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A Doctor at Heart: Steven Hanks, MD, President & CEO of St. Joseph’s Health and St. Peter’s Health Partners

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By Elizabeth Landry

A native of Rhode Island, Steven Hanks, MD, has a substantial family lineage of first responders – both his father and grandfather were firefighters. Dr. Hanks developed a different yet related passion, however, and when he decided to follow that passion to study medicine, he took the tradition of his family line in a new direction.

“My passion to practice medicine was really driven by a couple of things: I had a science mind, but I also had a humanist heart. The two really come together in medicine and healthcare, and so that’s what drove me down that pathway. Being an emergency physician is kind of similar in a lot of ways to being a first responder, and it was only natural for me to gravitate toward a specialty that was in line with what my family background was, having grown up with first responders. It’s really kind of intertwined – that science background with that compassion for community is what led me into medicine,” Dr. Hanks explained.

Dr. Hanks attended the University of Rochester, where he received his training in internal medicine at Strong Memorial Hospital, and earned his master’s in medical management from Carnegie Mellon University, becoming a full-time physician executive in 1998. In 2016, Dr. Hanks joined the team at St. Peter’s Health Partners (SPHP) in Albany and went on to become the President and CEO of both SPHP and St. Joseph’s Health in Syracuse two and a half years ago when the two institutions were consolidated under Trinity Health. He shared insights from his experience working mainly on the not-for-profit side of healthcare, and how the faith-based foundation of Trinity Health sets it apart from other healthcare organizations.

“I’ve always been on the provider side; I’ve never wanted to go on the payer side of the industry because I’m a doctor at heart, and I’ve loved my career,” shared Dr. Hanks. “The reason I’ve spent my entire career on the not-for-profit side of healthcare is that commitment to our patients and our communities, understanding that our resources are limited, and they need to be used judiciously to assure the best outcomes for everyone. When I came to SPHP and now St. Joseph’s, I got the additional experience of working in a faith-based, not-for-profit health system. Trinity is one of the nation’s largest Catholic not-for-profits, and we’re committed to our communities and to the mission of our founding orders. We have that additional commitment and moral responsibility and I think that’s what makes us different than other healthcare systems and hospitals in the area.”

Dynamic Leadership from the Front Lines

In his role, Dr. Hanks is responsible for over 20 different organizations within Trinity Health, including hospitals, nursing homes, assisted living facilities, large physician practices, urgent care centers and more. He shared that one of the reasons he’s an effective leader is because he is often present at many different locations within the healthcare network, and he values open communication from all of his colleagues.

“The first part of my leadership style that I think is critical is I like to go out and about,” said Dr. Hanks. “I like to see things through the lens of the front-line staff. I’m very rarely in the same place – I move around our ministry quite a bit. You can find me working in Syracuse or Albany, or from Troy or Schenectady, or any number of places where we provide services. I’m very transparent and open and anyone can reach out to me at any time. We invite any colleague to participate in a live town hall with me on a quarterly basis where they can hear updates about our system and can ask any questions they have.”

Another critical component to Dr. Hanks’ effective leadership style is the fact that he still actively practices medicine and can be found at times working in the emergency department alongside his colleagues. For Dr. Hanks, not only does this practice help him boost the morale of the healthcare team, but it also gives him the best insights into how the organization is functioning, so he can make the best decisions for patients and caregivers alike.

“Recently, I covered three days in a row in the emergency department at SPHP in Albany over a holiday weekend. That gets around, and people know that I’m willing to get my hands dirty and get in the trenches with them. I think it improves the morale of our team,” Dr. Hanks explained. “Being trained as a physician brings some crucial advantages. First, it really grounds me in the reality of our front-line caregivers, providing a perspective that helps ensure we’re making the best decisions as an executive leadership team that keep the human impact front of mind. Second, it really gives me a lens into systems thinking. Everything comes together in the emergency department, and I can interact with the lab, radiology, pharmacy, patient flow, et cetera. I really learn more about the way our organization works from the time I spend working clinically rather than the time I spend in board meetings or doing rounds.”

Investing in Patient-Focused Technology and Accreditations

Exciting innovations and new accreditations at both SPHP and St. Joseph’s Health have been a focus of Dr. Hanks’ efforts as President and CEO, and they are further evidence of his effective manner of leadership. Specifically at St. Joseph’s Health, which has long been at the forefront of robotic surgery, the recent acquisition of the DV5, a next-generation, multiport surgical robot, has brought even more advancements to the technologies the hospital offers to its patients. The first healthcare system in the Syracuse area to fully embrace robotics, as Dr. Hanks explained, St. Joseph’s offers a full array of robotic approaches, including all generations of the Da Vinci robot, the Xi, and now the DV5.

“Minimally invasive, robotic surgeries offer many benefits to patients, including decreasing patients’ length of stay, decreasing the risk of complications, decreasing the pain patients experience and lessening the need for narcotics after surgery. Many may be surprised to learn that St. Joseph’s is one of the national leaders in robot-assisted, open-heart surgery. Right here in Syracuse, NY we’re a national leader, and really an international leader, in robot-assisted cardiac bypass surgery. So, we’re very, very proud of our investment in robotics, and we’ll continue to make those investments across all of Trinity Health in New York. It really allowed our surgeons to push the envelope and practice at the very highest of levels.”

St. Joseph’s Health was also recently named a Hernia Center of Excellence, an accreditation given by the Surgical Review Corporation after a lengthy review process. Dr. Hanks explained that this designation is a validation of the organization’s clinical excellence, as well as a signal of the team’s commitment to delivering the highest standard of hernia care.

“One of the things I’ve always insisted on is if we’re going to offer a service, like hernia surgery, I want to provide it at the highest possible level. And so, for areas where there are existing accreditations available, I like to push our organization to seek those accreditations, and that’s exactly what happened with our Center of Excellence for hernia surgery at St. Joseph’s. We’ve met rigorous standards for outcomes, safety, patient satisfaction, and continuous improvement of our quality. For patients, this means they can be confident in the care they’re receiving when they seek hernia care at St. Joseph’s Health. Hernias can be very complex and difficult to care for. We have a variety of approaches that we’ve brought together under the Center of Excellence that allow us to offer many options for patients with the best outcomes in the safest delivery of care possible.”

Perhaps one of the most top-of-mind technological advancements in the realm of healthcare is how healthcare institutions are taking advantage of artificial intelligence (AI). According to Dr. Hanks, AI has the potential to radically transform healthcare, both clinically and operationally, and the teams at St. Joseph’s Health and SPHP are staying abreast of the best ways to utilize this growing technology.

“If you give AI the right data set, it can do things like reduce diagnostic error, personalize treatment, improve the health of populations, and automate administrative tasks that cause burnout. We’ve just deployed ambient listening technology, where the AI system listens to when a doctor or nurse practitioner is speaking with a patient, and it creates a note. Now, the doctor or PA no longer needs to either dictate or type the note. This process decreases the amount of time the provider spends on documentation, so they can see more patients and spend more time face-to-face with patients. These are exciting things that are happening, which directly help us improve the experience of and care for our patients.”

Facing Challenges Head-On in the Future of Healthcare

Looking to the future, Dr. Hanks sees healthcare on an accelerated trajectory toward outpatient rather than inpatient settings, with more convenient, consumer-oriented care delivered at home in a model that’s more decentralized and data-driven. He also predicts the healthcare field will place more emphasis on the prevention and mitigation of social influences of health, like poverty and poor food access, and that there will be an increase of reliance on digital tools that can streamline and personalize care. Leading the team at SPHP and St. Joseph’s Health, Dr. Hanks is making sure the wider organization is tuned into these shifts and staying ahead of the curve as transformations occur.

“At Trinity, we’re already investing in these trends,” he stated. “We’ve deployed virtual nursing, and we’re leveraging telehealth for virtual visits with our physicians, including our specialists. We’re growing our home-based services, our value-based care models, and our population health models. We’re reimagining how we support the workforce of the future.

“But the biggest change we’re preparing for really is cultural. How do you embrace a mindset of high reliability, continuous innovation, and partnership? That’s the real engine of transformation,” Dr. Hanks emphasized.

Along with such changes, there will certainly be many challenges, as Dr. Hanks pointed out. These challenges include cuts to government funding, increasing government payer and decreasing private payer models, an aging population with higher healthcare needs, and more centralization of super subspecialities leading to a need for patients to travel longer distances for highly specialized care. To confront these challenges head-on, Dr. Hanks emphasized the need for transparent communication and collaboration across the entire healthcare system and beyond.

“Operationally, we have to be agile. We have to be disciplined and stay focused on long-term strategy while at the same time nimble enough to adapt to the short-term disruptions. We have to work across teams externally, with payers, policymakers, and community partners. No one organization is going to be able to navigate these waters alone.”

With Dr. Hanks at the helm, the providers, staff, and patients at St. Joseph’s Health and SPHP can rest assured the organization will tackle the coming changes and challenges by staying true to its foundational mission.

“We have to be clear about our mission and our values. In times of uncertainty, our North Star remains constant, and for us at Trinity, that mission is to be a compassionate and transforming, healing presence in our communities.”

 

 

Micron’s Arrival: A Once-in-a-Generation Opportunity for Local Manufacturers

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By: James D’Agostino

When Micron Technology announced its historic plan to invest up to $100 billion in a semiconductor megafab in Clay, New York, it made national headlines. But for manufacturers across Central New York, this announcement isn’t just exciting, it’s transformative. Micron’s presence is expected to bring thousands of high-tech jobs, create a robust innovative ecosystem, and fundamentally change the regional economy. For small to midsized manufacturers, the opportunity is clear: Micron’s arrival will open the doors to new markets, new partnerships, and long-term, sustainable growth.

  1. A High-Tech Supply Chain Anchored Locally

Micron’s semiconductor plant will be one of the largest in the nation. With it comes the need for an expansive, reliable supply chain, which means sourcing many products and services from right here in Central New York. From tooling to packaging, testing, logistics, and facility maintenance, Micron will require a network of trusted suppliers to keep operations running smoothly. This is where local manufacturers can step up. Businesses that can meet Micron’s standards, especially those with quality certifications like ISO 9001, AS9100, or IATF 16949, have a real chance to secure long-term contracts as preferred suppliers. Many will be able to diversify into new service areas or scale existing capabilities to meet demand.

  1. An Innovation Ripple Effect

Micron isn’t just building a factory; it’s planting a technology hub in the heart of Central New York. Semiconductors are at the core of everything from smartphones and electric vehicles to defense systems and AI. Supporting a company like Micron creates technology-forward pressure across the supply chain, requiring higher levels of automation, precision, quality control, and cybersecurity. That pressure is a good thing. It will push regional manufacturers to modernize, adopt smart technologies, and invest in R&D. Those that embrace this shift will find themselves more competitive, not just with Micron, but across the broader high-tech and advanced manufacturing landscape. In many ways, Micron’s arrival can act as an accelerator for local innovation.

  1. Workforce Development That Benefits All

Micron’s growth means job creation on a massive scale: 9,000 direct jobs, over 40,000 additional jobs, and a workforce pipeline that must evolve quickly. To meet this need, Micron is working closely with educational institutions, trade schools, and regional organizations to build a training ecosystem, one that includes not only engineers and technicians but also skilled trades, machinists, inspectors, and plant operators. That’s good news for all local manufacturers. As training programs expand, particularly in STEM fields, manufacturing technology, and mechatronics, the talent pool available to all regional companies will grow. Manufacturers will benefit from a more qualified, job-ready workforce without shouldering the full cost of training and recruitment alone.

  1. Business Confidence and Infrastructure Investment

Micron’s multibillion-dollar commitment sends a powerful signal to investors, developers, and business leaders: Central New York is open for business. That confidence will lead to broader investment in infrastructure; roads, utilities, broadband, housing, and transportation, which supports not just Micron but the entire manufacturing community. This momentum creates a rising tide for local businesses, from machine shops and plastics manufacturers to metal fabricators and quality labs. Communities that were once shrinking or stagnant are now on the map for national attention and global investment.

  1. New Collaborations and Public Support

With Micron’s investment comes greater coordination between state agencies, regional economic development organizations, and technical support networks, like the Central New York Technology Development Organization (TDO). Manufacturers will have more access to:

  • State and federal funding opportunities
  • Export and market expansion support
  • Cybersecurity and quality management consulting
  • Lean and operational excellence training

Organizations like TDO are working directly with manufacturers to ensure they are “Micron-ready”—meaning they have the processes, certifications, and systems in place to capitalize on this opportunity. This level of support is unprecedented and offers smaller manufacturers the resources to grow smarter and faster than ever before.

  1. A New Era of Regional Collaboration

Micron’s success depends on a healthy, reliable ecosystem of partners, and that means stronger collaboration between regional manufacturers. We’re likely to see:

  • More co-manufacturing relationships
  • Shared use of specialized equipment and testing services
  • Joint training initiatives
  • Cross-industry partnerships

This kind of collaboration can reduce costs, increase capacity, and enable companies to pursue larger, more complex contracts together than they could alone.

Final Thoughts: Seize the Moment

Micron’s arrival is not just a headline; it’s a turning point. Central New York manufacturers have a rare opportunity to align with one of the world’s leading technology companies. But capitalizing on that opportunity requires intentional action: investing in certifications, developing workforce capabilities, modernizing systems, and strengthening business fundamentals. Those who prepare now will be positioned not only to work with Micron but to become stronger, more competitive players in the global marketplace. For local manufacturers, the time to act is not someday, it’s now. Want to learn more about the Micron opportunity? Connect with Central New York’s trusted manufacturing partner at www.tdo.org.

Central New York is Changing. Change is Good

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By Pierre Morrisseau

We are witnessing what some are calling “generational change” in our region. Like most leaders, I view change as both inevitable and largely positive. But while change brings new opportunities, we also understand that it brings new challenges and risks. As leaders, we are compelled to consider how change will impact our communities and our companies. One way to manage through change is by playing out scenarios. Scenario planning enables you to prepare for multiple plausible futures by identifying key uncertainties, mapping out strategic responses, and monitoring leading indicators. Bringing together teams to play out scenarios allows for more creative thinking and development of solutions that anticipate challenges and smooth out volatility and risk.

Consider the impact of Micron Technology on Central and Upstate New York. The project will create 50,000 jobs, add 76,000 new residents to the region, and create a strain on our construction and infrastructure resources. According to Empire State Development (ESD), Micron will add over $16 billion in economic output in our region and more than $9 billion in real Gross Domestic Product (GDP) over the next 30 years. This is, by any standards, a massive impact on any region, particularly one the size and scope of Central New York.

Now imagine you are a manufacturer looking to grow your operations during this period.  Let’s consider some key uncertainties to monitor

Uncertainty

Possible Range

Labor Availability

Highly constrained → Moderately available

Material Pricing & Availability

Volatile and delayed → Predictable

Micron Project Timeline

Accelerated → Delayed

Infrastructure Readiness

Ready and expanding → Overburdened

Government Incentives

High support → Limited funding

To plan effectively, we can define three possible futures:

Scenario 1: “Surge Economy”

  • Micron progresses on schedule or faster.
  • Labor and materials become scarce.
  • Construction prices surge.
  • Local infrastructure struggles to scale.

Scenario 2: “Managed Growth”

  • Micron’s growth is steady and well-supported.
  • Labor and contractors are stretched but not overwhelmed.
  • Incentives and regional collaboration ease growing pains.

Scenario 3: “Delayed Uptick”

  • Regulatory or macroeconomic delays slow Micron.
  • Labor supply is temporarily looser.
  • Construction contractors become more available.

As we work through each scenario, we build strategic options for each of them.  Examples:

Strategy

Surge Economy

Managed Growth

Delayed Uptick

Lock in Contractors Early

Critical

Recommended

Optional

Pre-order Long-Lead Materials

Yes

Yes

Partial

Phase Expansion Projects

Start small, defer

Stagger phases

Accelerate

Build In-House Trades Team

High value

Medium value

Not required

Use Modular Construction

Maximize prefab

Selectively apply

Not a priority

Engage in Workforce Development

Urgent

Important

Opportunistic

Secure Government Incentives

Must-do

Strategic move

May be unavailable

We would identify early warning indicators to monitor such as:

Indicator

Signal

Union training center waitlists

Tightening labor

Non-responsiveness to RFPs

Contractor saturation

Micron’s quarterly construction updates

Timeline confidence

Material delivery lead times

Supply chain pressure

Local infrastructure project status

Readiness or delay

Considering all three scenarios we may identify immediate actions to take to prepare for the future such as:

  • Lock in key general contractors and specialty subs
  • Establish pre-negotiated supply agreements
  • Phase large projects into modular or manageable timelines
  • Partner with unions, trade schools, and apprenticeships
  • Apply for ESD, CHIPS Act, and workforce funding now
  • Monitor Micron’s pace and market saturation indicators

Scenario planning is highly effective because, according to scientific research, the brain struggles to distinguish between imagination and reality. Importantly, when dealing with reality we may be constrained by reality itself while the imagination is unbound and free to consider a fantastic range of scenarios.

From a risk management standpoint, working through these scenarios helps us to mitigate personal and business risk and associated costs. For example, we anticipate a considerable increase in the overall cost of living as higher-paying jobs arrive and wages increase along with the cost of goods, housing, property values, taxes and construction. Ultimately, to fully protect one’s assets, insurance costs will rise in step with the cost of repairing or replacing homes, autos and possessions, and for businesses, the cost of business continuation protection, insurance for facilities, inventory, transporting of goods, auto, liability, cyber, workers’ compensation and healthcare.

The bottom line is change is good. Change is necessary for healthy growth, but it is not without changes in risk. The next decade in Central New York will be transformational—but chaotic. Businesses who proactively use scenario planning can transform uncertainty into competitive advantage. By anticipating multiple paths forward and acting decisively when the time is right, they will position themselves as resilient, nimble players in the region’s industrial renaissance. We are wise to pre-plan and run through many scenarios to be prepared.

The Impact of Artificial Intelligence on the Future of Construction Estimating

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Earl R. Hall, Executive Director, Syracuse Builders Exchange

The construction industry is entering a transformative era where artificial intelligence (AI) is set to redefine traditional estimating processes. Accurate project cost estimation has always been a critical factor in the success of construction projects.  AI technologies, particularly those involving machine learning and predictive analytics, are poised to enhance the speed, precision, and efficiency of estimating, enabling contractors to remain competitive in an increasingly data-driven market.

Enhancing Accuracy Through Data-Driven Insights

Although many contractors today utilize estimating software, traditional estimating relies heavily on human judgment, historical data, and manual analysis. While experienced estimators bring valuable expertise, human error and time constraints can affect accuracy. AI algorithms, by contrast, can process vast amounts of historical cost data, project specifications, and market trends in seconds.

Machine learning models can identify patterns that humans might overlook, such as subtle correlations between design choices and cost impacts. For example, AI can detect how changes in material supply chains or labor availability in specific regions of New York State influence costs. This level of predictive precision allows estimators to develop more reliable budgets and contingencies, reducing the risk of overruns.

Automation of Repetitive Tasks

One of AI’s most immediate impacts will be the automation of routine estimating activities. Tasks such as quantity takeoffs, data entry, and comparison of vendor quotes can be handled by AI-powered tools. Optical recognition systems can read and interpret blueprints or BIM (Building Information Modeling) files to automatically extract material quantities and specifications.

By automating repetitive functions, estimators can allocate more time to strategic decision-making, negotiation, and client communication activities where human judgment and relationship skills remain critical.

Integration with BIM and Project Management Systems

AI’s synergy with various BIM platforms will further enhance estimating accuracy and collaboration. By linking AI-powered estimating tools directly to BIM models, any design modification can instantly trigger an updated cost estimate. This real-time feedback loop empowers architects, engineers, and owners to make informed decisions earlier in the design phase, when changes are less costly to implement.

Integration with project management software can also enable continuous monitoring of actual costs versus estimates during construction. AI can flag deviations in real time, allowing for proactive adjustments rather than reactive corrections.

Predictive Risk Analysis

AI’s predictive analytics capabilities extend beyond cost estimation into risk forecasting. By analyzing historical project data, AI can highlight potential risk factors such as weather-related delays, supply chain disruptions, or labor issues. Estimators can then incorporate these risks into cost and schedule forecasts, creating more resilient and realistic bids.

This proactive risk assessment can also improve contractor-client relationships by fostering transparency and demonstrating preparedness for unforeseen challenges.

Market Competitiveness

In a competitive bidding environment, the ability to produce accurate, detailed estimates quickly is a significant advantage. AI not only shortens estimating timelines but also enables firms to analyze multiple bid scenarios with ease. Contractors can compare design alternatives, procurement strategies, and schedule adjustments to determine the most cost-effective approach.

Over time, companies that adopt AI in their estimating workflows will likely outperform those relying solely on traditional methods, as they will consistently deliver bids that are both competitive and financially viable.

Challenges and Considerations

While the benefits are substantial, implementing AI in construction estimating is not without challenges. The accuracy of AI models depends on the quality and quantity of data available. Many construction firms will need to invest in digitizing historical records and standardizing data formats. There may also be resistance from experienced estimators who are skeptical of AI’s reliability or concerned about job displacement.

Addressing these concerns will require clear communication that AI is a tool to enhance, not replace, human expertise. Training programs that upskill estimators in AI-assisted workflows will be essential.

Conclusion

AI’s integration into building construction estimating represents a major leap forward in efficiency, accuracy, and strategic capability. By automating routine tasks, enhancing data-driven decision-making, and enabling predictive risk analysis, AI empowers contractors to deliver more reliable bids and manage projects more effectively. While adoption will require investment in technology, data management, and training, the long-term benefits in competitiveness and project success make AI a critical factor in the future of construction estimating.

Edited by Chat GPT

Mental Health Access

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By Kathy Ruscitto

Recent conversations with families seeking mental health resources have highlighted the severe challenges in accessing psychiatric care in our community. What began as routine inquiries have exposed a healthcare system stretched beyond capacity, with primary care physicians increasingly unable to connect patients with psychiatric specialists. The backlog, initially attributed to COVID-19 disruptions and workforce shortages, has reached critical levels that demand innovative solutions.

In consultation with Ann Rooney, Deputy County Executive for Human Services in Onondaga County, the scope of this challenge became clear. The County is actively responding through the Department of Children and Family Services, implementing triage systems designed to prioritize the most vulnerable patients and ensure they receive timely care. Ann also shared a tool the County recommends for physicians to consider called Clinicom (https://clinicom.com/). This algorithm helps providers assess mental health conditions in a timely manner to consider treatment options. Other counties in upstate New York, along with major health foundations from Buffalo to Albany, cite mental health and substance abuse among their top priorities for focus in the next year.

For families with private insurance and financial resources, online mental health platforms offer promising alternatives. Services like Talkiatry and BetterHelp provide access to licensed providers when traditional pathways fail, though they typically operate on a private-pay basis. Online services must be licensed in your state to provide care. While often requiring private payment, they can help individuals navigate next steps and access immediate support.

The mental health system is adapting through tiered care approaches. Psychiatrists focus on the most acute cases, while psychologists and therapists provide ongoing counseling and support for longer-term cases. This model maximizes specialist availability while ensuring comprehensive care. Primary care physicians have become frontline mental health providers by necessity. Many report managing mental health concerns, including substance abuse issues, while patients await specialist access. This reality requires staying current with available resources and access points.

The range of inpatient beds in local health systems are critical parts of the mental health care system when individuals and families face crisis. These beds are also under severe stress from increasing demand. This adds to the crisis in access when immediate care is needed. Multiple barriers continue to impact access including rural geography limitations, insurance coverage gaps, and evolving telehealth regulations. Staying informed about available resources remains crucial for reducing patient frustration and improving care coordination.

 

Thank you for all you do in supporting families facing mental health crisis.

 

Essential Resources Directory

Online Mental Health Platforms

Note: Many sites exist online. Forbes rated these as among the best.

Provider Assessment Tools

State & County Resources

Children’s Mental Health

  • ACCESS Team
    Phone: (315) 463-1100

Substance Use Services

  • Prevention Network Resources
    Phone: (315) 471-1359

Leading with Heart and Vision: How President Mantosh Dewan, MD, is Growing Upstate Medical University Today — and for Future Generations

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By Bari Faye Dean

Fifty years ago, in 1965, SUNY Upstate Medical University Hospital, then called “State University Hospital,” opened its doors. Ten years later, Mantosh Dewan, MD, walked through them for the first time.

Back then, the young psychiatry resident, with his mind focused on his patients, wanting to conduct important mental healthcare research and write about it, Dr. Dewan could never have dreamed that someday he would be the guiding force behind the outstanding growth and achievements of the Upstate University Health System.

Upstate is more than just a flagship hospital with many satellite locations throughout Central New York. The medical university boasts four colleges – the Medical College, the College of Health Professions, College of Nursing and College of Graduates Studies. All four colleges are constantly striving to do more to fill the nationwide clinician shortage.

“We are doing everything possible to respond to the healthcare needs we face today,” Dr. Dewan said. “Of course, we are constantly growing, and we will never stop trying to do more for our patients today, while also thinking ahead to what the future holds.”

About Dr. Dewan…

Dr. Dewan is a SUNY Distinguished Service Professor in the Department of Psychiatry at Upstate. He was both director of Undergraduate Education and director of Residency Training. He also served as interim dean of the College of Medicine.

With 35 books and book chapters and 75 papers to his credit, he is well-known and respected for speaking on a wide range of topics from brain imaging to the economics of mental healthcare.

And, a lifetime of caring for others has garnered him myriad accolades: Best Doctors in America, Distinguished Life Fellow of the American Psychiatric Association, recipient of the Scientific Achievement Award from the Indo-American Psychiatrists Association, the Exemplary Psychiatrist Award from the National Alliance for the Mentally Ill, and the list continues.

About Dr. Dewan’s Mission…

Dr. Dewan has been the driving force behind increasing Upstate’s employee base, which now employs the largest workforce in Central New York. It’s edging toward 13,000 strong and still growing. Under Dr. Dewan’s leadership, Upstate has become the second-largest revenue producer in the entire SUNY system – to the tune of an economic impact of $3.2 billion across the state.

Impressive numbers, for sure, but unfortunately, that growth isn’t always enough. There are some days, Dr. Dewan laments, when Upstate has to turn patients away; there simply aren’t enough beds. And, with the promise of Micron being built to the west of Syracuse, Dr. Dewan knows the number of Upstate’s prospective new patients will grow significantly in the next decade.

Accommodating that kind of future patient growth, he said, requires adhering to the plan he put in place that “ensures excellence and access” now. It’s a strategy that will also go a long way to meeting the needs of the growing region when the time comes.

“For me, it’s about doing more, better – now,” Dr. Dewan said. “I am focused on hiring the very best people who bring the best in clinical care. We just have to keep doing more because there is such a need.”

And, where there is a need, Dr. Dewan is ready to jump in and help.

A Bit of History

President Dewan took on the role of president at Upstate at the end of 2018 and says 2019 was a transition year. Then came the COVID-19 pandemic.

Dr. Dewan’s strategic vision for growth turned to a singular focus: making sure Upstate clinicians had what they needed to battle what turned out to be some of the darkest days in modern healthcare for the entire world.

“That was a very stressful time for all our clinicians and all our 

academics. I learned something very important about this team at Upstate. I saw a level of kindness and caring that I’ve never seen in my life. You might have expected bad behavior from people under such sustained stress. Not here. All I saw was competence and caring,” he said. “It was like a miracle that 12,000 people stepped up and were so kind.”

Dr. Dewan’s leadership surely led the way; he did whatever was necessary to procure personal protective equipment, including masks, that healthcare facilities around the world couldn’t seem to get their hands on.

“It was a scary time. I committed early on that we would do everything to protect our people,” Dr. Dewan said. “I am very proud to say we did not lose a single employee to COVID.”

Growing Upstate

Upstate is the second largest public university by revenue in New York State; Stony Brook University on Long Island is the largest. “We have been growing and intend to keep growing,” Dr. Dewan said, noting Upstate has a significant direct impact on the economy of this region and state.

Indeed. The previously noted $3.2 billion in economic impact on New York State is nearly double the impact of $1.7 billion in fiscal year 2008.

While Upstate received $65.2 million in direct operational support from the State of New York, the investment enabled Upstate to generate substantial economic activity.    

“We are good stewards of the funding we get from the state,” Dr. Dewan stressed. “For every state dollar we receive in operating support, we make $47. That is only from direct operating costs. I am very proud of this.”

Life-changing Medicine with Novel Inventions

There is plenty of growth – both in infrastructure builds and expansions and healthcare service offerings – on the horizon at Upstate. While he surely would like all of Upstate’s plans to come to fruition, Dr. Dewan said he believes “hope” is not a strategy for growth.

Financial investment and business support for Upstate’s research scientists, he maintained, will continue to turn dreams into reality.

For example, he speaks highly of Frank Middleton, PhD, a professor of neuroscience and physiology at Upstate, who developed a saliva test for COVID that was used at 60 of the 64 SUNY campuses and eventually in the Syracuse public schools. Dr. Middleton also developed a saliva test for autism that has received FDA breakthrough designation.

With great pride, he also reminds that Stephen Thomas, MD, a full-time faculty member at Upstate, was the lead principal investigator for the world-wide Pfizer/BioNTech vaccine trial. Dr. Thomas presented the findings of the trial to the U.S. Food and Drug Administration to get the first vaccine approved.

But Wait, There’s More – and Upstate Will Be Part of It

Dr. Dewan is less of a talker and more of a thinker and a doer. He is certain that research scientists at Upstate and the 30 to 40 companies operating out of the health system’s Bio Accelerator are working on “the next great things” in medicine and he is determined to support their work fully.

“There is very exciting work going on in cancer research and in neuroscience – specifically looking at dementia and schizophrenia,” he said. “And do you know about all the work being done here in vision research? How about the strong group of scientists doing work in endocrine studies? They are trying to grow pancreatic cells in the lab. This would be a permanent cure for diabetes!”

Though Dr. Dewan is soft-spoken with a calm demeanor – the type you might expect from a successful psychiatrist – he can’t help but show his excitement for the work being done at the Bio Accelerator – a business incubator where the brightest entrepreneurial minds can bring “what’s next” in healthcare to market.

“Seeing the companies in our Biotech Accelerator, as well as initiatives we’ve supported financially with the Upstate Biotech Venture Fund, succeed is so gratifying to me,” Dr. Dewan said, adding this work is extremely important to Upstate’s continued growth trajectory.

With the $5 million Upstate invested in the venture fund and the matching $5 million received by Empire State Development, Dr. Dewan said he is hoping to invest in 20 different projects that will bring new therapies to market quickly.

And, why not? Upstate has a storied history when it comes to being first in healthcare in Central New York. Upstate has the only cancer center in Syracuse treating adults and children and recently opened facilities in Verona and Auburn. “Opening centers where people can get access to cancer care close to home is very important to me. We need to make healthcare as easy and convenient for patients as we can,” Dr. Dewan said.

He is quick to list many more exciting “onlys” and “firsts.” Upstate is CNY’s only Level 1 Trauma Center and is one of only five hospitals in all of New York State to have Level 1 Trauma Centers for both pediatrics and adults.

“We offer 70 healthcare services that aren’t provided elsewhere in CNY, including care for burns, kidney transplants and new efforts for pediatric mental health,” Dr. Dewan said. “For example, Upstate has the only Joslin Center for Diabetes in the state. Upstate has the only inpatient unit for children with autism and behavior problems in the state. The level of stroke care we can provide is unmatched,” he added. “We have the only neurological intensive care unit in the region, and those patients benefit from unique in-patient rehabilitation services as well.”

A Unique Type of Leader

It’s not easy to get Dr. Dewan to talk about himself. He will tell you that getting married to his lovely wife of 50 years is the best decision he has ever made. He is quick to say that he loves to travel to visit his children and grandchildren – in Los Angeles and Miami – and also enjoys taking trips around the world. In the past year he has been to Japan and Egypt and is always looking for his next vacation spot.

But when it comes to talking about his own leadership style, Dr. Dewan smiles and goes right back to being the man with a plan in charge at Upstate.

“I work in a system that has an amazing level of talent. Without exaggeration, if I go to any meeting, say with Upstate neurologists or cardiologists, I know that I’ll always be the least qualified person in the room,” he said. “As president, my job is not to tell them what to do. I lead by supporting them so they can be exactly who they are – the very best.”

Manufacturing Trends – Reshoring

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By: James D’Agostino

In recent years, reshoring manufacturing — the practice of bringing production and supply chains back to domestic soil — has gained significant momentum. The COVID-19 pandemic, geopolitical uncertainties, supply chain disruptions, and rising labor costs in foreign markets have all contributed to the shift in perspective. Now, more than ever, companies are seeing the advantages of manufacturing closer to home.

Supply Chain Resilience and Security

The global pandemic exposed vulnerabilities in international supply chains. Companies that relied heavily on overseas suppliers faced massive delays, port congestion, and shortages of raw materials and finished goods. Reshoring manufacturing mitigates these risks by shortening supply chains and reducing dependence on foreign suppliers. A domestic supply chain ensures greater reliability, better inventory control, and faster response times to fluctuations in demand.

Rising Labor Costs in Offshore Markets / Technological Advancements in Manufacturing

For decades, companies offshored manufacturing to countries with lower labor costs, such as China, Vietnam, and Mexico. However, wages in these regions have been steadily rising, reducing the cost advantages of offshore production. At the same time, advancements in robotics, automation, and artificial intelligence have revolutionized modern domestic manufacturing. Smart factories, 3D printing, and IoT (Internet of Things) technologies allow for more efficient, high-quality domestic production with reduced labor costs. These innovations make it easier for companies to reshore manufacturing while maintaining competitive pricing and operational efficiency.

Tariffs and Trade Tensions / Government Incentives and Policies

The ongoing trade disputes between the U.S. and China, along with other geopolitical challenges and disputes, have made it more expensive and unpredictable to manufacture goods overseas. Tariffs, sanctions, and shifting trade agreements have added costs and complexity to offshore production. By reshoring, companies can bypass these uncertainties, stabilize their pricing models, and avoid expensive trade-related disruptions. At the same time, governments worldwide, particularly in the U.S. and Europe, are encouraging companies to bring manufacturing back home. Incentives such as tax credits, grants, and subsidies are available to businesses investing in domestic production. Additionally, initiatives like the CHIPS and Science Act in the U.S. aim to revitalize key industries such as semiconductor manufacturing. These policies make reshoring a financially attractive option for many businesses.

Consumer Demand for ‘Made in America’ / Sustainability and Environmental Benefits

Consumers are becoming more conscious of where products are made and are increasingly prioritizing domestically produced goods. The ‘Made in America’ label carries a sense of quality assurance, ethical labor practices, and environmental responsibility. Brands that manufacture domestically benefit from increased consumer trust and loyalty, leading to a stronger market presence and competitive edge. Reshoring manufacturing also supports sustainability goals by reducing the carbon footprint associated with long-distance shipping and transportation. Shorter supply chains mean lower greenhouse gas emissions, less energy consumption, and a reduced environmental impact. Additionally, domestic manufacturing tends to adhere to stricter environmental regulations, contributing to more responsible and eco-friendly production processes.

In conclusion, reshoring manufacturing is no longer just a patriotic move — it is a smart business strategy. With increasing supply chain vulnerabilities, rising overseas labor costs, government incentives, and technological advancements, now is the ideal time for companies to bring manufacturing back home. By doing so, businesses can improve efficiency, strengthen supply chain resilience, meet consumer demands, and contribute to sustainable growth. The future of manufacturing is local, and companies that act now will reap the long-term benefits.

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

Leaders are Entering a New Year with Optimism and a Close Eye on Risks

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By: Pierre Morrisseau, CEO, OneGroup

Upstate New York is heating up with myriad projects and market growth, bolstering confidence that 2025 will be a positive and productive year yet planning for typical and unknown new risks. Meanwhile, we are in the grip of another northeast winter that brings with it additional potential claims such as auto accidents, property damage and slip-and-fall to name a few.

Our clients are telling us they are entering the new year with renewed optimism while continuing to struggle with the larger issues of employee acquisition, engagement, and retention, reading the regulatory landscape in a rapidly changing business environment, and grappling with the continued high cost of insuring against risks.

On the employee front, we are also focused heavily on strategies for attracting the best and brightest while retaining our long-term employees who possess deep product and institutional knowledge. The balancing act is far from easy, as the workplace dynamic has dramatically changed since the pandemic. For example, Korn Ferry research revealed that managers are being asked to do more because Gen-Z employees—future leaders—do not want to assume roles in management. Adding to the challenge, the research found that 45% of employees over 55 have not spoken to a Gen-Z at work over one year, and only one in five Gen-Z employees have engaged with employees over 50. Of course, there are generations up and down the scale, but this example points to the challenges we, as leaders, face when trying to build a high-productivity, cohesive workforce.

This bifurcation in the workplace contributes to erosion of communication and transparency, all of which can create a lack of trust—the enemy of collaboration and esprit de corps. While we have a robust human resource consulting division to assist us in employee engagement, it remains a top-level priority for us as it does for many of our clients and leaders I have spoken with.

On the risk management front, the cost of insurance remains high and companies are looking for ways to reduce costs while retaining adequate coverage to protect their assets.

I recently shared that insurance rates continue to climb as the cost of repairs, replacement, and litigation soars. I also shared that there are strategies that you and your insurance broker can employ to reduce your cost through risk analysis and mitigation.

One timely example of recognizing and mitigating the cost of risk is water damage and freezing. According to the Insurance Information Institute (III), together, these risks represent the second-most cause of property claims annually, followed by wind and hail. From 2018 to 2022, about 25% of home insurance claims were due to water damage or freezing, with an average repair cost of over $14,000. Just one inch of water in a typical home can cause $25,000 or more in damage, and the number is increasing yearly according to III. Despite this large risk, Consumer Affairs indicates that fewer than 20% of homeowners take precautionary steps to protect their assets, including purchasing the correct insurance coverage.

This illustrates the importance of not only creating an annual plan to check hoses, pipes, and faucets regularly, but to list mitigating steps such as monitoring your water bill, clean gutters, protect pipes from freezing and inspect/replace your water heater to name a few. Additionally, new technologies make it easy to prevent water leaks and the high cost of repairs. For instance, several insurance companies offer customers free sensors and 24/7 monitoring and support or discounted premiums when installing leak detection sensors. These new programs are helping clients to avoid hundreds of thousands of dollars in losses.

Smart system water flow detection devices are affordable and are most effective when you combine several components including: leak detectors, water monitors, water shut-off valves and freeze sensors.

This is a simple example yet points to the importance and rewards of meeting with your insurance professional to create a mitigation plan and researching all the potential savings. It’s the smartest step for both homeowners and business owners/managers.


“Piggybacking” Misapplications by Public Owners A New York Court’s Decision to Remedy the Practice

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Earl R. Hall, Executive Director – Syracuse Builders Exchange

Over the past few years, some public owners have taken the position that piggybacking is permissible for public work construction projects, capital improvements and other public works contracts associated with conventional construction projects. 

To provide context, piggybacking is a permissible means for municipalities or other public entities (i.e., public schools) to purchase “apparatus, materials, equipment or supplies, or to contract for services related to the installation, maintenance or repair of apparatus, materials, equipment, and supplies…”  In short, it may be proper for the purchase of “things,” but not construction.  Utilizing “piggybacking” in lieu of the competitive bidding process is permissible only if certain conditions have been met; however, none of those conditions include public works construction or capital improvement projects to infrastructure or buildings.

Public works, public works contracts and public works projects include construction or repair projects undertaken by the public owner or municipality on their infrastructure or building project.  Public works construction projects are subject to New York State’s competitive bidding laws consistent with General Municipal Law (GML) Article 5-A.  Article 5-A includes Wicks Law (Section 101) and competitive bidding of public works construction projects (Section 103).

Piggybacking is intended for the purchase of specific classes of “things,” such as apparatus, materials, equipment, and supplies, as well as service contracts related to those specific things.  It does not include public works, public works contracts or public works projects, which the court has interpreted to mean “construction” or “repair projects” undertaken by municipalities which are clearly distinct in nature and scope from apparatus, materials, equipment, and supplies.

A recent case against the Board of Education of the Maine-Endwell Central School District; the Maine Endwell Central School District, Judge Oliver N. Blaise, III determined such piggybacking application and usage on a $64 million capital improvement project for the school district’s various buildings and facilities was impermissible.  The court determined that, in this case, the contract to be piggybacked should have been let in a manner consistent with GML 103, and requiring sealed bid, public advertising of projects and awarded to the lowest responsive and responsible bidder.  Finally, the court determined that the use of the word “vendor” for piggybacking purposes means suppliers of apparatus, material, equipment, supplies, and services related thereto, as opposed to ‘contractors’ seeking to erect, construct, reconstruct or alter buildings…”

The construction industry, including contractors throughout New York State, remain optimistic that future misapplications of the piggybacking provision by public owners will be diminished as a result of this court 2025 decision, as New York’s public bidding laws defined in GML 103 cannot be circumvented on public works construction projects which the courts have defined.

Source:   Daniel J. Lynch, Inc.; Kelly Lynch Individually, and as a Taxpayer; Slavik & Co. Inc.; George J. Slavik, Jr. Individually and as Taxpayer; Andrew R Mancini Associates, Inc.; Louis N. Picciano & Son, Inc. and William H. Lane Incorporated against Board of Education of the Maine-Endwell Central School District; the Maine Endwell Central School District; and Smith Site Development.  Broome County Clerk February 13, 2025.

Benefits of Content Marketing

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Generated by ChatGPT Edited by Michael T. Brigandi, CNY C-Suite, Publisher

Increased Brand Awareness

  • Consistently publishing valuable and relevant content helps to increase visibility. As your content reaches a larger audience, more people become familiar with your brand.

Establishes Authority and Expertise

  • By providing high-quality, informative content, you position your business as an authority in your field. This helps build trust and credibility with your audience.

Improved SEO and Organic Reach

  • Quality content that is optimized for search engines (SEO) can help your website rank higher on search engine results pages (SERPs). This boosts your organic traffic.

Engagement with Audience

  • Content marketing encourages interaction with your audience, whether through comments, shares, or likes. This helps in building a community around your brand.

Lead Generation

  • Well-crafted content can help attract potential customers and drive them down the sales funnel. Offering valuable content, like whitepapers or ebooks, in exchange for email subscriptions can be an effective way to gather leads.

Cost-Effective Marketing

  • Compared to traditional forms of advertising, content marketing can be a more affordable long-term strategy. Once content is created, it can continue to generate value over time without ongoing costs.

Better Customer Relationships

  • Content allows you to directly communicate with your audience, answer their questions, and address their pain points. This strengthens customer loyalty and satisfaction.

Supports Other Marketing Channels

  • Content marketing supports various other marketing efforts, like printed media, social media, email marketing, and paid ads. For example, blog posts can be shared on social media, driving traffic to your website.

Increased Conversion Rates

  • Engaging and relevant content can help move prospects closer to conversion by addressing their specific needs and demonstrating how your products or services can solve their problems.

Long-Term Results

  • Content that continues to provide value can work for you over time, generating leads and traffic long after it’s published. Blog posts, videos, and infographics can attract new audiences months or even years after they’re created.

Builds Trust and Relationships

  • By offering useful, honest, and relevant information, your brand can build long-lasting relationships with its audience. This trust can eventually convert into higher customer loyalty and advocacy.

In summary, content marketing helps you build stronger relationships with your audience, boosts your printed and online visibility, and can be more cost-effective than traditional advertising, all while providing long-term benefits.