Glens Falls Business Journal - August 2025

Patten’s South Street Project Fills Fast Four Of Seven Commercial Units Claimed

BY PAUL POST

Four of seven commercial spaces at developer Chris Patten’s latest project, 46-56 South Street in Glens Falls, are already accounted for.

Katy’s Wine and Whiskey Bar and Jud’s Tavern are scheduled to open when work on the three-story, mixed-use building, with 20 second- and third-floor apartments, is completed this winter.

“I really want to bring back South Street,” Patten said. “To do that we need to generate foot traffic with bars and restaurants.”

The large previously-vacant building, at the corner of South and Elm streets, was recently painted a handsome navy blue and white, and will transform dramatically at night with multi-colored lighting along the roof line.

Nearby, Patten is also redeveloping 10 Broad Street, site of a former Rite Aid store, with construction of a three-story structure comprised of a 56-space ground-floor parking garage and 24 high-end apartments overhead.

The two projects combined total $11 million – $5 million for 46-56 South Street and $6 million for 10 Broad Street. The latter project is called The Point.

“This city really doesn’t have a huge influx of tourism,” he said. “I’ve recognized over the last 20 years that what drives this city is housing. Bringing good quality housing to downtown Glens Falls and the surrounding area is what’s going to drive business for our restaurants and retail spaces.”

Patten, 41, is a 2002 alum of South Glens

Warren County Opens Grant Applications Occupancy Tax Helps Drive Regional Tourism

BY PAUL POST

Firms and organizations seeking a share of Warren County occupancy tax money have until September 15 to submit applications.

Occupancy tax is a 4 percent tax on hotel, motel, bed-and-breakfasts and short-term rentals, which is used to promote tourism in Warren County.

The total collected has nearly doubled in the past five years from $4.2 million in 2020, an historically low figure caused by COVID, to the $8 million generated in 2024.

Twenty-five percent of the money collected is distributed directly to towns and the City of Glens Falls (nearly $2.4 million in 2023) to use however they want. The Town of Thurman, for example, uses money to promote its Fall Farm Tour and Maple Days in spring.

But occupancy tax also funds Warren County Tourism Department ($2.2 million in 2023) and partially supports Lake George Chamber of Commerce and Convention & Visitors Bureau, Cool Insuring Arena and many other local visitor-related attractions and programs.

Dozens of awards totaling $861,860 were made this year to special events and organizations that requested funding.

These ranged from $5,831 for the World

Awareness Children’s Museum in Glens Falls, to the highest amount ($83,130) for Lake George Winter Carnival.

The next highest awards went to Adirondack Balloon Festival ($60,000), Americade ($49,800), Adirondack Nationals car show ($48,900), World’s Largest Garage Sale in Warrenburg ($36,908), Lake George National Invitational ($36,100) and Lake George Music Festival ($31,200).

Most awards were in the $15,000 to $25,000 range.

“The priority is always to increase tourism in Warren County, specifically tourism that results in overnight visitors,” said Don Lehman, county public affairs director. “Occupancy tax is not divided by the proportion that a municipality’s properties generated. The Board of Supervisors makes decisions on allocations, but each municipality does receive a portion annually to distribute as the law allows in their community.”

Recipients must spend money upfront for projects, and are then reimbursed with the occupancy tax money they were approved for. Recipients must also provide proof of how money was spent; for example, an advertising

Thunder’s New Era, Harding-Mazzotti Arena Deal Brings Heavy Hitting On And Off the Ice

BY PAUL POST

Sylvain Cloutier, the Adirondack Thunder’s new head coach, wants to build a heavy team that punishes opponents physically.

One of the Capital Region’s most prominent law firms is getting in on the action, too, as Harding-Mazzotti, “The Heavy Hitters,” has won arena naming rights under a five-year agreement through 2030.

The relationship with a prestigious Albany employer is expected to spark new marketing opportunities and bring more events to the downtown venue, a major contributor to the local economy.

“The financial package is certainly a factor, they are in every naming rights agreement,” Thunder President and arena General Manager Jeff Mead said. “That being said, we were also looking for a partner that wanted to become part of our community. Harding-Mazzotti wants to do that. Their firm seems genuinely excited to partner with us.”

New signs identifying Harding-Mazzotti Arena already adorn the building, in anticipation of the Thunder’s home opener against the defending Kelly Cup champion Trois-Rivieres Lions on Saturday, Oct. 25.

A preseason contest against the Lions is slated for Saturday, October 11 (7 p.m.)

The building, which first opened in 1979, was known as Glens Falls Civic Center until it became Cool Insuring Arena under a firstever naming rights agreement five years ago. Harding-Mazzotti is one of three firms that had serious financial discussions with Adirondack Civic Center Coalition leaders before a decision was reached.

“We talked with a total of eight companies,” Mead said.

The Coalition manages the building, which the City of Glens Falls owns.

Terms of the deal were not provided, but Mead said the fee exceeds what Cool Insuring had paid over the past five years.

He credited Cool Insuring majority owner

Adirondack Winery

Tony Mashuta for introducing Paul Harding, the law firm’s managing partner, to the Thunder. “We started this process in April,” Mead said. “I hosted Paul and his wife at a Thunder game. They had a great experience and the conversations started from there. I think Harding-Mazzotti is looking to move further north and this will be a way to start a relationship in our community.”

Harding-Mazzotti’s extensive television marketing campaign makes it one of the region’s most well-known law firms with a strong focus on personal injury, negligence and wrongful death cases. It has clients in upstate New York, Vermont and Massachusetts. Harding, in a statement, said, “Adirondack Thunder hockey and the other events hosted at Harding-Mazzotti Arena will provide unparalleled family activities for both residents and visitors alike, and stimulate economic activity

Lands Th ree Gold Medals At The New York Wine Classic

Adirondack Winery is thrilled to announce three major victories from this year’s New York Wine Classic hosted by the New York Wine & Grape Foundation (“NYWGF”). The Classic is open to all New York State wineries, celebrating the diverse products made in the state under multiple different categories. The NYWGF worked alongside the Beverage Testing Institute to judge wines entered, ranking them on a points-based system.

Adirondack Winery walked away with high scores for its Gewurztraminer (2023 Vintage) “Million Dollar Beach”), Cabernet Franc (2021 Vintage) “Autumn in the Park”), & Dry Riesling (2023 Vintage) “Red Cardinal”), all ending the competition as Gold Medal Winners. The Gewürztraminer (2023 Million Dollar Beach Gewürztraminer, Finger Lakes) also won the prestigious “Best of Class” award, scoring an incredible 93 points, making it the Best Gewurztraminer in the state!

“Gewurztraminer is a floral, aromatic white grape varietal that favors the cool climate of New York’s Finger Lakes, where we source these grapes. Upon arrival, the grapes undergo an extended cold soak to allow for maximum fl avor extraction, followed by a slow, cool fermentation resulting in a

Publication Date: October 9, 2025

GLENS FALLS BUSINESS JOURNAL

2000 Business Of The Year

Adirondack Regional Chamber Of Commerce

9 Broad St. Glens Falls, NY 12803

(518) 581-0600 • Fax: (518) 430-3020 • www.saratogabusinessjournal.com

Editorial: rodbacon@saratogabusinessjournal.com

Advertising: HarryW@saratogabusinessjournal.com Press Releases: pressreleases@saratogabusinessjournal.com

Publisher & Editor Harry Weinhagen

Editor Emeritus Rod Bacon

Sales and Customer Service

Harry Weinhagen

Mary Longley

Production Manager

Graphic Precision

Contributing Writers

Susan Campbell Ann Donnelly Jill Nagy Christine Graf Paul Post Lee Coleman

Saratoga Business Journal is published monthly, the second week of each month, by Weinhagen Associates, LLC and mailed to business and professional people in Saratoga county.

Saratoga Business Journal is independently owned and is a registered tradename of Weinhagen Associates, LLC, 9 Broad St. #7, Glens Falls, NY 12801 (518) 581-0600. Saratoga Business Journal is a registered tradename in New York. Saratoga Business Journal has been founded to promote business in Saratoga county and to provide a forum that will increase the awareness of issues and activities that are of interest to the business community. Subscription price is $25.00 per year. Third class postage paid at Glens Falls, New York. Rights to editorial content and layouts

Battenkill Conservancy Names Miranda Harrington Donor Engagement Coordinator

Battenkill Conservancy (BkC) is pleased to announce that Miranda Trombly Harrington, Cossayuna native and a longtime supporter of the Battenkill, has joined BkC as its Donor Engagement Coordinator.

Miranda is a graduate of Greenwich High School, received her BS in Biology from The University of South Florida and works as an Environmental Educator at Moreau State Park. Certified in Wilderness First Aid and an ACAaccredited paddling instructor, she loves inspiring people with accessible, fun, and engaging ways to connect with nature. Her future goals of becoming a NYS-certified hiking guide will further support outdoor safety, education, and environmental stewardship in our region.

Miranda’s bonds with the Battenkill run deep. In addition to her family ties, her work with highway cleanups, The PIcky Bug Tables and The Battenkill Runs Through It River Festivals demonstrate her dedication to help preserve the watershed for the community and future generations. Last spring, Miranda and her fly fishing husband, Bryan Harrington, were married at BkC’s Schmidt Meadow Preserve in Jackson.

In her new role as Donor Engagement Coordinator, Miranda will focus on volunteer coordination, sponsorship engagement and amplifying BkC’s mission through social media. Miranda is keen to “bring fresh energy, creative ideas and exciting new events to BkC, from community cleanups to innovative outreach initiatives”. She is encouraging the community and beyond to follow along on BkC’s Facebook and Instagram accounts and

to sign up for their quarterly BkC e-Newsletters. Most importantly she wants the community to get involved in ensuring the Battenkill remains an accessible resource for all.

The Battenkill Conservancy is a donation-driven nonprofit land trust. Every gift helps protect the river, fund education programs, and grow outreach efforts. Your donations are crucial to ensure the work continues. Reach out to Miranda at bkc@battenkillconservancy.org

Adirondack Winery

Continued From Page 1

Courtney Rankin, Winemaker. Adirondack Winery will be showcasing the winning wines in multiple ways this August. From August 1st to August 15th, a “Gold Medal” flight will be made available at both the Queensbury & Lake George Tasting Rooms, consisting of the award-winning trio, plus an exclusive sample of the 2022 Gewurztraminer, which also won Gold the prior year. Additionally, the “Winemaker’s Gold Medal Tasting” will be held August 15th from 5:30pm-7pm at the Queensbury Location. This is an interactive experience led by Winemaker and Sommelier, Courtney Rankin. She will guide attendees through a vertical tasting experience of these Gold Medal winning wines, provide some wine education and a behind-the-scenes tour of the wine making facility! Those unable to attend in-person still

have the opportunity to experience these Gold Medal-winning wines before they sell out by visiting Adirondack Winery’s Tasting Rooms or buying online. For details on these special events or to buy these Gold Medal wines, visit Adkwinery.com/NYWineClassicGolds. “As a small family-owned winery, it always feels good when our wines are recognized with high honors by pros in the industry. In 2022, we opened a new state-of-the-art winemaking facility on Big Bay Road, where Courtney and her team produce more than 35 wine varietals from New York grapes we ship in from all over the state. We hope locals stop by to try not only these wines, but also get a taste of other wines we make that fit their personal taste best in the casual, laid back setting we offer,” said Sasha Pardy Co-Owner & President.

Moreau Commons Project To Transform Vacant Suzuki Building Into Small Business Hub

BY LEE COLEMAN

Two local businessmen have purchased the long vacant Suzuki Autoworld building on Route 9 in Moreau and are renovating the structure to serve multiple small businesses.

Ben Alden and Brian McKenzie are calling the transformed building Moreau Commons. They purchased the Suzuki property from Robert Vittengl for $1million.

The 12,000 square foot building has been vacant for more than a decade. Suzuki discontinued automobile sales in the United States in 2012 although the Japanese company still continues to produce and sell vehicles in other global markets.

“We’ve had a lot of interest in the property,” Alden said.

“The building itself needs lots of maintenance, all new walls, new electrical, and insulation,” he said.

Alden owns Platinum Protective Coatings LLC at 1330 Saratoga Road (Route 9) in Moreau and McKenzie owns McKenzie Drywall, a local company that has done projects throughout upstate New York. The two men have known each other for 25 years and have done many projects together. They both live in Moreau. They started working together many years ago when they brought Linex truck liners to the region.

The men also partnered in the 1330 Saratoga Road building where Alden’s business is located along with a salon, a yoga studio and soon an Edward Jones office. McKenzie Drywall did all the interior building work and Alden manages the building.

“We are a field contractor. We do the fit up. Once the steel is up we do the inside work,” McKenzie said. His company has worked with

many builders, including Bonacio Construction and Munter Enterprises Inc. on major projects.

Executive Property Services LLC is the name of the partnership. Alden and McKenzie estimate it will cost between $400,000 and $500,000 to transform the building to serve eight or nine small businesses. A coffee cafe and Upstate Barber Shop have already claimed space in the building.

The partners feel the Northway Exit 17 corridor is under served as compared to the Northway Exit 18 and Exit 19 corridors. Traffic counts indicate that 30,000 cars pass the building each day.

“It’s ideal for business. It’s a great location. It would be nice to get a restaurant here,” Alden said. Spaces still available range from 600 to 1,500 square feet.

McKenzie Drywall is doing all the renovation and interior construction work on the building. McKenzie said the goal is to have the project completed and most spaces fi lled by Nov. 1. The partners are seeking fi nal site plan approval from the Moreau Town Planning Board this month. The town’s new sewer infrastructure makes commercial construction easier, according to McKenzie.

“Brian (McKenzie) is a mentor for me. It’s great to be a partner with him,” Alden said. He said McKenzie envisioned the way the Suzuki building could be divided up and transformed into Moreau Commons with a common entrance and a shared common area.

For those businesses locating in Moreau Commons electrical, all outside lawn and gardening work, and snow plowing are included in the lease. “Everything is included,” Alden said.

SETC Marks 5 Years of Growth In Safety Training Across the Northeast

The August print edition omitted the byline of Ann Donnelly The byline has been restored to properly credit the author.

BY ANN DONNELLY

Strategic Emergency Training & Consulting LLC (SETC) celebrated its fifth anniversary in June, continuing its mission to provide high-quality safety training and consulting services across the Northeast.

Founded during the COVID-19 pandemic by owners Ryan McConkey and Travis Dunklee, SETC began in a Glens Falls dive shop basement, where its first cardiopulmonary resuscitation (CPR), automated external defibrillator (AED) and first aid class trained six people during a snowstorm. Initially offering programs through the American Safety and Health Institute (ASHI), the company has since added certifications from the American Red Cross, American Heart Association (AHA), National Safety Council (NSC) and the Emergency Care and Safety Institute (ECSI).

SETC serves industries from mining to health care, offering public classes and on-site corporate training. While certification renewals every two years pose a challenge, the company has expanded into new offerings, including AED sales and management, safety consulting, and customized emergency plans.

Its reach extends from the North Country to Syracuse, Long Island, North Haven, Connecticut, and Springfield, Massachusetts, using local instructors who know their communities. “We do our best to keep instructors in the community they live in,” Dunklee said. “What’s better than having a member of your community be your instructor?”

A majority of SETC’s instructors are current or former first responders, including McConkey, a 35-year firefighter, and Dunklee, with decades of first responder experience. This background, McConkey said, brings authenticity: “An instructor who has never performed CPR in an emergency can’t convey the reality of the experience.”

In addition to fee-based programs, SETC offers free classes on hands-only CPR, choking obstruction, naloxone (Narcan) administration and severe hemorrhage control through the Stop the Bleed program. Its AED management program helps businesses comply with state and federal laws,

including physician oversight and registration with local 911 centers, for about $12 per month per device.

In 2024, SETC launched Occupational Safety and Health Administration (OSHA) and Public Employee Safety and Health (PESH) training, led by hazardous materials specialist Cody Addington. Services include “mock OSHA inspections” and annual compliance training for fire departments and other public entities.

The company emphasizes long-term relationships over one-time transactions. “We don’t want to just check a box,” Dunklee said. “We want to be your partner.”

With plans to expand further into New York and into New Hampshire, SETC continues to grow its network of service-oriented instructors — from nurses and paramedics to retired military personnel.

“Our goal is to give people the confidence to act in an emergency, knowing they did their best with the training and equipment available,” McConkey said. For more information, visit www.strategicetc. com.

Workplace / Security

Protecting Your Business’ Competitive Edge: Lessons From New York Trade Secret Law

BY JEFFREY B. SHAPIRO, ESQ.

Are you protecting your business’s most valuable information? Losing control of it could give your competitors exactly what they need to take your customers and profits. In New York, trade secrets are the lifeblood of many businesses, whether you run a manufacturing company, a professional services firm, or a growing start-up. They can include client lists, pricing models, proprietary processes, source code, or strategic plans. The risk often becomes real when a trusted employee leaves. Imagine a sales director who copies your client database before resigning. With access to pricing structures, purchasing histories, and decision-maker contacts, they could quickly undermine years of relationship-building. This is why draft ing enforceable agreements to protect this information can mean the difference between staying ahead of your competitors and watching them profit from your hard work.

The case of AdMarketplace Inc. v. Salzman1 shows how an employer’s ability to protect vital business information often depends on how effectively its restrictive agreements are drafted. AdMarketplace Inc., an online advertising company, sued two former employees and their new employer, a direct competitor, alleging they had taken confidential client data, solicited employees and customers, and attempted to access its password-protected database after leaving. Both employees had signed non-disclosure and non-solicitation agreements, and one reaffirmed those obligations in a separation agreement. When the defendants moved to dismiss, the court drew a sharp line between overbroad non-compete provisions, which it refused to enforce, and narrowly tailored protections for confidential information and client relationships, which it upheld.

Restrictive agreements can be powerful when drafted correctly. They define what counts as “Confidential Information,” limit how it can be used, and outline the consequences for violating those terms. In AdMarketplace Inc., the employer’s NDA barred disclosure of client data and solicitation of clients or employees after departure. The court struck down an overly broad non-compete clause but enforced the confidentiality and non-solicitation provisions because they were focused on protecting legitimate business interests, trade secrets and customer goodwill. The first takeaway for business owners is that while New York courts often reject non-competes2, they will enforce agreements that specifically protect confidential information.

Clauses that try to declare all information learned on the job as “confidential” are likely

to be struck down. The protected material must be described with enough detail to show it is truly proprietary. Public information cannot be turned into a trade secret by contract alone.

Even the best contract will not help if you have not taken reasonable steps to protect your information in practice. Courts will look at safeguards such as password protection, limiting access to employees with a need to know, and training staff on confidentiality.

New York law also offers protection even without a signed NDA. To succeed on a trade secret claim, you must show that the information meets the legal definition of a trade secret, was shared in confidence, and was used without permission to your detriment. Courts consider how widely the information is known outside your business, the measures taken to keep it secret, and the difficulty of duplicating it. The most effective protection combines precise, enforceable agreements with operational discipline that keeps your trade secrets secure.

The key takeaway for businesses is that courts will reject overreaching restrictions on competition but will enforce targeted measures that protect the core of your competitive

Business Report

The Essence of Workplace Culture

BY MICHAEL CRUZ

All leaders wonder how they can get more from their people. The basics are not hard. The execution is.

First, leaders need to have a vision for their business. How they will serve their customers. They need to help everyone do the first thing first. In short, they need to help set priorities. People who work in companies need to know what to do – when you are not watching!

To achieve your priorities, you need the right people. You need strong players. That means that you must hire for the right traits. Traits include soft skills like the ability to make good decisions. Sell the customer the right products. Determine what you think success is. Then train and coach people to get there. Remove bad employees. Toxic ones. The ones who bring the rest of your team down. Getting rid of toxic people saves employees and customers too!

Third, you want to motivate your people. Building well-oiled teams is key. Help them build relationships. Use assessments to help people communicate more efficiently. Reinforce the idea of sticking to priorities. Teach, teach and then teach some more. You are their coach. It is most important to get people to communicate transparently. They need to feel free to share honesty in a productive way.

Workplace culture is the prevailing atmosphere and shared values that define an organization. It shapes the way employees interact with each other and with clients. This influences both productivity and job satisfaction. In examining your workplace culture, several aspects should be addressed: attention to detail, customer service priorities, employee autonomy, and teamwork. Attention to Detail

In your workplace, is attention to detail encouraged? Is it ingrained in everything you do? Are employees trained to notice the small things that make a more organized and efficient environment? For instance, if a paperclip is found on the floor, is it common for a colleague to pick it up rather than walk past it? This behavior reflects a collective responsibility for shared space. Such attention to detail extends beyond physical tidiness; it permeates work processes. It ensures that quality and precision are prioritized in every

dealer and get the proper color code. I did. They then made the right color and offered to send it to me. I was told to cancel my order from Amazon and buy it new from them. They could have just sent me the new color pen. But they told me that was not the way their system worked. So instead of 5-star service, I would rate it 3 ½. How do you handle things like that?

Employee Autonomy

Empowerment in decision-making should be a cornerstone of your workplace culture. Employees must have the latitude to make choices that benefit customers. Allow employees to come up with solutions tailored to individual customer needs. Moreover, it cultivates an environment where employees feel valued and respected, knowing that their contributions matter.

Teamwork and Internal Customers

Customer service should be the heart of your organizational goals. Exceptional service is a key differentiator in today’s competitive market. Priorities in customer service should include responsiveness, empathy, and problem-solving. Employees should be empowered to resolve issues promptly and effectively. The ability to solve customer issue should enhance the customer experience. The ability to solve issue instills a sense of ownership in your staff. They understand that their decisions directly impact customer loyalty

Collaboration is essential in any workplace. Teams need to function cohesively and treat each other as internal customers. This mindset is vital for fostering a supportive environment in which employees feel comfortable sharing ideas and seeking assistance. There is a strong belief that “that’s not my job” is an unacceptable attitude. Instead, you should encourage a culture of collaboration where everyone is willing to lend a hand. Regular team-building activities and open communication channels help to break down silos. This ensures that all team members are aligned towards common goals.

Conclusion

I recently had to buy some paint for a small scratch on my car. The Amazon listing for this company had the wrong color for my car. Thus, I received the wrong color. Their technical assistance was good. They asked me to call the

In conclusion, the workplace culture should be characterized by a commitment to detail. Focus on exceptional customer service, employee empowerment, and teamwork. Each of these elements plays a crucial role in creating a positive and productive work environment. Foster a culture where employees are engaged and motivated. This will enhance internal relationships and improve your overall service quality. Happy customers mean more business. The importance of cultivating a healthy workplace culture cannot be overstated; it is the foundation upon which thriving organizations are built.

Business Report

Who’s Accountable for Your Cybersecurity?

BY REG HARNISH, CEO OF ORBITALFIRE CYBERSECURITY

By now, most small business owners and leaders understand that cybersecurity is a must-have, not a nice-to-have. Ransomware, email scams, compliance requirements and customer questionnaires are no longer reserved for big corporations; they’re the new reality for smaller businesses in our own communities.

But when it comes to accountability, there’s still a lot of confusion about who’s actually in charge of managing and improving your company’s security.

If you’re like many small businesses, you probably have a part-time IT person or are working with a Managed Service Provider (MSP)—a third-party IT company that handles things like computer updates, hardware support, networking, and maybe even managing your cloud applications.

But here’s the uncomfortable truth:

Your MSP is not your cybersecurity provider. And they were never meant to be.

The IT vs. Cybersecurity Divide

It’s easy to lump IT and cybersecurity together. After all, they both deal with technology and data. But they are not the same and treating them like they are can be a costly mistake.

Th ink of it like this: your accounting software runs on technology, but you wouldn’t ask your IT provider to do your taxes.

Specialties are the norm in every aspect of your life, and cybersecurity is no different. And while it’s true that some technology can help improve your security, it can also create vulnerabilities, risks and problems when it’s not managed adequately.

Let’s be clear: MSPs are essential. They manage backups, patch your systems, and keep employees from throwing laptops out the window. Many also offer security-related tools like antivirus, spam fi ltering, and fi rewalls. These are all helpful, even necessary, but they’re tools, not a strategy. And these tools are just a small part of your cybersecurity program.

Effective small business cybersecurity has changed dramatically in recent years. It now involves:

• Risk assessments and mitigation planning

• Regulatory compliance (HIPAA, CMMC, NYSDFS, FTC Safeguards, etc.)

• Policies and plans

• Awareness training and employee behavioral change

• Th reat monitoring and incident response

• Governance, accountability, and long-term planning

Doing all of this well requires experience, expertise and focus.

Whose Job Is Cybersecurity, Really?

But here’s the real kicker: Cybersecurity is ultimately your responsibility.

Yes, even if you engage with cybersecurity experts and buy a cyber insurance policy. Your prospects, customers, supply chain partners, and employees all expect that you’re doing the things you need to do to protect your business.

Th is isn’t about blame—it’s about accountability.

That’s why it’s so important for small businesses to stop assuming someone else is “taking care of it.” Cybersecurity isn’t a service you can throw over the fence and forget. You need to own it, understand it, and be involved in how it’s

handled, which is often through a partnership between someone within your organization who has signed up to be the internal point person and a dedicated cybersecurity partner.

What Does “Accountability” Actually Look Like?

The idea of being “cyber accountable” might sound overwhelming. But it’s not about becoming an expert; it’s about making informed decisions and owning the outcomes.

Here’s what accountability can look like:

• Engaging with qualified experts for all areas of your program – legal, insurance, compliance, communications, technology and cybersecurity in general. There is no one entity that can handle all your “cybersecurity”.

• Addressing the “risks” your business faces. Are you at greater risk of a power outage, late paying customers or ransomware?

• Knowing what sensitive data you handle. Do you interact with fi nancial accounts, healthcare records, or defense-related secrets—and how do you protect it?

• Treating cybersecurity as a business function, not just an IT issue. Is leadership involved in your cybersecurity strategy and direction?

It’s not about doing everything yourself. It’s about knowing where the gaps are and making sure they get fi lled by the right experts.

The Bottom Line

If you’re running a small business, you already know how many hats you wear. But when it comes to cybersecurity, the most important one might be labeled “accountable.” Not because you’re a cybersecurity expert—but because it’s your name, your reputation, and your business on the line.

Your MSP can and should be a trusted partner. But they are a small (and shrinking) percentage of your cybersecurity strategy. That’s where a cybersecurity services provider comes in: a specialized partner with the credentials, experience, and expertise to help you.

At the end of the day, the only one answering to regulators or customers if something goes wrong will be you. So, ask hard questions. Get clarity. And don’t wait for an incident to fi nd out whether you have an adequate cybersecurity program. If you don’t, now’s the time to start building one—with the right support in place.

Post Covid Offices Embrace Human Centric Design To Boost Productivity And Retention

BY NATALI COBB

As we approach six years since the COVID-19 pandemic started, people are starting to notice the long-term impacts, and continuous aftershocks of this historical inflection point. About a year after the world shut down, people began to call this phenomenon “this generation’s 9/11”. Although I was just two years old when our country suffered the aforementioned tragedy on September 11th, I knew exactly what they meant. An event so impactful that history begins to be separated into timelines of ‘pre’ and ‘post’ event. We can draw many similarities between the post-9/11 and postCovid worlds—heightened awareness of safety, generational rise in anxiety, shift ing personal priorities, changes in travel, and cultural and workplace shifts. As a commercial interior designer, that last point is crucial to understand how people need to work and exist in this new world.

Human centric design revolves around just that—human beings. It explores the needs, comforts, and well-being of humans in the built environment, and aims to create spaces that increase productivity, foster connections, and improve health and wellbeing. We as people spend an average of 90% of our time indoors, yet it has only been in recent years that the health of the spaces we exist in has really been considered. We are seeing more and more companies push for employees to return to the office, but are being met with resistance. People have become accustomed to working in their homes, with limited peer interactions except through virtual conferencing platforms like Zoom or Teams. Employees in the post-pandemic world crave comfort and flexibility in their workplace, and they are demanding more from an office than just a desk and wi-fi.

Pre-pandemic offices prioritized efficiency of space over individual needs, but offices lined with cubicles are becoming a thing of the past. Some people thrive in buzz and collaboration, and others require quiet focus, and both can be true in the modern office. Flexibility in employees’ work environments has become critical to productivity—in Gensler’s 2024 Workplace Survey, employees who have a choice in where they work reported 14% higher productivity. This might include spaces like quiet zones, collaboration hubs, social lounges, and wellness rooms. Creating comfort in the workplace boosts creativity, reduces stress, and encourages employees to spend more time in the office.

Technology: an enabler, or a distraction? In the post-pandemic office, technology needs to flex with its users, and seamlessly integrate hybrid work environments. Built in

video conferencing, mobile power, shared digital workspaces (i.e. Teams, Google Suite, etc.), and “touchdown” desks for visiting staff are imperative. Technology however, can be distracting. Good design should allow the technology to seamlessly disappear into the background, so that the focus stays on human interaction and productivity. A 2025 Gallup report shows 53% of hybrid employees say better tech tools are a top factor in their willingness to come to the office.

The return-on-investment of companies that have invested in their employees happiness in their work environment is palpable, and is growing with time. According to Gallup, companies that prioritize well-being see up to 21% high profitability. Along with this, companies that have adopted this post-covid mindset are seeing reduced turnover, improved recruitment, and stronger brand identity, while businesses resisting comfortable, flexible environments and the changing needs of their employees are seeing higher absenteeism and lower morale. The office of the future is becoming not just a place to work, but a destination that employees want to visit. This is the key to success in today’s world, and why office design is more important than ever.

The post-COVID world isn’t about returning to “business as usual” but embracing the ways it has changed how we think, feel, and act. Human-centric design is more than a trend— it’s a business model and a competitive edge. Those who adapt now will lead in attracting and retaining top talent for years to come.

GLENS FALLS BUSINESS JOURNAL Environment / Development

Phinney Design Group’s Riley Farm Offers Unique And Sustainable Custom Homes

BY SUSAN ELISE CAMPBELL

The first of 14 custom homes broke ground some months ago at Riley Farm, a unique new development near Lake Lonely in Saratoga Springs. But developer Mike Phinney, owner of Phinney Design Group, said he would “be happy to take four or five years” to complete construction of the kind of “uniquely designed and sustainable homes” that Phinney is winning prestigious awards for.

“I am not just trying to kick out a subdivision,” he said. “The owner of the land, Kenneth Scott, wants to develop it in concert with nature.”

Scott is a scientist who has traveled the world as an expert in gene therapy and anti-aging technologies, Phinney said. Scott purchased the former working farm in the 1980s.

“He has done his research and has high sustainability goals to make homes net zero,” said Phinney.

Phinney has been a leader and pioneer in the sustainable design movement since the mid-1990s. His firm focuses on environmentally responsible construction methods and is headquartered in a sustainable green building.

When Scott approached him, Phinney didn’t sense a good match at first.

“As soon as he mentioned a subdivision, I

thought, we don’t do generic houses that aren’t tied to a site and where the only thing that differentiates them is the paint color,” said Phinney.

But after a few discussions, Scott convinced him their goals were aligned and told Phinney he wanted him to be the dedicated builder, designer and architect, Phinney said.

“I think I turned him down three times,” he said. “But he is a unique client with a passion for real estate as well as the ways that habitat can affect health.”

Each Phinney home is custom designed for the owner, he said. The design process starts with analyzing the site, from zoning requirements to terrain and soil type to sun exposure, the latter being important for solar systems and interior light, as well as exterior design aesthetics.

The lots at Riley Farm are one-half acre and up to three acres. One parcel is 15 acres, which was dictated by the slope and natural features of the land.

Phinney said at one time the Scotts may have wanted to build for themselves on the largest lot, 40 acres across the road from the subdivision, but are leaving it on the market for development. The LA

W.J. Grande Industrial Park Is Site Of Several Projects Underway By Munter Enterprises, Inc.

BY ROD BACON

Munter Enterprises, Inc. is in various stages of adding three new buildings to the W.J. Grande Industrial Park in Saratoga Springs.

According to Vice President Mike Munter, they have two projects underway on Skyward Drive.

They recently received approval from the Saratoga County Industrial Development Agency (IDA) for a 35,000-square-foot facility for Ambrave Corp., a company that designs and manufactures advanced tactical gear for military special operations forces and law enforcement under the brand Direct Action and for outdoor enthusiasts under the brand Helikon-Tex.

Headquartered in Poland, the company has manufacturing plants in Nowa Ruda, Swiebodzice and Nysa. Some products are manufactured in Vietnam, Taiwan, and China.

The company distributes its products worldwide, with their current facility in Malta being responsible for marketing in the United States, Canada, and Mexico. Under the name Direct Action LLC it has been in Malta since 2018. Ambrave was established as an umbrella

company last year.

According to CEO Konrad Gdowski, the company’s U.S. operations started in Ballston Spa in 2014. They doubled their space with the 2018 move to Malta and doubled it again in 2021.

“With the move to Saratoga we will triple our current space,” he said.

In Poland there are 300 people employed in manufacturing, research and development, distribution, marketing and administration.

Gdowski said the experience of working with Munter Enterprises has been a very positive one.

“I’ve known about them since 2014,” he said. “I talked with multiple builders for this project and I really enjoyed working with John and Mike.”

Munter said they plan to start construction on the $6.5 million building within the next few weeks with an estimated completion date of spring 2026.

The other project on Skyward Drive is a 120,000-square-foot spec building that is currently in front of the Saratoga Springs Planning

Proactive Engagement Key To Advancing Renewable Energy And Boosting Economies

BY ANTHONY DEFAZIO SUSTAINABLE PR

In just the first half of 2025, the U.S. canceled or downsized a staggering $22 billion in clean energy projects. New York alone saw more than two-thirds of its onshore renewable power contracts canceled last year, setting the state back in its goal to reach 70% clean energy generation by 2030. These setbacks ripple far beyond industry losses as communities miss out on millions in potential tax revenue and thousands of jobs, while higher energy bills and continued pollution hit residents’ wallets and health.

In New York, where municipalities have significant control over land use, the path from a project proposal to a finished solar farm is often fraught with challenges. Misinformation, mistrust, and unanswered questions can fuel local opposition, leading to project delays or even cancellation. When this happens, both communities and developers lose. Developers see projects stall while communities forfeit millions of dollars in potential tax revenue and long-term economic gains. However, strategic and proactive community engagement can address concerns early, and establish trust between developers and the communities they serve and pave the way for approvals.

Communities that lack experience with renewable energy projects often contend with opposition from residents when a project is announced. Residents’ concerns fester when unfamiliarity with technology meets widespread misinformation —often amplified online by fossil fuel-funded actors —and a lack of communication from developers, leading to growing community dissent. Opposition groups swell and place pressure on local boards to slow or halt development. Their efforts to influence municipal boards often succeed not by outright rejection, but through moratoriums that can delay projects up to a year or two, forcing developers to rescind their applications. Furthermore, when revised solar ordinances impose such stringent regulations on development, they can render projects no longer viable.

What is lost in the fuss and fervor is the fact that residents risk losing out on significant financial benefits by urging leaders to reject these projects, as community solar projects are proven to generate substantial tax revenue. For an average project, this can mean between $3,000 and $5,000 per megawatt annually. For a typical 5-megawatt community solar project, this amounts to about $25,000 in annual tax revenue, representing nearly three times as much tax revenue as an average residence generates, supporting vital local services like road repairs, schools, and parks.

Beyond tax revenue, communities can further secure direct benefits by negotiating a Host Community Agreement (HCA) with developers. These agreements provide community support via annual payments, community benefit funds, and other investments tailored to the specific needs of the community, such as infrastructure upgrades or recreation improvements. Together, these provisions deliver tangible, meaningful financial gains that communities can leverage throughout the development process.

Unfortunately, many communities kill developments due to concerns about preserving community character and agricultural land, as well as unfounded fears of explosions or electric shock that reveal a lack of

Courtesy Tony Defazio

familiarity with solar technology. These unanswered questions and perpetual concerns quickly turn into steadfast opposition, causing costly project delays and eventual cancellations that hurt both developers and host communities.

Proactive community engagement and outreach can transform this dynamic. When implemented early and executed thoughtfully, communication campaigns can educate communities about the benefits of solar technology, provide project details, and clarify the permitting process.

To effectively reach all audiences, developers can utilize a variety of tactics:

• Offer one-on-one meetings with prominent community stakeholders who can then help build bridges and disseminate accurate information.

• Organize open-house events where residents can interact directly with the development team and have their questions addressed.

• Invite third-party experts to speak with the community. They can provide credibility by verifying the safety and benefits of solar technology.

• Ensure project information is readily available –fact sheets, FAQ documents, and project descriptions should be made accessible to residents to mitigate the spread of misinformation.

Sharing essential information about solar technology and project details and proactively engaging community stakeholders helps reduce early opposition to a project. Community engagement also fosters dialogue that helps developers understand local needs, identify key concerns and tailor host community benefits to support initiatives with meaningful impact.

Community engagement has become a strategic necessity. By establishing strong partnerships with towns and municipalities, developers ensure communities are well-informed and able to negotiate benefit agreements that align with local priorities. When developers and communities collaborate as true partners, renewable energy projects can advance beyond permitting to create shared economic growth and lasting prosperity.

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Group, landscape architects in Saratoga Springs, surveyed the land and drew up the lot plans prior to Phinney’s involvement.

Phinney and Scott agreed all homes will have a “a more sleek, a little more modern style that will play well with the landscape,” although a transitional style will work as well with the combination of the materials Phinney likes to work with: “a lot of stone and glass and steel.”

These design decisions will make the Riley Farm homes quite different from what may be deemed typical of Saratoga, with its Victorian and traditional architectural styles.

“Modern design is more about your experience when you’re inside the house looking out, rather than looking at the house from outside,” he said. “What you’re often doing is framing the views, so you would design for more glass and floor-toceiling windows.”

Another step in Phinney’s custom design process is determining client needs, such as number of bedrooms and bathrooms, and “how they like to live.” He said the final step is budget.

“Every client’s wish list is unique and every budget is unique,” he said.

If there is one feature that distinguishes a Phinney home, it’s “the care given to how it sits on the land,” said Phinney. A Phinney home also features natural materials such as locally quarried stone and locally milled timber.

Presently one home is under construction and three properties are at “various stages of interest.”

Phinney said the target is to complete three homes per year. Buyer interest is coming mainly from the local area and from city residents desiring to relocate upstate.

Homes are priced around seven figures and up, but do not need to be huge homes. The lot sizes lend themselves to residences as small as 1,500 square feet, and the one under construction now is close to 2,500 square feet, he said.

“We are playing around with a three bedroom design with 2,000 square feet that may be a little more affordable,” said Phinney.

Being that there is also conservation land surrounding the subdivision and overlooking a lake, the new homeowners will be people who enjoy

living “where luxury and nature intertwine,” says the web site, rileyfarm.homes.

Phinney said that a client from more than 20 years ago reached out to say she was thinking of coming back to the area to build a place where her son can live year-round and she can visit.

“We got into a discussion about smaller, environmentally friendly homes and a Riley Farm property may be perfect for her,” he said. “It would be amazing if that worked out.”

Phinney opened a satellite in Lake Placid a year and a half ago when his parents relocated there so he could spend more time with them.

“We always had a few projects in the area, but since we’ve opened this office we have gotten a lot more work,” he said.

A major new project percolating is “one of the largest developments in Lake Placid — ever.”

“The Peaks is a 300-unit complex of apartments, townhomes and condominiums,” Phinney said. “The site is a huge building used for stem cell research in the 1960s, sold in 2008, and vacant since 2010.”

Phinney is partnering with Joe Barile, a former Olympic luger and original developer of Whiteface Lodge, a shopping plaza facing the resort, and other businesses.

Phinney has additional links to the winter Olympics. His father was a bobsled racer growing up in the area. Now Phinney Design is on the team modernizing the bobsled track and associated buildings at the sports complex.

Phinney said he was the kind of kid who left his “house in Lake George in the morning, spent the day in the woods or at a creek, and would be home for dinner.”

When he went to college for architecture he saw that buildings were “urban influenced and often disconnected from nature.” His thesis for RPI explored environmental awareness and how buildings could be more sustainable, he said.

“Buildings consume about half the natural resources in the world,” he said. “My respect and admiration for the natural world and my trying to preserve it, and not damage it, has influenced my work.”

Visit phinneydesign.com for more information.

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• Delicious chef-prepared meals

• Extensive calendar of social events

• And so much more!

GLENS FALLS BUSINESS JOURNAL

Senior Living / Retirement Planning

Aging Boomers Redefi ne Senior Living Across The Glens Falls Region And The Capital District

BY SUSAN ELISE CAMPBELL

Aging baby boomers continue to represent a growing population in the Capital District and up the Northway, especially in the Glens Falls region. But seniors moving from their homes to an independent living situation have not changed as much demographically over the past five or 10 years as one may have thought.

“If anything, they are entering senior living later and later in life because they are active longer, due to medication and the wellness impact on the community,” said Andrea Hebert, executive director of The Glen at Hiland Meadows in Queensbury, an Eddy Senior Living Community.

On the other hand, for those anxious to shed the responsibilities and costs of maintaining a house and yard, age is less of a factor.

“We do see residents seeking us out at a younger age than they may have 20 years ago, partly because this type of independent living situation didn’t exist a generation ago,” said Kellie Postlethwaite, general manager at Prestwick Chase in Saratoga Springs.

Nursing homes were the common option then, and Postlethwaite said many people still do not understand the difference between what is now called enhanced assisted living and independent senior living, such as The Glen and Prestwick Chase provide.

Adult living communities encourage residents to pursue their interests and to come and go as they please. Staying active is the opposite of a stereotypical rocking-chair, sedentary lifestyle, the latter an image of seniors that continues to linger, Postlethwaite said.

“Independence means more than maintenance-free living,” said Hebert. “It can also mean not climbing stairs and having transportation needs met and meals prepared, if that is what residents seek.”

Entering a senior community sooner would allow pursuing their goal of independence sooner, said Hebert.

“Downsizing into an apartment is difficult, but I wish people would realize that coming a little sooner would give them a lot of freedom,” she said.

One current trend may be that seniors want larger apartments than in the past. Hebert said The Glen built a new wing with 28 larger units a few years ago because they found “even a single individual likes an open floor plan and more space.”

Some who are selling the homes they raised their families in are experiencing higher valuations than ever, but that is not their main

Estate Planning Key As $85 Trillion Transfers From Boomers To Younger Heirs

BY DAVE KOPYC

reason to transition out of homes and into independent living. The primary motivators are socialization, maintenance-free living, and the influence of their children.

“The housing market may be a factor for a few, but the majority have already made their decision,” Postlethwaite said. “They may have an affl iction where they cannot do stairs or have taken the step to be closer to family.”

“More and more of our 65 to 70-year-olds are deciding they want to live an active life,” she said. “Often it is the children driving the decision because independent living allows their parents to be not only nearby, but also comfortable and safe.”

Isolation during Covid impacted the physical and mental health of the older population and Postlethwaite said that, without question, seniors today want and need to be among other people.

Many residents at The Glen chose to live there because their friends do, Hebert said, and they are striking new friendships, too.

Seniors have plenty of opportunity to socialize at independent living facilities. Residents make the most of their golden years by getting involved in activities both on and off campus, said the experts.

“Every resident engages in a different way,” Hebert said. “Some go to the local senior center for association and many are interested in staying involved in activities they long enjoyed, like hiking or knitting.”

“Some residents do a bottle collection to

Continued On Page 9

Over the next two to three decades, the world will witness one of the largest intergenerational wealth transfers in history. An estimated $85 trillion is expected to pass from Baby Boomers to their Gen X and Millennial heirs in the United States alone. This unprecedented financial shift is reshaping how individuals approach retirement planning, inheritance, tax strategies, and financial legacy.

As people live longer and families become more financially interconnected, preparing for this massive wealth transition is essential—not just for those passing on assets, but also for those who will inherit them. Effective retirement planning now means more than just ensuring you don’t outlive your savings. It also means positioning your wealth in a way that aligns with your values, minimizes tax liabilities, and ensures smooth succession.

Baby Boomers, born between 1946 and 1964, collectively hold more than half of all U.S. household wealth. Much of this is tied up in real estate, investment portfolios, family businesses, and retirement accounts. As this generation enters advanced retirement or passes away, these assets will gradually transfer to younger generations.

Estimates from Cerulli Associates indicate that roughly $84-85 trillion will transfer through inheritances and estate planning by 2045, with $72.6 trillion going directly to heirs and another $11.9 trillion to charities. For both givers and recipients, planning is essential to preserve this wealth.

For retirees with significant assets, estate planning must be an integral part of retirement strategy. A comprehensive estate plan includes wills, trusts, power of attorney, and healthcare directives, ensuring that assets are distributed as intended and legal hurdles are minimized.

Trusts, in particular, offer tax advantages and control over how and when heirs receive assets. Revocable living trusts allow flexibility during life, while irrevocable trusts can reduce estate taxes. High-net-worth individuals should also consider gifting strategies during their lifetime to reduce the taxable estate.

With the lifetime estate and gift tax exemption currently at $13.61 million per individual (as of 2025), many affluent retirees are leveraging this window to gift assets to heirs before potential future reductions. However, once the exemption sunsets in 2026 (unless legislation extends it), it could drop to about $6–7 million, potentially increasing tax exposure.

Retirees should work with financial advisors to employ tax-efficient strategies like Roth IRA conversions, charitable remainder trusts, and donor-advised funds. Managing required minimum distributions (RMDs) from retirement accounts can also reduce taxable income and preserve capital.

Receiving a significant inheritance can be both a blessing and a challenge. Without proper financial literacy or guidance, heirs may squander what took decades to build. Planning is crucial for recipients to make the most of their inherited wealth.

Heirs need to understand what they are inheriting—whether it’s real estate, investments, retirement accounts, or a business. Different assets have differ-

ent tax implications. For instance, inherited IRAs require distributions, while real estate may benefit from a stepped-up cost basis.

A sudden influx of wealth can impact retirement timelines, investment strategy, and lifestyle. However, instead of relying solely on inheritance, younger generations should continue building their own retirement plans—maximizing 401(k)s, Roth IRAs, and other vehicles—to maintain financial independence.

One of the most overlooked elements of retirement and inheritance planning is open family communication. Many families avoid conversations around money, death, and legacy, leading to confusion, disputes, and misaligned expectations after a loved one passes.

Retirees should hold intentional discussions with heirs, clarifying estate plans and sharing the values behind their financial decisions. Legacy planning is not only about transferring money, but also about passing on stories, lessons, and philanthropic goals. Tools like ethical wills or family mission statements can help solidify a legacy beyond wealth.

With so many moving parts—changing tax laws, volatile markets, and complex family dynamics—working with a team of professionals is more important than ever. A coordinated approach involving financial planners, estate attorneys, tax professionals, and even family counselors can ensure that wealth is preserved, protected, and purposefully passed on.

Advisors can help retirees:

• Navigate changing estate tax laws

• Create trusts and legal documents

• Plan charitable giving strategies

• Educate heirs on financial management

• Adjust portfolios for longevity and legacy

For younger generations, advisors can help integrate inheritance into a holistic financial plan, optimize tax strategies, and plan for their own retirement and legacy.

Camp Hudson Pines Offers New Ways To Stay And Disconnect In The Southern Adirondacks

BY PAUL POST

Ryan and Camille Parker had a dream and made it come true with the purchase of 40 pristine, riverfront acres just north of Corinth village.

When they bought it in February 2022, Camp Hudson Pines was a more than 50-year-old operation that had seen better days.

Recently, the Parkers hosted a public reception to celebrate the growth and expansion of their business, which now features a full range of camping options from traditional tent, RV sites and cabins to new glamping experiences in addition to a warm, cozy tiny house and a remodeled Airstream outfitted with every modern convenience.

“We have so many different ways to stay here,” Ryan Parker said. “We want to welcome people who have all different comfort levels with the outdoors, at different price points. One of the most rewarding things for us is to have people come who have never camped before and have them experience the Adirondacks and outdoors.”

The property, off Route 9N on the west bank of the Hudson River, is about equidistant to Lake George and Saratoga Springs, and all of their many attractions.

“There’s adventure all around,” said Gina Mintzer, Lake George Regional Chamber of Commerce executive director. “That’s a big reason people visit and hopefully invest and come here to live. Outdoor recreation and tourism continue to define the Southern Adirondacks as a premier destination.”

Camille Parker said the campground’s top user group is people staying overnight to attend concerts at Saratoga Performing Arts Center.

Ryan said business is up this year, primarily from Metro New York and Hudson Valley guests. However, there’s been a significant dip in visits from Canada, which accounted for 10 percent of business last year, as relations between the U.S. and its northern neighbor have cooled since President Trump took office.

Two of the campground’s five cabins are for year-round use through Airbnb.

“We get a lot of people who come to ski at West Mountain and for ski races,” Ryan said. Some guests come in winter to attend Skidmore College hockey games.

“We really feel very interconnected with our business community,” he said. “We aren’t an island. We’re sending people to restaurants, stores, telling them where to whitewater raft and go rail biking. All of these things make this a vibrant, fun area for people to come and visit. Where they stay is just one part it.”

“This is a special place,” Ryan said. “It has long been a place where people come together to connect with each other and disconnect from the outside world and technology, to create lasting memories.”

Originally from Utah, the Parkers live fulltime in Silver Springs, Maryland where Ryan is an attorney.

“I love the outdoors, I’m section hiking the Appalachian Trail,” he said. “We decided we wanted to buy a campground and looked at different areas. Some were nothing more than a field with hookups. We wanted to be in a forest and found this place, which we could afford, in an estate sale.”

“It was a real leap of faith,” he said. “But we came here and saw such a beautiful area. This is the kind of place we want to be and spend summers, and we think other people want to do the same. It’s really been fun and rewarding.”

Campground amenities include a heated pool, boat and kayak river access, a camp store, playground and community activities that foster connection and relaxation. The Parkers have also built comfortable, named trails through the woods.

Mintzer thanked the entrepreneurial couple “for believing in this destination, for choosing to invest here. It’s your time, resources, talent that enhances our region, appealing to residents and visitors alike.”

Corinth Supervisor Eric Butler and Fort William Henry Hotel Sales Manager Scott MacFarland took part in a ribbon cutting event to celebrate the Parkers’ success.

MacFarland attended as a show of support for Camp Hudson Pines, a fellow Lake George Chamber member.

Unlike similar entities, which foster businessto-business relationships, the tourism-oriented Lake George Chamber focuses on connecting businesses to visitors and vice versa, Mintzer said.

MacFarland said the 2025 summer season has gained momentum after getting off to slow start because of poor spring weather. “Now we seem to be firing on all cylinders, looking for a big finish into fall that will hopefully continue into next year,” he said.

Senior Living

Continued From Page 8

raise money for a local high school marathon, some sew and stuff pillows for hospital patients, others do roadside cleanup twice a year,” said Postlethwaite.

Both facilities have activities directors who plan anything from painting and games inhouse to music performances and theater at local venues.

Postlethwaite oversees the travel planning at Prestwick Chase, where groups of 12 to 16 people can take a more extensive trip. There is also a resident council that gives input on places to visit.

Hebert said that a few residents at The Glen continue to work part-time. The population is in their 70s to 90s and older, are “highly intelligent,” and come from backgrounds such as teaching, medicine, engineering, and other professions.

As the time to move approaches, the communities have staff to help make transitioning smoother.

“We encourage people to take a tour, come in as many times as they want, try the food, and visit with the residents,” Postlethwaite said.

She said one draw of Prestwick Chase is that “there are three restaurants under the direction of an executive chef, not a food service company.” It is also the only such community with a liquor license, she said.

Given there are wait lists for the apartments and cottages at The Glen at Hiland Meadows, prospective residents take advantage of The Eddy’s Stoddard Club. Membership them to participate in meals and activities until their space is available and ready, while making transitioning to their new living situation and meeting new people easier, Hebert said.

Residents do need to do some homework as they decide where to live and which amenities to choose, as pricing structures differ from place to place.

Visit eddyseniorliving.com and prestwickchase.com for more information.

Business Growth

Five years ago, Sherry Calkins stood in the lobby of a modest, twelve person marketing agency. Armed with rock-solid confidence in her vision, she faced a pivotal question: to grow, should she build from scratch or level up through acquisition?

Sherry chose the latter—and it transformed her business overnight. She acquired two neighboring agencies, instantly inheriting talented teams, established processes, and a loyal client roster. Today, her firm boasts 29 employees, supports over 100 clients, and continues to expand its geographic footprint—proof that strategic deals can supercharge growth.

For established owners eyeing new markets, service lines, or greater capacity, acquisition offers unbeatable advantages. You step into immediate cash flow, proven operations, and trained staff—assets that can take years to develop organically. Sherry also unlocked significant savings by centralizing accounting, HR, and administration..

Financing these deals is more accessible than many realize. Traditional lenders—and even the SBA—regularly underwrite up to 90% of a purchase price.

Of course, success hinges on due diligence. Will the target’s cash flow cover your debt service, a fair salary, and reserves for reinvestment? Have you negotiated a price that still delivers attractive returns?

Interested in discussing how we can help you sell your business? Give me a call. I have been helping owners buy and sell companies for over 20 years!

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kthiel@thielgroup.com www.thielgroup.com

Harding-Mazzotti Arena

Continued From Page 1

and investment in our communities. We look forward to a successful partnership for many years to come.”

In addition to ECHL hockey, the arena hosts many other events and activities each year including Section II basketball, a state girls volleyball tournament, Adirondack Stampede rodeo, the world-famous Harlem Globetrotters, Glens Falls Brewfest and several concerts.

The arena hosted the New York State boys high school basketball tournament for many years, and will be trying to get it back when its current three-year run in Binghamton expires.

Some of America’s most famous bands (Chicago, Styx) and entertainers (Kenny Rogers, Wayne Newton) have performed at the arena, and Mike Tyson won two fights there in 1986 en route to becoming the youngest heavyweight champion in boxing history.

The building has undergone a series of major upgrades in recent years including the addition of luxury suites, a large video scoreboard that generates increased advertising revenue, locker room and training facility improvements, and modernization of Heritage Hall for special events and large group gatherings.

The Thunder set an all-time attendance record last year, averaging more than 4,500 fans per game, including a single-game record crowd of 5,560.

“We had one Thunder game on TV last year,” Mead said. “This (new name and related marketing) could lead to more. Hopefully it will also lead to more arena events, which we are actively working on. We have a number that we are close to finalizing.”

Success at the gate, growing corporate support and increased publicity are expected to make more near- and long-term building improvements possible.

“We are working on a new ice plant (engine room), boards and glass,” Mead said. “It’s a large undertaking.”

The Thunder franchise is a Double-A affiliate of the NHL’s New Jersey Devils and competes in the ECHL’s North Division, which has expanded to eight teams this year with the addition of a new team, the Greensboro Gargoyles.

In addition to Trois-Rivieres, other division rivals are Reading, Worcester, Maine, Norfolk and Wheeling.

Munter

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Board. According to Munter, it is the last piece of vacant land on the east side of the industrial park.

“We are just in for approvals right now,” he said. “We’re trying to get that one approved so it’s ready to go if someone needs space of any kind. We’re not going ahead with construction until we know who is going in it.”

Both of these projects are on plots owned by Munter Enterprises.

Also in the industrial park, planning board approval has been obtained for a $2.5 million, 17,000-square-foot addition to a 50,000-squarefoot warehouse owned by Slack Chemicals, a distributor of chemicals for a wide variety of industries. Munter said that construction will start as soon as a building permit is issued and will take four months.

Headquartered in Carthage, N.Y., with facilities in Castorland and Saratoga Springs, the company was founded in 1944. When Robert Sturtz purchased it in 1986, it had eight employees and three straight trucks. It averaged $3 million in sales and delivered within a 150-mile radius. Today, annual sales exceed $30 million, there are 95 employees, and the fleet has grown to well over 100 vehicles in its three locations.

“We have thirty-five power units -- tractors, straight trucks and small bulk tankers,-- and we have a fleet of over a hundred tankers and trailers in our three locations,” said Human Resources Manager Paul Pierce. “In the Saratoga Springs facility there are ten box trailers, twenty tankers, and about half-a-dozen power units. There are eighteen employees involved in prepping and packaging materials, receiving, and driving.”

Their customer base has expanded to include clients in New York, Pennsylvania, New Jersey, Vermont, New Hampshire, Connecticut, West

Virginia, Ohio, Massachusetts, Maine, and Rhode Island.

Product lines include ice melters, caustics/acids, and solvents/alcohols; as well as chemicals for swimming pools; water and waste treatment; dairy, paper, industrial, plating, cogeneration industrial, reagents, and food grade applications. The company also has mixing and blending capabilities.

Pierce said Munter has built all the additions to their facility as well as a new building opposite the main one. They were also the general contractor, working with Watertown, N.Y.-based MTL Design, Inc., on several additions to the company’s Castorland location.

“Our experience working with the Munters has been fantastic,” said Pierce. “We’ve been dealing with them for years and it’s been a great working relationship.”

Elsewhere, Munter Enterprises is starting construction in Greenwich on a 2,500-squarefoot branch of the Hudson River Community Credit Union. The building will include a drivethru and state-of-the-art Interactive Teller Machines (ITMs).

A unique aspect of the project, according to Munter, is that because of the Amish population in the area there will be a hitching post and water hydrant for horses in the parking lot. Typically, Munter Enterprises does all the concrete work, steel erection, and envelope installation on its projects. They subcontract things like plumbing, electrical, and HVAC to a variety of local craftsmen.

They often partner with Paone Architecture, PC, of Saratoga Springs, for building design and Verity Engineering, D.P.C. of Troy for site design.

For further information on this company’s work go to munterenterprises.com.

Patten

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Falls High School and graduated from SUNY Adirondack in 2005.

His vision for Glens Falls was sparked while working as project manager at 20 Elm Street, an old mill building transformed into apartments, for a former employer.

In 2005, he broke off from Turner Construction and started his own single-family home building company, Patten Property Development.

A separate firm, Patten Property Management, handles rental properties.

At 46-56 South Street, 16 apartments will be one-bedroom and four others twobedroom, all featuring central air, granite counters, hard-surface flooring, barn doors, large open floor plans for bedrooms, and open closet concepts.

Plans also call for single unit washerdryers. The building will have energy saving technology and insulated windows top to bottom.

Patten is currently in the process of gaining approval for access to high-voltage electricity, giving the building a dedicated power source.

Apartments are expected to be priced from $1,350 to $1,500 for one bedroom and $1,550 to $1,750 for two bedrooms, depending on size and demand.

“They’re for single young professionals, and husbands and wives who are downsizing,” Patten said. “College kids relocating here for first jobs love this kind of apartment.”

The Point’s 24 apartments will be high-

Occupancy Tax

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or marketing campaign.

In a separate resolution, the county awarded $92,500 this year to Glens Falls Business Improvement District to support events such as Glens Falls Brew Fest, the LARAC June Arts Festival and Taste of the North Country.

Another $314,850 was given to six projects in the form of supplemental municipal funding. The highest amounts went to North Warren Chamber of Commerce ($100,000) for three-town regional branding, and the Town of Lake George ($100,000) to develop a park, McPhillips Preserve at French Mountain.

Lake Luzerne and Horicon obtained funding for food truck events, a portion went to Warrensburg for its Holiday Spirits event, and North Creek Ski Shuttle received money to take people from downtown North Creek to Gore Mountain ski areas.

The application review process starts with the county Tourism Department, which puts packets together for the supervisors’ Occupancy Tax Coordination Committee to review, before going to the full Board of Supervisors for fi nal approval.

The Occupancy Tax Coordination Committee is chaired by Lake George Supervisor Vincent Crocitto.

“Warren County occupancy tax is the engine that drives visitation to the Lake George area,” county Tourism Director Heather Bagshaw said. “Funds are used for tourism projects and programs only and distributed to local municipalities, event organizers, the county tourism department and local businesses entities including the Adirondack Civic Center Coalition and Lake George Chamber. Th rough these collaborative efforts we have seen an increase in occupancy tax receipts each year following the pandemic.”

The county’s 2024 Occupancy Tax Spending Report is being fi nalized and is scheduled for release later this month.

The 2023 report, the most recent one

end with finishes such as crown molding, fireplaces and a balcony at each unit, priced from $1,500 to $1,650 for one bedroom and $2,000 to $2,700 for two bedrooms.

“Foundations under way, we’re setting steel now, will do framing this fall and hope to be done next summer,” Patten said.

He said the finished project will be similar to one at 14 Hudson Street.

“I’ve been a landlord here in the city since I was 21 years old,” he said. “I’m really focused on one-bedroom apartments. Two and three bedrooms are harder to rent. Quite often, families want them, but there’s no lawn, no place for kids to play. So I’m focused on renting to individuals.”

When these jobs are done, Patten plans to head back to Washington Street for Phase II of Washington Manor, which he said will consist of 54 one-bedroom units where current demolition of three buildings on Glen and Harlem streets is taking place.

Phase I has 20 one-bedroom affordable living, efficiency-style apartments ranging in size from 500-600 to 750-800 square feet.

Patten has also developed 28 Union Street between Glen and Bay streets.

“My hope is that with all the effort I’ve put in the city and its building that it really attracts additional investors, people that see a future here,” he said. “It’s really not about me as much as it is my children. If we bring the city to life, bring business and jobs here, it gives young people a reason to stay.”

available, said the county spent more than $10.2 million, or roughly $2.5 million more than was collected that year. Money from separate funds may be used to support various tourism-related events and programs, Lehman said.

Occupancy tax may be used to fund capital projects such as improvements to HardingMazzotti Arena, home to the Adirondack Thunder and numerous other events that attract visitors to Warren County. The county approved $350,000 for the arena in 2023, of which $250,000 helped fund a makeover of Heritage Hall, which hosts numerous special events and large-group gatherings.

Another $250,000 went to the Adirondack Civic Center Coalition, which spent more than half of this total on marketing to solicit new events and promote new and existing ones.

Earlier this year, the county awarded $2.5 million to the Town of Johnsburg to help pay for a new sewer system, which is expected to spur investment in the North Creek business district. The money will be dispersed in payments of $250,000 annually for 10 years unless the town is able to obtain some other type of grant funding.

Some occupancy tax money may be used for environmental projects such as eradication of aquatic invasive species in Chester, Horicon and Lake Luzerne ($150,000), to keep lakes safe and useable for outdoor recreation, which brings people to the area.

“Warren County has effectively used occupancy tax to fund tourism-related initiatives that continue to make the Lake George Area an attractive tourist destination,” county Administrator John Tafl an said. “The funds support promotion of local events and festivals as well as analysis of the effects of tourism marketing and promotion. In addition, occupancy tax has been used to support several important infrastructure projects that make our local communities more attractive to visitors. Warren County has done a phenomenal job maximizing the benefits of occupancy tax.”

Mary Longley

131 River Street

Hudson Falls, NY 12839

518-744-7791

mlongley10@yahoo.com