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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.

Reset with Nature “Going to the Mountains is going home.”

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Kathy Ruscitto    

It is easy to get stressed from a variety of things.

Sometimes all it takes to reset is by engaging the outdoors.

In , “The Fundamentals of Environmental Neurosciences,” is a summary of current research that looks at the relationship between people and their environments. The premise is that urban design must take into account the importance of green space and its impact on the mind and body.

It doesn’t matter where I am when I share that I live part of the time in the Adirondacks, immediately people smile and often share a story of the Adirondacks from their childhood. Recently a customer service agent in another state started singing the jingle from the waterpark in Old Forge over the phone!

A drive to the Adirondacks can reduce anxiety, improve health, mental health, creativity and inspire new ideas.

I am hoping to plant some seeds for a day or an overnight in nature for you and your family.

Wherever you are in eastern or western , New York State, you are close to the most amazying natural resource, the Adirondack Park.

The drive to the Park pulls in views that are soothing and beautiful. A winter visit with a warm fireplace and a great dinner improves sleep and the ability to manage stress. A summer visit and kayak or swim in the many beautiful lakes and rivers, adds to reducing stress during busy office practice months. It might not be possible to take a long vacation, but planning some reset breaks adds to your health.

It requires focus on creating the time on your calendar and some research to decide where. When our daughter was young we called these exploration days, no work, just family time to do something new. Often we chose Adirondack locations such as Moss Lake, Cascade Mountain, Saranac Lake or our favorite ,Hemlock Hall. No tv, electronics or cell service. Just peace and quiet.

It’s not just about hiking, although there are some of the best trails anyplace in the US. From Old Forge to Inlet to Long Lake to Saranac, Elizabethtown and Lake George. Unique villages, great small libraries and excellent restaurants. Fishing, biking,camping, or just communing with nature can lead to a healthier sense of well-being.

Here are resources to help your planning!

The Adirondacks

Drives

https://visitadirondacks.com/what-to-do/scenic-drives-byways

Views

https://visitadirondacks.com/

Events

Saranac Lake WInter Carnival

Old Forge Winter Carnival

Raquette Lake Winter CarnivalFrozen Fire and Lights, Inlet

Wild Lights at the Wild Center

More at https://www.iloveny.com/search/?q=Adirondacks

Restaurants by region

https://www.adirondack.net/restaurants/all/

 

G.M. Crisalli & Associates, Inc.: Celebrating 35 Years of Excellence in Construction Contracting

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By Elizabeth Landry

When Gary Crisalli first began his own general contracting business in Syracuse in 1989, he was working out of a two-bedroom apartment in Solvay. After the first year and for the next seven years, he and his team operated the business out of a residential home they had renovated to meet their business needs before finally settling into their long-term and current location on Hiawatha Boulevard West. From humble beginnings, Crisalli took on projects in almost every industry, growing the business’s portfolio and demonstrating its commitment to excellence while meeting the needs of a diverse array of clients.

Today, G.M. Crisalli & Associates, Inc. (GMCA) is one of the top general contractors in Central NY, having completed approximately 1,700 projects over the course of the business. With a team of about forty people, the organization works on projects across the entire Northeastern United States, from Wisconsin to Maine to Maryland.

As the company celebrates its 35-year anniversary this year, this important milestone serves as a time to reflect on the growth and accomplishments over the years and to look ahead to the many projects still to come. Between Crisalli, President and Owner, and Rocco Paone, Associate, who joined the company in 1991, the team at GMCA has over one hundred combined years of experience in construction contracting and has achieved much success by focusing on meeting the needs of clients for every project, every time. 

Diverse Clients and Industries

Working as a mason when he was just sixteen, and through his college years, Crisalli worked with a large engineering firm, an architectural firm and a construction contracting company before venturing out on his own. Obtaining such valuable field and office experience in his teens and early twenties allowed GMCA to take on any job in many different industries from the first day of business.

“I’ve been telling people since the day we went into business that we build everything except roads and bridges,” said Crisalli. “Due to a past client that Rocco had worked with, GMCA obtained a contract on a very large construction site in our first year. The Solvay cogeneration power plant in Solvay. We were contracted to do a small job at first. The contract exponentially grew as we performed our base contract.  We were asked to work in many areas of the plant. We ended up being there for three years doing anything they wanted us to do, from asbestos abatement to assisting with the walk-down and commissioning of the boilers. That project was a blessing to our company, but it was also a project we knew we could perform well. From day one we did anything that was requested of our company by our client.  The company philosophy is to acquire the knowledge, expertise, and experience to meet any of our client’s construction needs. That 

philosophy got us in the door and has retained our relationships in many different industries.”

The team at GMCA has completed projects for clients in both the public and private sectors, in industries including education, military, commercial, industrial, medical, retail and grocery, as well as building restaurants and places of worship. Having completed numerous original-build and renovation projects for such a diverse range of clients, Crisalli has a long list of favorite jobs the team has worked on over the years, starting with brick removal and replacement for Onondaga County at the Civic Center in 1991. That same year, the team built the first neuro angiogram room at Upstate Medical Center, which led to numerous build and renovation projects for the health center in the following decades. In 1996, GMCA built the flagship Franklin Covey store in New York City across from the Rockefeller Center. In the early-to-mid 2000s, the company assisted with the building and construction management of the Clarence Jordan Vision Center for Mercy Works in Syracuse, the Island Health & Fitness Center in Ithaca, the Abundant Life Discipleship Training Center and the FedEx distribution center, both in East Syracuse, various five-story college housing projects, and Athletic clubs.  One of the most unique projects GMCA has completed is building the penguin exhibit at the Rosamond Gifford Zoo.

Perhaps the most stand-out project in Crisalli’s list of favorites is the Blodgett Dream Center, a sprawling, one-of-a-kind library located within one of the most impoverished schools in the Syracuse City School District. “Many different artisans worked on this project,” Crisalli explained. “It has a spaceship with twenty-nine computers, a Renaissance-themed area with beautiful arches, a prehistoric-themed space with dinosaurs, a Roman Amphitheater where James Earl Jones read to the Blodgett children on the opening day of the library, and a beautiful Egyptian-themed tiled wall entrance and greeting area. 

Adapting to Change

To continue meeting the diverse range of client needs over the years, the GMCA team has been able to adapt to many different settings and requirements. For Paone, working with such a wide range of clients has been one of the most enjoyable aspects of the business.

“Probably what’s been most exciting for me is meeting so many good customers and diverse clients over the years,” said Paone. “We’ve worked with so many different types of clients and we always strive to adapt to their individual wants and needs. We’ve done a tremendous amount of work in medical institutions and hospitals, which have many layers of requirements, as compared to a client who’s planning a building that’s coming out of the ground. Having the ability to adapt to our clients’ needs and re-educating ourselves for every different project has been so important.”

Alongside diverse client needs, GMCA has been successful in adapting to changes within the industries themselves, related to software, technology, communications and more. Crisalli explained how general societal changes have a large impact on contracting, procurement, and managing projects across industries.

“The construction industry has changed a lot over the years,” Crisalli explained. “Everything moves faster now because of the advancements in communications. Society has changed overall as far as how we communicate with each other from purchasing, procurement of subcontractors, materials, regulations, building systems, construction equipment and processes, just about every aspect of building for our clients.   It has been interesting keeping up with all the changes. The different changes over the years have, in turn, altered the way we approach building in many different ways and areas of the industry.  It’s all a little different than when we started out.  The building process must adapt to our client’s needs. It’s more important to plan and schedule all these items immediately following contract procurement.  Our team obtains all the knowledge necessary to plan out the entire building: pre-construction, construction, and turnover phases in the preconstruction phase of the project, prior to putting a shovel in the ground. This practice has led us in making the construction process efficient and successful.”

“The company’s greatest single asset are the people who meet, adapt, and succeed in navigating the changes to our industry. We are very successful because of our staff of smart, knowledgeable, service-oriented people.” Crisalli continued.

Of course, to keep up with all the moving parts within the contracting space as well as the diverse needs of clients, GMCA’s team needs to remain highly knowledgeable and adaptable.  This makes all the difference with clients and ongoing success. Due to a general shortage of skilled trades, this need can sometimes be challenging, but according to Crisalli, GMCA has been successful in this area because of its focus on ongoing training and education, as well as a unique company culture that combats the stress that often comes along with working in construction.

“Over the years, the training processes that we use have changed completely. Now, we train our team on software as well as procedure, making sure everyone has the skills they need to successfully execute jobs. Not only do we train our employees on our own software programs, but we also train them on our clients’ various software programs to help us assimilate into different markets. Although we make sure the team has the knowledge and training to succeed on every site, the construction industry culture can sometimes be stressful. Many of our employees have been with us for over 10 years, and they appreciate that we try to alleviate stress through working as a team and humor. We have a small company atmosphere that works. Someone is always willing to help when another person’s workload suddenly increases.   I really think that helps,” said Crisalli.

Charitable Giving in the Community

Another important aspect of the company culture at GMCA is a great sense of pride in supporting the causes of several organizations and charities throughout many communities. The company facilitated a golf tournament to support Mercy Works’ at The Clarence Jordan Vision Center last year, raising approximately $50,000. Crisalli is a past president of the Baldwin Fund, and GMCA continues to support this charity.  The company has also supported the Fellowship of Christian Athletes (FCA) every year, as well as local organizations such as In My Father’s Kitchen and Francis House.

One charitable organization that’s especially meaningful to Crisalli is Marvelous Ways International in Lakeland, Florida. GMCA supports a golf tournament for this organization each year, which was founded by a couple from Central New York, Mark and Christin Haywood. Marvelous Ways International uses different developmental programs, teams of trained individuals and innovative technology to help monitor and improve outcomes for impoverished youth in Nicaragua, Costa Rica, and Honduras. “This organization helps kids who don’t have many great options in life to succeed. They give these children and teens a hope for the future by monitoring and guiding them through these youthful years and assisting each individual allowing them to choose a path for a successful life. It’s working out well and really making a difference in the life story of many who had few options for success. I am proud we can volunteer our time and resources to help make a positive difference in the lives of others,” said Crisalli.

Looking to the Future

Having worked with an impressive list of diverse clients for 35 years and always leaning into re-evaluation of the business, learning and constructive change along the way, GMCA is moving into the future with a goal of continued progress, growth, and adaptability.

“We always try to take a snapshot of what our economy is doing – what’s hot and what’s not,” said Paone. “We’ll continue to adapt our business corresponding with changes in the economy. Everyone knows the buzzword in Syracuse – Micron – and we’re certainly keeping our eye on that industry so we can adapt our business to service that industry successfully.”

Although change is always certain, especially in the construction contracting marketplace, one thing that will continue to remain constant for GMCA is its centralized mission of focusing on client needs above all else.

 

“Having been in business for 35 years is a real blessing. During that time, we’ve instilled in our team a sense of slow but steady growth, and conveyed the importance of covering our bases so we can ensure the best possible outcomes for our clients,” said Crisalli. “In our industry, it really comes down to this: if you please your clients, you’ll always succeed.”

Manufacturing Trends – Embracing Innovation & Efficiency

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

Manufacturing continues to experience a transformative period driven by the rapid adoption of advanced technologies and a focus on sustainability. As we look toward 2025, several key trends are shaping the future of manufacturing. From smart manufacturing and automation to sustainability initiatives, space optimization, and labor efficiency, the industry’s evolution reflects a careful balance between cutting-edge technology and practical, responsible solutions.

Smart Manufacturing, Industry 4.0, and Automation

Smart manufacturing is a central pillar of Industry 4.0, and it continues to gain momentum. This approach leverages interconnected machines, Internet of Things (IoT) devices, artificial intelligence (AI), and data analytics to create highly efficient, autonomous production environments. The integration of digital twins, predictive maintenance, and real-time monitoring allows manufacturers to optimize performance, reduce downtime, and improve product quality. As a result, more manufacturers are moving from reactive to proactive production models, minimizing inefficiencies and maximizing output. Automation isn’t a new concept in manufacturing, but the level of sophistication and accessibility is increasing dramatically. Today’s factories are more reliant on advanced robotics and AI-driven systems to handle tasks that were previously completed by human workers. Collaborative robots, or “cobots,” work alongside humans to enhance productivity, allowing for faster and safer operations. This automation enables companies to scale operations while maintaining flexibility, which is especially important in industries where customization and shorter product lifecycles are becoming the norm.

Sustainability Initiatives

Sustainability has become a strategic priority for manufacturers worldwide, driven by both regulatory pressures and consumer demand. As we head into 2025, manufacturers are even more focused on reducing their environmental footprint through energy-efficient processes, the use of renewable materials, and waste minimization strategies. Closed-loop manufacturing, where waste products are reintroduced into the production cycle, is becoming more prevalent, contributing to a circular economy. Manufacturers are also investing in carbon-neutral operations, including on-site renewable energy sources like solar and wind power.

Space Optimization

As real estate costs rise around the region and the demand for agile production grows, manufacturers are turning to innovative strategies for space optimization. The goal is to maximize productivity within existing or limited physical footprints. One approach involves modular factory designs, where production units can be easily reconfigured or relocated as needs change. These flexible layouts help manufacturers adapt quickly to shifts in production demand or product variety without requiring large-scale infrastructure changes. Additionally, digital technologies such as 3D modeling and simulation tools are being used to optimize the arrangement of machinery, storage, and workflows within a facility. By visualizing and analyzing spatial layouts in virtual environments, manufacturers can ensure efficient material flow, minimize wasted space, and reduce bottlenecks. Smart storage systems, like automated retrieval systems and vertical stacking, allow for higher-density storage without compromising accessibility, further enhancing space utilization. By effectively optimizing space, manufacturers can reduce operating costs, improve energy efficiency, and increase overall production capacity without needing to invest in larger physical plants.

Labor Optimization and Workforce Transformation

The role of human labor in manufacturing is also evolving. While automation reduces the need for manual, repetitive tasks, the workforce is being redefined to focus on high-skill, high-value jobs such as machine programming, maintenance, and data analysis. Manufacturers are prioritizing labor optimization by investing in workforce upskilling programs and creating flexible work environments that allow for a blend of remote and on-site work. The rise of augmented reality (AR) tools is also helping workers perform complex tasks with real-time guidance, improving accuracy and reducing training time.

As we approach 2025, manufacturing trends reflect a confluence of advanced technologies, sustainability concerns, and efficiency improvements. Smart manufacturing, automation, and space optimization are enabling manufacturers to achieve unprecedented levels of productivity, while sustainability and labor optimization ensure the industry adapts to modern economic, environmental, and social challenges. By embracing these trends, manufacturers are not only future-proofing their operations but also contributing to a more resilient and responsible global economy.

TDO is a consulting and training organization based in Liverpool, NY. Our mission is to grow the local economy by helping Central NY manufacturers and technology companies drive operational excellence and cultural transformation to reach their full potential. TDO’s support of the local mission generated $265 million in economic impacts in the last contract period supporting jobs, investments, cost savings, and profitable growth. If you are 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.

The Cost of Hiring

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By Susan Crossett, CEO, CPS Recruitment

Understanding the costs of hiring will help companies determine which recruiting model works best for them.  To make that determination, let’s review the variety of options available and each of their benefits.

Often companies begin with internal recruiting.  Filling open jobs from within, using employee referrals, internal advertising, and posting of jobs has several advantages.  It is cost effective, provides employees with a potential career path, boosts morale and provides a built-in knowledge base.  The downside is the candidate pool is more limited, less diverse and may create gaps in the organization.

External recruiting can mean using a variety of different methods depending on the type of role an employer is seeking to fill.  A company with a strong brand may attract enough candidates without needing to use any third-party intermediary.  They may maintain a database of good quality candidates that have interviewed for a different role, for future opportunities.  Staying connected with alumni who departed in good standing is another way to optimize your candidate database.  A robust candidate database helps to minimize hard costs associated with recruiting talent.

In a highly competitive labor market various other tools are available to assist in the recruiting process.   A company can start with a simple online classified website, such as Craigslist, a low-cost option that allows employers to choose the location and industry sector to post their ad.  Social media jobsites allow for job advertisements and candidate database searching or sourcing, think LinkedIn.

Job Boards are internet-based talent acquisition technologies that aggregate either local, national, or international job offerings.  Typically, employers pay up front to advertise the job offering for a set period of time.  Job aggregators pull jobs from other sites and use a pay per click pricing model when a candidate applies for a job. 

The methods above are relatively low out of pocket costs for talent acquisition.  Depending on the type of role, these tools work very well to find candidates.  If an employer is seeking to fill a senior executive position, a retained search provided by an executive search firm may be the right approach.  A retained search fee is paid up front and usually is paid if a hire was made or not.

Another method for recruitment is using the services of a staffing firm for direct hire, also known as permanent placement.  In this method the fee is only paid once a hire has been made and is typically a percentage of the annual salary for the first year.  It does not include commissions or bonus plans as part of the fee.  According to a recent survey by Staffing Industry Analysts (SIA), the median fee was 25% for a direct hire placement.

Staffing firms also provide temporary or contingent workers to assist employers, for a ramp up, a special project, long-term contracts or to determine if the employee is a good fit for the role.  The fee is determined by the overhead costs associated with the role and the mark-up by the staffing firm.

Depending on the role an employer is seeking to fill may well determine which method is used for sourcing a candidate.  If the role is customer interfacing or revenue generating, then a more targeted approach with the support of a staffing supplier may be appropriate.  If the company does not have a human resources team that includes recruiters establishing a strong relationship with an outside firm that understands the company culture and the types of skills needed for that company, may be the best available option for talent acquisition.

Prioritizing costs vs. efficiency vs. quality will help determine which method best suits your hiring needs.

The Cost of Hiring

Understanding the cost of hiring helps companies decide which recruiting approach works best for them. Let’s explore the key options and their benefits.

Internal Recruiting

Many companies start by filling open roles from within. Internal recruiting uses employee referrals, job postings, and promotions. This method offers several advantages:

  • Cost-effective – No external fees involved.
  • Career growth – Helps employees see a path forward.
  • Boosts morale – Employees feel valued and motivated.
  • Built-in knowledge – Candidates already understand the business.

However, the talent pool is limited, reducing diversity, and potentially creating skill gaps if employees move within the organization.

Some companies, especially those with strong brands, can attract candidates without needing third-party services. They may also keep databases of past candidates or maintain relationships with former employees to rehire them when the opportunity arises. Building a strong candidate database lowers recruiting costs in the long run.

External Recruiting

External recruiting opens new ways to find talent.

Online Recruiting Tools

In competitive markets, companies may rely on online tools to reach candidates:

  • Classified Sites – Platforms like Craigslist offer low-cost, location-specific postings.
  • Social media – Sites like LinkedIn allow companies to post jobs and search candidate databases.
  • Job Boards & Aggregators – These platforms, like Indeed, charge upfront or per-click fees, making them scalable options for local, national, or global recruiting.

Executive Search Firms

For senior roles, companies often use retained search firms, which charge a fee upfront regardless of if a hire is made. This is ideal for businesses seeking top-tier leadership but willing to invest more in the process.

Staffing Firms

Staffing firms offer two main services:

  1. Direct Hire (Permanent Placement) – The fee, typically 25% of the new hire’s first-year salary, is only charged once a successful hire is made.
  2. Temporary/Contingent Workers – Useful for project-based work, seasonal surges, or contract roles. Fees reflect both the staffing firm’s overhead and mark-up.

Matching the Method to the Role

The best recruiting method often depends on the role:

  • Customer-facing or revenue-generating roles may require a targeted approach with the help of staffing partners.
  • Companies without dedicated recruiters may benefit from working with staffing firms that understand their culture and talent needs.

Balancing Cost, Efficiency, and Quality

Ultimately, prioritizing costs, efficiency, and quality will guide businesses toward the recruiting model that best fits their hiring goals.

For more information on the cost of hiring and the best option for your firm/company, you may contact Susan Crossett, CEO, CPS Recruitment at 315-883-5470, SCrossett@CPSRecruiter.com or visit online at www.CPSRecruiter.com. 

Nuclear Energy

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By Earl Hall, Executive Director, Syracuse Builder Exchange

In 2019, the Climate Leadership and Community Protection Act (CLCPA) was passed by the New York State Assembly and the New York State Senate, then signed into law by former Governor Andrew Cuomo.  This legislation requires New York State to reduce greenhouse gas emissions by 40% in 2030, and 85% by 2050 from 1990 levels.  In addition, the CLCPA requires establishing a 100% clean electrical grid by 2040.

Recently there has been a renewed interest in nuclear energy to supplement other clean and renewable technologies such as wind, solar and batteries. Elected officials and others engaged in the New York energy industry have realized it is impractical to reach the above noted requirements within the CLCPA without nuclear energy.  

With increased demand from large manufacturers, industrial owners, future data centers associated with Aritificial Intelligence (AI) and other rate payers, nuclear energy is required to support those important industries and technologies that require clean, reliable, on-demand power 24/7/365.  Micron alone will require 400 megawatts for each of the five potential semiconductor manufacturing facilities in Clay, NY.  To put that into perspective, it would take 12,000 acres of solar panels to produce 100 megawatts of power.

Nuclear energy has proven to be the most effective and efficient energy source to assist in replacing fossil fuels.  The positive characteristics of nuclear energy include:

  • Renewable
  • Low-carbon emissions and footprint (four times less than solar)
  • Safe and reliable
  • Small land footprint
  • Clean and efficient

Oswego, New York is home to the largest producer of nuclear energy in New York State.  The four nuclear reactors along Lake Ontario (one in Wayne County, three in Oswego) produce 20% of the electricity in the state of New York.  The Oswego County community has embraced the nuclear industry over the past 40 years, enjoying the benefits of excellent paying jobs and associated economic development.

The nuclear industry supports nearly half a million jobs in the United States and contributes an estimated $60 billion to the U.S. gross domestic product each year.  Nuclear plants can employ up to 700 workers with salaries that are 30% higher than the local average. They also contribute billions of dollars annually to local economies through federal and state tax revenues.

Nuclear energy technology has transformed industry over the past few decades, with today’s nuclear power plants being smaller, safer, and more efficient than their predecessors from the 1980s.  Nuclear energy will ensure affordable, safe, secure, and

reliable access to electricity services for New York State’s residential and business consumers, at fair and reasonable rates, while protecting the natural environment.

Advanced nuclear development has led to innovative technologies and efficiencies associated with various Small Modular Reactors (SMR).  SMR technologies and capabilities provide different reactors for different solutions.  There are grid scale reactors, industrial scale reactors, high temperature gas reactors and micro-reactors which may be deployed in the future to solve unique challenges in society.  

Nuclear remains the largest source of clean energy in the United States. It generates nearly 800 billion kilowatt hours of electricity each year and produces more than half of the nation’s emissions-free electricity. This avoids more than 470 million electric tons of carbon each year, which is the equivalent of removing 100 million cars off the road.

To achieve New York’s goals as a leader in economic development, including hosting future data centers and supporting the nation’s most robust semi-conductor manufacturing industry, the Public Service Commission and elected officials in the State of New York must include nuclear energy as an additional clean, renewable energy solution.  Now is the time to adopt new, advanced nuclear development technologies to meet immediate and future energy consumption demands of the State of New York, and to comply with the overly aggressive requirements within the 2019 CLCPA.

Sources:             

  • United States Energy Department
  • NYS Public Service Commission
  • NYSERDA Future Energy Economy Summit
  • NYS Blueprint for Consideration of Advanced Nuclear Energy