Davidge Mansion at 31 Front Street suddenly became available. A developer was planning to turn the 1903 landmark into student housing, but the City of Binghamton put a stop to those plans. Chianis + Anderson made an offer and was able to purchase the building. “It’s a total gem,” says Chianis, “we could not have designed anything better for ourselves.”

The firm had not moved out of their old office building when COVID 19 happened, so they were unsure about whether to push forward with renovating the Davidge Mansion or pause the work. Ultimately, they decided to continue the renovation and preservation of the building and as soon as it was safe to do so, they brought staff to the new offices. The entire team moved themselves in over a two-day period, including over 300 file boxes, furniture, books, computers, equipment and belongings. Now staff from similar departments are grouped together, changing the flow of the office and allowing employees to interact more easily. “It’s changed the culture for the better and allowed us to share knowledge and information faster,” says Smith.

While they have done considerable work to the mansion, there is more to be done. “It’s not just a storefront,” Anderson says, “we are saving a historic building. The community is thankful for that.” Chianis hopes that the Davidge Mansion is part of the legacy of the firm down the road. Smith says that if Chianis + Anderson had not purchased the building, the Davidge Mansion would have been destroyed. “We are really part of the community now,” Smith says, “the building is not going anywhere, and neither are we.”

For more information, visit https://www.chianisanderson.com/.

Time to Leverage this Moment and Invest in the Future

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

I was hopeful that by this time in 2021 that we would have put a majority of the supply chain disruptions and COVID issues behind us, but here we are once again. Groundhog Day anyone? Manufacturers are still combatting supply chain issues and raw material sourcing obstacles. Even when they are able to find what they need for their operations, price increases are eroding margins and making life much more difficult. On top of that, significantly increased demand from all of the delayed plans and purchases from last year are now happening as manufacturers are trying to adopt new technologies into their production processes. Lastly, employee recruiting and retention continues to be a major challenge for manufacturers. Companies are trying to figure out how to manage all of these challenges at the same time while warding off a global pandemic.

As we talked about earlier this year, these major challenges also represent massive opportunities. What the leadership of every manufacturer needs to understand immediately is how their organizations can take advantage of these trends in order to grow their business as much as possible while also planning for the future. With the increased interest in reshoring and nearshoring, manufacturers should be looking at ways to invest in future competitiveness and scale to take advantage of the enormous trade shift that is occurring. They should also be looking to create a stronger supplier ecosystem closer to home. This will enable stronger ties and allow them to work more closely with customers and suppliers. The end result of all of this will be a stronger, more agile, and more controllable supply chain. Overall, the supply chain will be much less susceptible to the types of disruptions that we continue to see from the global pandemic.

Manufacturing skills have also been altered dramatically during the ongoing pandemic. There is a much greater need for manufacturers to take a more proactive approach that focuses more heavily on workforce development and future skill needs. This means that manufacturers should be looking to provide increased training opportunities for new workers along with helping existing workers upskill their knowledge and capabilities. Increased automation requires a rethinking of manufacturing roles, especially for employees whose jobs are most affected. Manufacturers should also come to grips with the fact that this will likely not be a temporary condition, but a fundamental shift in overall workforce development needs.

Our country has a once-in-a-generation opportunity to reposition itself on the world’s manufacturing stage. Manufacturers should be leveraging this moment to invest in the future and really look at their technology and workforce needs to take that next incremental step forward. In a world that is divided in several ways, there is one thing that most everyone can agree upon: manufacturing will never be the same, and it is clear that the old way of operating is no longer an acceptable strategy. TDO’s skilled team has the perfect blend of industry and technical experience, along with a vast partner network and access to lucrative funding, to assist those manufacturers that are interested in taking that next transformational step. Reach out today for a free consultation.

Return to Work Takes on a New Meaning?

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By: Pierre Morrisseau

I thought I would share our recent attempts to bring our employees back together face to face, a topic I think is a priority with most business leaders. I also want to share why we think returning to the office and to some level of “normal” is so important.

First, a look backward: Mere days after the pandemic was announced, we celebrated our success at moving all of our more than 200 employees in 18 locations to work-from-home status. Because of our work over the past decade perfecting remote work and video meetings to better serve our clients anywhere at any time, we were able to have everyone up and running in just days.

Now, as the pandemic drags on—heading towards two years—bringing our employees back into the office continues to present enormous frustration and challenges including:

  • Childcare challenges for parents
  • Caregivers in proximity to vulnerable loved ones
  • Schooling and scheduling through continual change in status
  • Fear of contracting the virus from others in the office
  • Increasing infection rates even amongst the vaccinated
  • Changing employee attitudes towards the flexibility of working at home
  • And not least of which, COVID fatigue

Add to this multiple-variant-related surges in infections, and companies everywhere are facing the very real possibility of a permanently altered workplace.

In a recent Korn Ferry survey, 20% of employers said they did not expect to return employees to work until well into 2022 and 32% said that they would never return to an office. This is highly disturbing for companies like ours that believe strongly that collaborating faced to face is essential to solving clients’ most pressing challenges. It is this belief that is guiding us to try new ways to bring our teams back together safely and in a way that employees will feel good about.

Like many firms, we have experimented with rotating small groups into our offices for one to three days each week. In our largest office in Syracuse, this means about thirty people on any given day. All of the usual sanitary precautions and procedures are in place including mask wearing when not at your desk or when you cannot maintain at least six feet of distance from another. Over time, we have had nearly 100% of our employees back into their offices at least one day per week.

As employees became more comfortable with the idea of coming to work, we began instituting a few events including a carnival-like outdoor event with food trucks, dunk tank, games and more. These events were designed to help ease employees’ fear while helping them to relearn connectedness.

Most recently, we held our first large-scale meeting, inviting employees from all our offices to meet at a large offsite venue for a full day we called
Better Together. Our greater objective was to pull people out of their remote work areas with plenty of good food, fun and safe camaraderie. We also wanted to take the time to reinforce how important working face to face is to achieving our mission of solving problems for our clients, helping people, and supporting our communities.

We invited in organizational excellence and leadership development experts, Daneli Partners, to administer a Gallup®  assessment with all attendees. The assessments outlined each person’s strengths and weaknesses and became the basis of the day’s meeting. With data, we were able to graphically see how diverse our workforce is and begin to imagine teams where those strengths may be paired perfectly to create super teams. We then paired teams to work together to solve puzzles.

At the end of the day, everyone had a great time seeing and being with each other again. They learned new things about themselves and their peers and renewed bonds. More importantly, it was just one more step in what will likely be a long process of returning our employees to the workplace.

I would love to hear what others are doing to bring their employees back, and always willing to share what we are doing at OneGroup.

Building a Workplace That Cares

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By Scott Jessie, MSN, RN, NEA-BC, Chief Nursing Officer, Upstate University Hospital

Scott Jessie, MSN, RN, NEA-BC, is the Chief Nursing Officer at Upstate University Hospital in Syracuse, NY. He has more than 20 years’ experience in the health care field, including 14 years of progressive leadership roles in the ICU, Emergency Services and the COVID-19 response team. He has earned many awards during his career, holds a master’s degree in nursing and is currently pursuing an MBA. 

The healthcare business is not the only one looking to attract and retain the best staff, but it is one of the most publicized — and among the most complicated. At Upstate, like all hospitals, nursing is the largest occupation, so we also have the greatest numbers to attract and retain.

The healthcare workforce shortage is a long-haul situation, not a six-month event. Recovery from this industry-disrupting event will take years to address. Over time, we will bounce back and will have to develop new ways of doing things. The more talent we can retain to begin with, the less we will have to rebuild.

Wellness must be incorporated into the new healthcare workforce paradigm. Nurses are the largest group of employees, but all roles need support and a work environment that cares for them as much as they care for the patients. Improving wellness support and activities will have a fundamental ripple effect for all.

Respect what they have been through, and respect them

Nurses and healthcare staff were the heroes last year. The glow has faded but their core work is the same. Two years into the pandemic no other job has seen the collective death toll of COVID, except perhaps funeral homes. We all know in nursing that you’re going to take care of people who are going to die. I worked in an ICU for almost 20 years and took care of a lot of patients who died, but this outpaces any normal expectations. And it’s across all age spectrums, which is devastating. People have been so emotionally impacted by that. This extreme situation has to be acknowledged. This has caused a never-before-seen amount of distress among all staff and we must find ways to support and help those affected.

Make Wellness more than a buzzword

Nurses and others at the front lines of care are physically, mentally, and emotionally exhausted. The emotional toll is overwhelming for many. We need to provide ways to decompress from work while at work and at home. None of us have lived through a pandemic before, but the experience for healthcare workers has been even more unique. Things aren’t normal at home, and things at work have remained exceptionally challenging as we have now gone through four waves at this point. Nurses and others have had to change so much of their routine: how they function, working very short staffed, and continually face COVID-19 up close.

We have never experienced a crisis of this magnitude, and we need to create new ways to support the frontlines and help them cope. Not every person will need this support, but for the ones that do, it is crucial that we support them and help them recover. Ideally, I would like to be able to build an environment where people could talk to counselors on the spot — having these teams out and about on floors, so if someone has 15 minutes in the break room they might sit down and talk. Very informal. Not stressful. Not “oh my gosh, I need to see a therapist” although that might follow. More of a chance to decompress and be asked, “Hey, how are you doing? Genuinely, how are you doing?” That could be the first layer, so to speak. If they need more, we should make it easier for them to connect with additional services, with no stigma for that option.

Know the true cost of retention

It costs money to keep people. That’s the truth. But it’s not just in salaries. You have to make hard business decisions to make the work environment better, even when the pandemic deck is stacked against you. One way we’re able to make the job better is to aim to keep a tight grip on the ratios — that is the number of patients a nurse has to oversee. Reducing staffed beds and limiting surgeries are effective but extremely costly tools to manage nurse-to-patient ratios. Some may argue that we still have to protect the bottom line, and there is validity in that. At the same time, preserving our workforce — even at a cost today — will better position us for the healthcare challenges of tomorrow. People will always be our most important resource. Lower ratios are a quiet way to show staff that we really do appreciate and value them, and we are trying to do our best to keep them.

We want to do these things for the current workforce and for the next. The impact of the pandemic is staggering but nurses never stopped caring. Nurses — and everyone at the front lines —need care in return as well.

The Critical Role of Apprenticeship and CTE Programs in the Construction Industry

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Earl R. Hall, Executive Director; Syracuse Builders Exchange

Labor shortages continue to plague the construction industry both regionally and nationally, with such issues happening long before the COVID-19 pandemic.  Although the pandemic has increased the shortage of workers, the long-term solutions to solving the labor shortage in construction remain complex.  Two such solutions which have proven to be effective are the apprenticeship programs offered via the many local building trade unions and the Career and Technical Education programs offered by local school districts.

There is a renewed focus on apprenticeship and training programs by the trades across upstate New York.  Apprenticeship programs combine classroom and industry-related instruction provided by the union, with on-the-job learning provided by employers.  All apprenticeship programs are registered with the New York State Department of Labor and governed by a Board of Trustees which include both employer and union representation.

Capital investments into new or existing apprenticeship and training centers can be seen right here in central New York.  The North Atlantic States Regional Council of Carpenters Local 277 built a state-of-the-art training center in 2018 in Syracuse.  During 2021, the union recruited 250 apprentices and new journeymen/women into the union.  As a result, the union is planning to expand the training center to not only accommodate the new apprentices, but to provide the delivery of additional training and education.

Apprenticeship programs remain attractive to young men and women as they provide a career pathway without having to incur debt to pay for the training and education.  The “learn while you earn” concept is a delicate balance of providing apprentices with required training and on the job work.  As a trustee on many of these Funds, I see firsthand the immediate benefit of this model for both the career-minded apprentices and those employers who hire them.

Pre-apprenticeship programs attract candidates who may explore the construction industry at a very elementary level while deciding if it is a career for them, and if so, what trade is of most interest.  In central New York the Syracuse Builders Exchange has partnered with Syracuse Build’s Executive Director Christopher Montgomery to place those students who graduate from their pre-apprenticeship program.  Graduating students may be placed directly into the workforce with a construction industry employer or may be placed into one of the many union apprenticeship and training programs to further develop their careers.

Career and Technical Education (“CTE”) programs have increased in high schools throughout upstate New York.  As a member of the Syracuse City School District’s CTE advisory board, I witness the impact such programs have on impressionable, young students who see themselves entering their chosen career upon graduation from high school.  Although the Syracuse City School District’s CTE program was the first of its kind in upstate New York, the model developed by the Syracuse City School District is now being reviewed and considered by other school districts. 

While construction, welding and electrical are just a few of the career pathways offered by the CTE program, new offerings such as Construction Management will be delivered to students in September 2023 when the new STEAM (science, technology, engineering, and mathematics) school opens in downtown Syracuse.  The Construction Management curriculum is being developed by a committee of executives of construction management companies from throughout central New York.

While no one solution will solve the labor shortage issues plaguing the construction industry, initiatives such as apprenticeship and pre-apprenticeship programs, and CTE programs in high schools provide employers with optimism that the next generation of construction worker is actively being recruited.  The question is, will there be enough workers to fill all the positions anticipated over the next few years?  Most likely not.

January 2022 Newsletter

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State of Manufacturing- A Case Study – CNY C-Suite

“The next several months will continue to define the future for many manufacturers. I know that most were hoping that recent issues with fractured supply chains, workforce challenges, technology, and innovation would have subsided by now. However, as OAS was able to emphatically prove, I continue to be 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 ongoing post-pandemic renaissance.” Read more HERE.

Comprehensive, Leading-Edge MRI Services at Magnetic Diagnostic Resources of Central New York

Celebrating 35 years as Central New York’s premier provider of MRI services, Magnetic Diagnostic Resources of Central New York (MDR of CNY) draws on the expertise of dozens of fellowship-trained radiologists and a relentless commitment to quality to provide an exceptional experience for patients and referring clinicians. Read more HERE.

Earl Hall of SBX talks about the Upstate New York Construction Industry Climate – CNY Construction Contractor

It is remarkable what a difference a year makes when comparing the state of the construction industry in upstate New York. Without reflecting on the obvious COVID-19 related and governmental mandated challenges from 2020, the state of the regional construction industry is strong. One of my most accurate barometers has been the architectural billings and regional architectural activities. While such is not the only measure for future construction opportunities, it does tell a compelling story for what to expect in the next 6-18 months. Read more HERE.

New Head Shot Photo of Earl Hall

Protect Your Practice With Five Critical Cyber Measures

Health care has been a favorite target of hackers for years. In fact, from 2015 to 2019, ransomware attacks accounted for 28 percent of all known healthcare breaches. Any size practice is at risk. For years, many malpractice carriers have included some type of complementary cyber liability coverage. But with the rapid shift in the types of threats we’re encountering, you need to beware of what your policy does not cover. It is always advisable to seek a stand-alone product, which in almost every case, provides more comprehensive coverage. Read more HERE.

CNY Publications are specialists in Custom Publishing and Content Marketing. This newsletter features randomly selected content from our magazines. For more information, contact Michael T. Brigandi at 315.415.9364, email Mike@cnypublications.com; or Richard K. Keene at 315.446.8331, email RKeene@MDNews.com. Find more at www.cnypublications.com.

Industry Standard USA, LLC; A SDVOSB, DBE Company Setting the Standard by Doing It Right the First Time

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By Sarah Hall

Chris Dambach, Owner, Industry Standard USA, LLC.

As an infantry Marine in Iraq, Chris Dambach learned about the three B’s.

“They say on every mission, you’ve got to have the three B’s: the beans—accommodations, lodging, food—the bullets—tools and materials—and band-aids—PPE and safety equipment,” said Dambach, owner of Industry Standard USA, LLC. “You can apply that same thinking mentality with construction. If you’re working out of town, do you have hotel accommodations? Do you have all the tools? Do you have all the material on site the day before? Are you outfitted properly for the work you’re going to be doing? So, you’re always thinking ahead being proactive, and always anticipating what’s around the corner.”

Industry Standard USA provides facility support services—lawn mowing, snow removal, janitorial, window washing, tree removal, and the like—on government projects. For the last two years, the company has also been providing construction services, including excavation, backfilling, grading, demolition, interior demolition, exterior demolition.

Industry Standard USA, is a service-disabled veteran-owned small business, a certification it carries at both the state and federal level. The firm is also a Disadvantaged Business Enterprise-certified contractor with the United States Department of Transportation.

“New York State and the federal government say, if you are a service-disabled vet, you qualify for this certification,” Dambach said. “In every New York State contract, there’s a small requirement that says the prime contractor needs to subcontract or buy from a supplier X amount of percent from a service-disabled company. So, in New York, on all the contracts, there’s quite a bit amount of work out there for us to go ahead and supply as a subcontractor or supplier to these large prime contractors and then the federal government, they will go ahead and set entire contracts aside for service-disabled veterans. So, only we can bid on them.”

The firm recently made the Inc. 5000, a list of the fastest-growing privately held companies in the United States that ranks companies by overall revenue growth over a three-year period. Industry Standard USA came in at No. 1728.

It’s a long way to come from its beginnings as a small lawn care endeavor, which itself grew from a casual chat among fellow grunts in the Iraqi desert.

“When I was overseas in Iraq, me and the guys were going around the circle, asking each other questions, saying, ‘Hey, what are you going to do [when you get back home]?’” he recalled. “Then it came my turn, [and] I said, ‘I have no idea. I don’t have any real trade experience.’”

What Dambach did know was that he wanted to work for himself.

“I didn’t want to work for anybody anymore,” he said. “I didn’t want to be told, when I can eat, go to sleep. I was done taking orders.”

His fellow Marines pointed out that he used to mow lawns in the summer and suggested he start a lawn care company. He jumped on the idea, and in 2010, he started Veteran Lawn Care. The business got its first government contract two years later. By 2017, Veteran Lawn Care had become Industry Standard USA.

“We started teaming up with larger companies that had more experience than us, but didn’t have the certification,” Dambach said. “We also could perform the work, but we couldn’t win it because we didn’t have the past performance. So, what comes first? The chicken or the egg? How can you win a bigger job if you can’t show the past experience? How do you show the past performance if you can’t win that bigger job? So, you have to team up with larger companies. And then we started winning larger contracts, multimillion-dollar contracts with the federal government. And now, a lot of those contracts, we can self-perform on our own. We don’t need to team up anymore because we have the past performance.”

A couple of years ago, Industry Standard USA expanded into construction. Just as they had done with grounds maintenance projects, the firm teamed up with larger firms in order to obtain bigger contracts. Now Dambach says his business has a great relationship with local giants, like Global Urban Enterprises LLC, also a service-disabled veteran-owned small business, and Heuber Breuer (HB). In particular, Industry Standard USA worked with both on a $24 million project at Western New York National Cemetery, the veterans’ cemetery between Rochester and Buffalo.

“We provided the landscaping and the irrigation services on that contract,” Dambach said. “It was pretty cool because Al [Urban, owner of Global Urban] assembled a team of I think six or seven service-disabled vets and Heuber-Breuer.”

Dambach feels particularly connected to this project.

“The cool thing is, I’m so proud of it, as my grandfather’s going to be buried there,” he said. “My father is going to be buried there and I’m going to be buried there. So essentially, I helped build my final resting place and my father’s and my grandfather’s.”

He is also grateful for the opportunity to work with mentors such as Global Urban and Heuber-Breuer.

“I cannot tell you enough about these guys,” he said. “Anytime I have a question or I need help or I don’t understand something and I need explaining to, they will not hesitate to get on the phone with me and say, ‘All right, Chris, we’re going to explain this to you and teach you.’ I could not ask for two better partners and they understand because they were here in my shoes once. I would like to be them when we grow up.”

Dambach hopes to fill a similar role in the future.

“I want to be able to, down the road, mentor a young company like we are in construction or in grounds maintenance,” he said. “I want to be able to go ahead and work with the younger company and say, ‘Hey, now, it’s my turn to go ahead and help you guys grow.’”

That’s not all Dambach hopes to see in Industry Standard USA’s future.

“I have four young sons ages 10, 6, 5, and 3. I’d like to see one of my boys get involved with the company,” he said. “It’s just such a great time to hang out with them, even though I’m yelling half the time. At the end of the day, I know they’re going to grow up so fast because I’m watching it happen in front of me. So, I’m hoping I can hold on to a little bit of it by bringing one of the kids into the business. So, on the weekends, we have a couple of four-wheelers here at the shop. I bring my sons in. We ride four-wheelers. I have them push the broom a little bit, get them familiar with the shop, let them know it’s a fun place.”

It is one of the perks of owning his own business, Dambach said, but it’s far from the only one.

“[I really enjoy] being able to give back. That’s a big thing,” he said. “That’s one of the reasons why I started the company. I was done taking orders. I wanted to be my own boss. But also, I know if we grow this thing into the machine that it can be, we’re going to be able to really make changes locally and in our communities; donate back. We like to donate to Vera House, to the Boy Scouts, to the Building Men Program in the city of Syracuse—that’s young inner-city males that might be needing more of male influence. If I were just working for a company, I wouldn’t really be able to donate that much to some of these groups.”

The job isn’t without its challenges. Like many other companies, Dambach said COVID has impacted his business, most noticeably in terms of finding employees.

“That’s the biggest problem I think most companies across the country had, and they’re still having,” he said. “When you bid the contract, you didn’t anticipate COVID. You didn’t anticipate the country being shut down and let it open back up. Finding labor would be nearly impossible on top of that.”

Dambach said it is especially difficult when dealing with federal projects, when there’s no wiggle room in the budget.

“We were in a real tight spot over the course of this entire year [trying to] staff our contracts at 100 percent,” he said. “We spent $45,000 on Indeed running ads this year alone, just trying to fill positions, when our estimated budget for recruiting was $4,500. We’re just getting to the point now we’re able to start finding labor again and get all of our projects fully staffed.”

Fortunately, he said, he has a great team.

“I work with a really, really, really great team here in the office, and we have a great team on the field,” he said. “Everybody gets along, everybody likes to have fun but work hard.”

That team is dedicated to providing the best customer service possible.

“We’re extremely responsive, and one of our sayings here is quality over profits,” Dambach said. “We try to give the best quality we can. We’re easy to work with.”

But for Dambach, the biggest reward is being able to see the tangible results of his work.

“That’s one of the reasons I started mowing lawns,” he said. “I don’t know what projects you’ve done, maybe at your home if you build a raised bed garden, or build a front deck or a walkway. Isn’t it nice to be able to look at the project when you’re done and get the instant gratification to say, ‘Wow, I did that. Look how beautiful it is.’ It’s very satisfying.”

Julie Barown Continues a Legacy of Excellence at J. Andrew Lange, Inc.

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by Becca Taurisano

Julie Barown had always excelled at math and science, but was thinking about a career in law until her high school physics teacher stopped to talk to her after class. Recognizing her natural talents, he suggested that she consider engineering instead. “It was the first time my eyes had really been opened to that field of study. Attending an all-girls high school in Brooklyn, it was just not something that anyone had suggested to me before. The thought of becoming an engineer sounded incredible and I knew immediately that’s what I wanted to do,” she says. That one conversation changed her life. After high school graduation, instead of studying political science, Barown received a scholarship to Rensselaer Polytechnic Institute and thrived in the rigorous academic engineering environment she found there.

After receiving a Bachelor of Science from Rensselaer with a concentration in Civil Engineering, Barown set out on a career path that included obtaining her New York professional engineering license and working as a professional municipal engineering consultant.  After nearly a decade and a half in that area, feeling her career had stalled and yearning to expand her horizons, she set out into the engineering sales world. This culminated in a realization of the goals Barown had set many years ago. This past October, Julie Barown was named President of J. Andrew Lange, Inc. in East Syracuse, a manufacturers’ representative, supplier and dealer for water and wastewater treatment equipment serving Upstate New York.

Barown came to J. Andrew Lange, Inc. in 2018. She was looking for a company that would allow her to make an impact across New York State by providing technical expertise, reliable products, and outstanding technical customer service in order to protect one of New York’s greatest natural resources – water. A chance encounter with long-time Lange employee and professional acquaintance, Mike Mele, lead her to Lange and it seemed like a natural next step in her career. Mele told her that Lange was looking for someone to come on board and knowing Barown from her days as a consultant, he was enthusiastic. When she interviewed with owner, Margery Lange Keskin, Barown realized there was an opportunity for ownership as well. “All the cards had finally fallen into place. Lange was exactly where I wanted to be,” says Barown, “and it was already a woman-owned business. I knew there was a lot of potential for me at Lange and where the company could go in the future.”

Lange was incorporated in 1968 by J. Andrew Lange, Keskin’s father. As a second-generation business owner, Keskin was looking for someone to continue the legacy her family built. With Keskin’s business acumen and Barown’s technical expertise, they naturally complemented each other’s skillsets. “I have always felt very well taken care of by Marge. I always felt very valued as an employee,” says Barown. “My experience working for a consultant and my experience working for a manufacturer get wrapped up into a nice package here with what I do for Lange. I am the bridge between the engineering and manufacturing worlds,” Barown says.

As a business partner for manufacturers, Lange is responsible for business development of the products they represent, as well as working with engineers to specify equipment. There is a lot of work done by Lange before a piece of equipment is ever sold. “Our relationship with engineers is key and the trust is so important. We pride ourselves on our technical expertise and being upfront and honest at all stages of the project,” Barown says. However, Lange’s work doesn’t stop there. Lange also works closely with contractors who are installing their equipment, so being responsive to contractors’ questions and helping them solve problems, is crucial. “There are a thousand different places where things can go off track during construction,” Barown says, “but we are there to make sure the process keeps moving smoothly, for the contractor, the engineer, and the owner.”

At the beginning of 2020, Mike Mele announced he would retire from Lange after more than 25 years. Then the COVID-19 pandemic happened. “Everything was very unsettled,” says Barown, “and I realized that I needed someone I could rely on.” In July 2020, Mike Deyulio joined the team at Lange. “When you make big changes, there is always risk involved and some level of discomfort. Once Mike came on board, it made it comfortable for me to take on the risk of ownership,” says Barown.

Mike Deyulio brings more than 20 years of knowledge of the construction industry, sales experience, and business expertise to the Lange team. Deyulio says he likes the way Lange is run, both by Barown and Keskin before her. “This is a family-owned business, but it operates like a big company. Julie is a very technical engineer and I have the sales and construction background. My past experience and her past experience complement each other. Our life experiences have taught us a lot,” says Deyulio.

Barown hopes to expand the services Lange currently offers their customers including construction administration and observation, professional services, and equipment services. “Engineers and contractors tell me they need Women Business Enterprise services beyond what they can currently find, so I would like to meet that demand,” Barown says. Deyulio looks forward to what the future holds. “We will allow our brand to grow bigger by bringing on additional competitive manufacturers and we are starting to see the marketplace demand other products. Some of the plans Julie has will put us a step ahead of the competition,” he says.

Stepping into the role of owner is a dream come true for Barown, and one she worked toward for more than a decade. “I am one of those people who gets something in her mind and doesn’t let go until it happens. I am very goal-oriented and driven in that way,” she says. In addition to owning J. Andrew Lange, Inc., Barown is involved in several leadership roles with state and local professional organizations. She is a board member of the Capital District Chapter of the New York State Society of Professional Engineers, Board Member of the Capital District Chapter of the New York Water Environmental Association (NYWEA), chairperson of the NYWEA Public Outreach Committee, and member of the NYWEA Diversity, Equity, and Inclusion Committee. Barown and her husband have three children, three cats, three dogs, and enjoy renovating houses as investment properties.

According to Barown, we still have a long way to go to make a future in science and technology accessible to women. “It’s not so much that the opportunities aren’t there,” Barown explains, “it’s that the environment isn’t always as inviting for women as it could be. Throughout my career, I’ve had to deal with being the only woman in the room, and on occasion, the comments, both direct and indirect, that come along with that,” Barown says. “If I’d had a thinner skin, I might not be where I am today. I’m not one to give up.”

  1. Andrew Lange, Inc. holds a Women’s Business Enterprise National Council certification, a Woman Owned Small Business (WOSB) certification, and a New York State Minority and Women-Owned Business Enterprise (MWBE) certification. To learn more about J. Andrew Lange, Inc., visit https://www.jalangeinc.com/.

CALLOUT

“Immediately after coming onboard in 2018, I recognized that Julie had what it takes to be a successful business owner: smart, likeable, great work ethic and impressive educational background. Like my father, J. Andrew Lange, Julie is also a Rensselaer engineering graduate and a Professional Engineer. We were very fortunate to have found such a quality individual in Julie. J. Andrew Lange, Inc. and its employees pride themselves in a commitment to quality and marketplace focus. I am very pleased that Julie will carry the torch for both my and my father’s legacy in J. Andrew Lange, Inc. well into the future as a woman owned business.” – Margery Lange Keskin, Daughter of J. Andrew Lange and Former Owner of J. Andrew Lange, Inc.

Right Price Companies/RPC Technology: Role models for their community in the heart of Syracuse

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By Sarah Hall

Darin and Paris Price are looking to create a legacy.

The Syracuse couple, who owns Right Price Companies and RPC Technology, hope to hand their business down to their children someday.

“We want Right Price to be in existence well after we’re gone,” Darin said. “We want it to be a company that is a pillar in Upstate New York for years to come.”

The Prices launched Right Price Companies in 2004. The firm provides commercial furniture to the corporate, education, healthcare, and government sectors. RPC Technology, which launched about seven years ago, made its mark in the industry participating in New York State’s New York State Broadband for All program as a value-added supplier, as well as a logistics material coordinator. The program seeks to bring broadband internet to underserved or unserved areas, where nearly one million New Yorkers, mostly in rural areas, do not have an internet connection (based upon 25/3 bandwidth connection).

Darin maintains that Right Price Companies’ primary goal is to provide solutions and excellent service to its customers.

“Our desire to provide superior service for our customer is what prompted our pivot into the technology industry,” he said. “While working with a client to provide both furniture and a paneling system, the client asked if we could also handle his computer networking and set-up. At the time, our company had a relationship with RMS, a technology service and solutions company, and together, we were able to deliver a complete solution exceeding our customer’s expectation.”

“It went so well that I had an ‘aha moment,’” Darin said.  “Our customers need a total solution. That was the birth of RPC Technology.”

Right Price and RMS merged and began working in the industry, bidding on and winning projects. SUNY Oneonta was its first substantial contract with fiber optic cable.

‘This project allowed us to see technology as our next business frontier,” Darin said.

RPC Technology strategy began planning to participate in the NYS Broadband for All prior to the announcement of grant awards. The program launched in 2016 with three phases of grant awards to telecom and cable service operators and providers, as well as municipalities, throughout the state over the next three years.

“As one of the few certified minority suppliers of fiber optic cable in the area, RPC became a key supplier of fiberoptic cable to cable service provider in Upstate New York that participated in the broadband program, addressing a vital need in Upstate New York.” Darin said.

“When we think about the personal aspect of high-speed broadband, we have to understand that the program allowed for a higher level of connectivity to the rural areas of New York State, especially now, because computer access is more important than ever before,” Paris said. “It’s so desperately needed for our children to learn remotely, for hospitals, businesses, not to mention your home. Not only did we see the benefits for our business, but we recognized the desperate need for the opportunity of expansion of fiber optic cable throughout New York State, especially its rural territories that had some level of access.”

Ultimately, the Prices said they are looking to be a full-service wholesale electrical supply distributor as well as an outside plant construction company. This aspect includes fiber cable deployment, antennae/line installation, and maintenance in relation to cell towers.

“As alumni of the Goldman Sachs 10,000 Small Business program, we have a very clear vision for our future growth,” Darin said.

The Prices also emphasized that RPC is one of the only minority-owned companies in the field. They are certified with New York State and New York City as a Woman/Minority Business Enterprise, as well as the New York Port Authority and the Mass Transit Authority. They are also registered with the National Supplier Development Council as a Minority Business Enterprise and the federal government as a Small Disadvantaged Business.

“We are a company that wants to work with everyone. We are a corporation first that just happens to be owned by a minority,” Darin said. “We’re not a minority first when we walk through the door. We build our reputation on the service and on our products.”

There are some, however, who balk at the MBE label.

“Some people have the stereotypes—the preconceived notions—that because you’re a minority business or a woman-owned business, that there’s going to be something different, they have to do; something different to deal with us,” Darin said. “We go through the many steps of certification to get into the door, to get a fair look-see at a project. Unfortunately, these same old stereotypes never seem to die.”

In reality, being an MBE just means that RPC is looking to make a relatively homogeneous field a little less so.

“RPC is an equal opportunity employer. We hire diverse candidates to go into an industry where there’s not a lot of diversity,” Darin said. “It is our responsibility to give our people a fair opportunity at these jobs.”

As a minority business, RPC is also focused on workforce development and hiring.

“We have a relationship with SUNY EOC, Jubilee Homes, and CNY Works,” Darin said.   

In particular, Darin and Paris’ goal is to bring in talented candidates from their neighborhood.

“We intentionally created our business in the heart of Syracuse,” Paris said. “One of our personal goals is to be role models for those in our community, the community that both Darin and I grew up in. It was very important for us to be able to let our community see a business prosper and to let them see themselves in it. They see business owners and people working that look like them.”

RPC is the culmination of Darin’s aspiration to start his own business, something he dreamed about way back when he was mowing lawns as a kid—and told Paris about it back when they started dating in the early 1980s.

“He always came to me with the idea that one day, he would be self-employed,” Paris said. “For a while, I didn’t understand the benefits of being the boss. But I definitely understand the benefits of it now. We are able to have a pride in ownership that, had he not been persistent about reaching his lifelong goal of being self-employed and owning our own business, we would not have the experience today.”

While there have been challenges, Darin said he would not change a thing.

“My worst day being self-employed doesn’t compare to my best day working for someone else,” he said. “[There’s a] sense of accomplishment and knowing that you started a business from the ground up and seeing how it has blossomed into something that is a legacy builder that you can then give to your children. Your children’s children can see the spirit of entrepreneurship within your family, which really encourages your children to do the same thing.”