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Louisiana rapper Kevin Gates, friends hit the Cajundome and other live music in Acadiana this week
Looking for live music?
Troy Aikman responds to reported MNF contract tensions with Joe Buck: 'I'm looking forward to … where my next landing spot might be'
Mariners News: Boston Smith, Cole Young, and Joe Espada
Taking a look at the 2026 Gold Glove finalists. Plus, Joe Espada is officially a free agent.
Andre Drummond’s best Knicks contribution starts before the shot
Mike Brown didn’t need another look at the three blocks to explain why Andre Drummond impressed him Monday. The Knicks […]
Former Angels' Pitcher Jose Soriano Nominated For Gold Glove Award
Hurler who was traded from Los Angeles to the Toronto Blue Jays looking to win coveted award after posting sparkling defensive numbers in 2026.
Every Hapoel Tel Aviv player drafted by the Boston Celtics
Let's take a look at every player who has been drafted by the Celtics out of Hapoel Tel Aviv.
Docktober invites folks to join citizen scientists in peeking under docks
In the month of October, naturalist Luan Roberts organizes events and encourages everyone to look at the wildlife living under their local docks and report what they see. She's on a mission to get more people involved in the emerging citizen science known as “dock fouling.”
Opponent Breakdown: Syracuse Orange Defense
Fran Brown lost his defensive coordinator this offseason, but he arguably made an upgrade when he brought in Vince Kehres from Toledo. Kerhes led an outstanding group during his time at Toledo, and he did a very good job mining talent for a school that wasn’t playing big-time football. The Cuse defense looks improved early […]
The Politics of Heat, Homes, and Lobster Boats.
The Bar Harbor Story is generously sponsored by First National Bank. MOUNT DESERT ISLAND REGION—The candidates’ forum focusing on House District 15 and incumbent Holly Eaton and Clifford Noyes last week spent a lot of time on the candidates’ thought of heating, communication with constituents, property taxes, education costs, and other issues. It also was a time for the community to ask their own questions and see two candidates up close and personal at the Southwest Harbor Fire Department firehouse. Jim Vallette organized the hour-long event, which was moderated by Carrie Jones of the Bar Harbor Story. Ken Rozsahegyi provided technical support for the congenial event. House District 15 serves Brooklin, Deer Isle, Eagle Island Township, Frenchboro, Isle au Haut, Marshall Island, Southwest Harbor, Stonington, Swan's Island, Tremont, and Vinalhaven. Jones advised as she began the question and answer part of the event, ”Treat everyone here like they are going to be the ones who might give you a ride in a rainstorm, pull your pet out of a burning building, or be the one grading your kids’ papers at school, okay?” She continued. “That’s it. Tonight isn’t meant to be a gotcha debate. The goal is to give people in the district a chance to get to know both candidates, hear what they care about, and understand what they’d actually try to accomplish in Augusta.” The questions and discussion throughout were kind. Eaton currently serves in the position. She’s a Democrat from Deer Isle, raised in a fishing family and has worked in nonprofits and volunteered for her school board. Noyes is unenrolled (politically) and from Southwest Harbor and currently a school board member, self employed as a mason. He focused on fiscal issues throughout the forum. Eventually, at Jones’ prompting, the candidates played “Rock, Paper, Scissors” for who would go first for their closing statements. Noyes used the opportunity to urge others to head to the ballot. “Whether you vote for me or Holly, it’s important that people vote,” Noyes said. He hoped the voter turnout in the district would be over 35 percent because that would mean people were truly engaged. Eaton stressed that she’s a Democrat, but in Augusta, her role isn’t about party. “I am a Democrat, but when I go to Augusta, I am there to represent the people of District 15. I want people to feel as though I’m accessible, that I’m responsive, and that I show up for the district,” Eaton said. Being there for others was vital, she explained. “When something comes before me in Augusta, I try to look at it through the lens of the people and the communities that I represent. How will this affect the people who live here? Does it make it easier or harder to raise a family here, to operate a small business, to work on the water, to afford a home, to keep our schools open, or provide the essential services our communities depend on?” Eaton said. Noyes spoke about fiscal responsibility and about the state being more responsive to communities and the ideas that come from them. “I feel that we desperately need to restore some fiscal sanity, a little bit. So when the legislature meets again,” Noyes said, “it could be critical for Maine residents that we don’t keep digging this hole that we’re in financially and keep raising our taxes so the struggling families struggle even more.” The two answered a series of questions from Jones, then answered questions from the audience and participants via Zoom. Jones asked what they heard the most from people about what was making their lives hard and what can the legislature in Augusta do it about those issues. Both spoke to concerns about heating oil costs. Noyes spoke to the three H’s: health, home, and heat. Eaton and Noyes spoke to the burdens of families with lower incomes, with Eaton mentioning LIHEAP (Low-Income Home Energy Assistance Program). They both were in favor of free community college and trade programs. They both supported the working waterfront. Both said that data centers—such as the one proposed in Eastport, which is out of the district—should be a local decision, but neither were in favor of it. The working waterfront was supported by both. Eaton’s served on the Maine Marine Resource Committee in the legislature. She advocated a diversity of fishing resources and less of a reliance on lobstering. Shrimp, she hoped, would make a comeback. Noyes worried about out-of-state pressure on the lobstering industry, also spoke of shrimp harvesting timings, and said he supported the lobstering industry. QUICK NOTE Carrie Jones is, obviously, the co-founder of the Bar Harbor Story, which made us have a bit of a hard time putting out this story and thinking it through and how to present it. We ended up with this article. The debate in its entirety is below, many thanks to Ken and Jim for making it publicly available. UPCOMING AND PAST EVENTS The following events are or were organized by the League of Women Voters Downeast. DISTRICT 7 DISTRICT ATTORNEY DISTRICT 13 Thursday, Oct 15, 2026 5:30 PM to 6:30 PM Candidate Forum: House District 13 125 State St , Ellsworth Featuring candidates Michael Cunningham (D) and Russell White (R), moderated by Cyndi Wood, managing editor of the Ellsworth American. DEMOCRACY FORUM Friday, Oct 16, 2026 4:00 PM to 5:00 PM Democracy Forum — Election 2026: What’s on Your Ballot RECENT PRESS RELEASES AND BRIEFS To see all the press releases, click here. To see our news, click here. For the full archive, click here. All of these are on our dedicated website. [ ](https://barharborstory.substack.com/p/feeling-stressed-kids-corner-invites) [ Feeling Stressed? Kids’ Corner Invites Parents, Educators, and Caregivers to Rediscover the Joy with National Speaker Raelene Ostberg Oct 14 ](https://barharborstory.substack.com/p/feeling-stressed-kids-corner-invites) [ Read full story ](https://barharborstory.substack.com/p/feeling-stressed-kids-corner-invites) [ ](https://barharborstory.substack.com/p/mainely-meats-pink-party-for-breast) [ Mainely Meat’s Pink Party for Breast Cancer Awareness is October 18! Oct 14 ](https://barharborstory.substack.com/p/mainely-meats-pink-party-for-breast) [ Read full story ](https://barharborstory.substack.com/p/mainely-meats-pink-party-for-breast) [ ](https://barharborstory.substack.com/p/conners-emerson-school-announces) [ Conners Emerson School Announces Public Surplus Property Sale Oct 14 ](https://barharborstory.substack.com/p/conners-emerson-school-announces) [ Read full story ](https://barharborstory.substack.com/p/conners-emerson-school-announces) [ ](https://barharborstory.substack.com/p/planting-the-writers-garden) [ Planting the Writer’s Garden 12:15 AM ](https://barharborstory.substack.com/p/planting-the-writers-garden) [ Read full story ](https://barharborstory.substack.com/p/planting-the-writers-garden) [ ](https://barharborstory.substack.com/p/artist-maria-de-los-angeles-explores) [ Artist Maria de los Angeles explores migration and belonging in COA public lecture 12:19 AM ](https://barharborstory.substack.com/p/artist-maria-de-los-angeles-explores) [ Read full story ](https://barharborstory.substack.com/p/artist-maria-de-los-angeles-explores) HELP SUPPORT THE BAR HARBOR STORY When we started The Bar Harbor Story, we didn’t know if anyone would read it. But you showed up. You shared. You sent tips. Now—over 400,000 views every month later—it’s clear: people here care about their community and each other. We’ve kept everything free because news should never be out of reach, but every one of our stories takes time to write, and your support keeps The Bar Harbor Story going. If you value our work, please consider a paid subscription, a founding membership, or a sponsorship. It truly helps us cover one more meeting, tell one more story, shine one more light. Even $5 a month makes a difference. Click here to become a one-time supporter now. Thank you so much for being here. Founding member information can be found here. Have questions about sponsorships? Just send Shaun an email at sfarrar86@gmail.com, he’d love to hear from you. Subscribe Share Bar Harbor Story Share Leave a comment
GTA 6 Will Make The Game Awards Cutoff Date for Eligibility by the Skin of Its Teeth, Confirming It Has a Chance at 2026 Game of the Year
GTA 6 is officially in with a chance of winning the 2026 Game of the Year award at this year’s The Game Awards, after the show confirmed the cutoff date for eligibility.
The Yankees Roster May Look Completely Different in 2027
The New York Yankees are, once again, out of the MLB postseason much earlier than they (and their fans) would have anticipated. New York not only got swept by the Tampa Bay Rays in the American League Division Series, they were flat-out embarrassed. The Rays outplayed them at the plate, in the field, and even …
Paid DLC is coming to Fire Emblem: Fortune's Weave—Wave 1 is out now! – News
Watch the video for your first look at the paid Fire Emblem: Fortune’s Weave Expansion Pass DLC. This Expansion Pass DLC will add extra content in three different waves.
Computational Models as Liminal Models in Neuroscience, a Cognitive Science Speaker Series Presentation | Events
Speaker: Danielle Williams, Ph.D. Title: Computational Models as Liminal Models in Neuroscience Short Bio: Danielle is a philosopher of mind and science whose research examines the role of computation in our theories and explanations of the mind and brain. Her work brings together philosophy of mind, cognitive science, neuroscience, and artificial intelligence, with particular interests in computational theories of mind, computational modeling, and the relationship between different explanatory and modeling strategies in the mind sciences. She also investigates philosophical questions raised by contemporary AI, including the nature of opacity in computational models and its implications for explanation in cognitive science. Alongside this work, she is a historian of cognitive science and AI, examining how the development of computer technology has shaped our conceptions and models of the mind and brain. Abstract: Scientists rely on various types of models to make sense of their phenomena of interest. This has led philosophers to take up a range of semantic, ontological, and epistemological questions about how models represent, what kinds of things models are, what we learn from models, and how they explain. One type of model that has been of particular interest to philosophers is the computational model. Computational models are commonplace in the mind sciences in general and neuroscience in particular, with many asking how computational modeling can help us understand the nervous system and its contribution to cognition and behavior. These questions are particularly pressing in neuroscience, as computational models have become a dominant framework for making sense of cognition. Thus, old questions about model-based science have re-emerged within the context of neuroscience, with many philosophers looking to established frameworks to understand how computational models represent, explain, and contribute to theory development in neuroscience. These established frameworks, however, characterize computational models as a homogeneous type which cannot capture actual modeling practices in neuroscience. In this talk, I argue that computational models in neuroscience are best typed as a kind of liminal model, a type I introduce to capture how the status of a computational model is determined by the epistemic context in which it is deployed. Indeed, the category to which a computational model belongs shifts according to the role it plays within a given context. ASL-English interpreters have been requested. Light refreshments will be provided.
Is the EU research budget actually increasing?
Is a Horizon Europe budget of €158 billion a 10% cut or a significant increase to the EU’s support for research and innovation? What would seem like a question of fact has divided opinion in Brussels since the Irish presidency of the EU Council presented its negotiation box on October 10. The answer depends on factors such as how you adjust for inflation, whether you account for increases in overall EU wealth and if you care about absolute or proportional figures. The €158 billion budget in current prices, proposed by the Irish presidency of the EU Council, was quickly criticised by university lobbies and rejected by the high-level expert group led by former Portuguese science minister Manuel Heitor. It was also decried by the four pro-European political groups in the European Parliament. “How can Europe close its competitiveness gap while cutting the European Competitiveness Fund by 13% and Horizon Europe by nearly 10%?” asked a joint statement by the European People’s Party (EPP), Renew Europe, the Socialists and Democrats and the Greens/European Free Alliance. Together, these parties hold 63% of seats in the Parliament.In stark contrast, Irish foreign affairs minister Helen McEntee said that the proposal “significantly increases investment in competitiveness, research and innovation,” Meanwhile, a presidency press release said that, compared to the current Multiannual Financial Framework (MFF), the proposal would “double the volume of competitiveness related programmes.” So, who is right? That depends on how you make the calculation.Compared to the Commission figure or the previous budget?The first thing to notice is the difference in baselines. When the MEPs say the Irish presidency will cut Horizon Europe by “nearly 10%” they are using the European Commission proposal for the MFF from July 2025, which allocated €175 billion in current prices to Horizon Europe. However, when the Irish foreign affairs minister said the research and competitiveness budget is increasing significantly, she is comparing it to the 2021-27 MFF, which had a Horizon Europe budget of €84.9 billion in 2018 prices.Her point holds when accounting for inflation. Applying a 2% annual inflation rate, the calculation method used by the Commission, the 2021-27 Horizon Europe would have a budget of €97.5 billion in 2025 prices. In comparison, the Irish presidency’s €158 billion figure in current prices translates to €140 billion in 2025 prices. Does the ECF count?But there is more to the dispute. In its statements, the Irish presidency lumped the research budget in with the overall budget for competitiveness. The Parliament statement, however, kept the two separate. This matters because the next MFF includes plans to add a new European Competitiveness Fund (ECF) to fund programmes meant to boost the continent's competitiveness. The Irish negotiating box allocated €245 billion in current prices to this programme.When this is added to the €158 billion for Horizon Europe, as well as programmes such as the EU education programme Erasmus+, the total for “competitiveness, prosperity and security” in the Irish proposal becomes €514 billion in current prices. But it is still uncertain how big a share of this competitiveness budget would go to research. The Commission proposal of July 2025 for the MFF included clear links between the ECF and Horizon Europe, indicating some ECF money will go to research. At the same time, the structure of the ECF is still being negotiated, and a substantial part of its budget is expected to support non-research activities such as defence manufacturing, decarbonisation and digital infrastructure. Related articlesCouncil floats 9.6% budget cut to next Horizon EuropeResearch community to appeal to national governments over planned EU budget cutEU own resources ‘essential’ for future research budget, says leading MEPSo, it is by looking at competitiveness rather than research, or combining the two, that the Irish presidency can claim that its proposed budget will significantly increase investment in competitiveness, research and innovation.According to the Irish presidency proposal, Horizon Europe and other competitiveness-related programmes in the current multiannual budget received €221 billion in current prices. However, since this money is being distributed from 2021 to 2027, it is not directly comparable to the €514 billion in current prices which will be distributed from 2028 to 2034.Research as a proportion of the MFFBut the relative rise in competitiveness-related programmes points to another important distinction: whether you look at the research budget in absolute terms or as a share of the overall MFF. Here, too, the size of the research budget has risen, although only slightly. In the 2021-27 MFF, Horizon Europe accounted for 7% of the total budget. In the Irish presidency’s proposal, it amounts to 8.7%. The share for the total competitiveness envelope went from 17.7% in the current MFF to 28.1% in the Irish presidency proposal.This proportional share may seem irrelevant to universities looking for research funding, but it is becoming significant as budget negotiations between the Parliament, the Commission and the Council begin. On October 2, a group of 17 southern and eastern European countries sent out a statement calling for the EU agriculture and cohesion budgets to be protected. The Parliament’s co-rapporteur on the budget, Siegfried Mureșan of the EPP, has also said that the research envelope is likely to be cut disproportionately as the budget is slimmed down during negotiations.
Here Is Why Bargain Hunters Would Love Fast-paced Mover AMC Entertainment (AMC)
If you are looking for stocks that have gained strong momentum recently but are still trading at reasonable prices, AMC Entertainment (AMC) could be a great choice. It is one of the several stocks that passed through our 'Fast-Paced Momentum at a Bargain' screen.
Memphis People in Business for Oct. 15, 2026
A look at promotions, hirings, movers and newsmakers in the Memphis area business scene
What Will Rivalry Between Orlando Magic, Miami Heat Look Like?
The Orlando Magic and the Miami Heat have had a long-standing rivalry, but it is going to look different this season.
I toured Delta's new business-class, here are my favorite upgrades
The next-generation Delta One will debut in early 2027 on flights from Los Angeles. I got a closer look at what to expect.
Justin Champagnie Looks For Consistent Role on Washington Wizards
After proving to be a productive piece in 2025-26, Justin Champagnie is looking to find a consistent role on an upgraded Wizards roster in 2026-27
Different measures of what learning looks like
Colorado voters face some big propositions — Amendment 87, Proposition 136 and Proposition NN — about money. Nothing like a fight over dollars to get everyone’s hackles up. If Amendment 87 and Proposition NN pass and Proposition 136 fails, a chunk of money will go to our public schools to help make up for years […]
Gibraltar to Sell Infrastructure Business to Saint-Gobain for $208 Million
Gibraltar Industries (ROCK) has agreed to sell its Infrastructure business, D.S. Brown, to Saint-Gobain for $208 million in cash. The price is subject to customary post-closing adjustments. Closing is expected in the fourth quarter of 2026, subject to closing conditions, including required regulatory approvals.Gibraltar expects the transaction to be highly tax efficient and plans to use the proceeds to accelerate debt reduction as it focuses its portfolio on building products and structures end-markets. Management will update its 2026 outlook for the sale alongside its third-quarter 2026 report; that report’s timing will be announced separately.
Oilers’ Vasily Podkolzin On Fire, Makes Canucks Trade Look Baffling
Two years ago in August 2024, the Vancouver Canucks traded Vasily Podkolzin to the Edmonton Oilers for a 2025 fourth-round pick, one that was used on David Lewandowski. The Canucks would surely take that back now. Podkolzin is off to an incredible start to the 2026-27 season, looking like a guy who might finally be […] The post Oilers’ Vasily Podkolzin On Fire, Makes Canucks Trade Look Baffling appeared first on HEAVY.
Cover to Cover: ‘Hollywood, Ending’ offers a witty, compassionate critique of the entertainment industry
In his long-awaited return to fiction, John Green tackles art, love and celebrity culture with his signature empathy and humor in his new novel, “Hollywood, Ending.” Published Sept. 22, “Hollywood, Ending” is Green’s first adult novel after a career of primarily writing teen classics like “The Fault in Our Stars” and “Looking for Alaska.” The...
Vikings, Chargers Floated in Realistic Justin Herbert Trade Idea
The Minnesota Vikings don’t have any commitment to a quarterback beyond this season after the trade of J.J. McCarthy to the New York Giants. Both Kyler Murray and Carson Wentz are on one-year contracts, and new general manager Nolan Teasley could look to go in a different direction if neither impresses. Heading into the bye […] The post Vikings, Chargers Floated in Realistic Justin Herbert Trade Idea appeared first on HEAVY.
The Herald's weekly entertainment picks
Looking to be entertained from Thursday, Oct. 15, through Wednesday, Oct. 21? Check out the Skagit Valley Herald’s weekly recommendations.
LaRoyce Hawkins exits “Chicago P.D. ”— here’s how they handled Kevin Atwater’s goodbye
Atwater’s life is about to look very different.
Cook review: You’re better off finding horror entertainment other than ‘Other Mommy’
A skilled cast is wasted on “Other Mommy,” a silly horror movie that stars Jessica Chastain in the story of a little girl haunted by an entity that looks like her mother. I expected bet…
HEALTH MATTERS: Wound Care Specialist keeps man from foot amputation
Jeffrey Broyles thought summer 2026 would look like the sand-and-ice-blue waters featured in his snapshots from summer 2025, not like the decaying flesh and gaping wounds his cell phone camera capt…
HHS announces new healthy lifestyle initiative at Chatham health center
U.S. Health and Human Services Secretary Robert F. Kennedy Jr. announced a new initiative.
Warriors Could Trade For Draymond Green’s Longtime Rival
The Golden State Warriors will be looking for ways to improve via the trade market, and Rudy Gobert could emerge as an option. A new report claims that the Minnesota Timberwolves will look to trade Gobert due to his contract ending soon. Paying big money to an aging NBA player can hurt the franchise, especially […] The post Warriors Could Trade For Draymond Green’s Longtime Rival appeared first on HEAVY.
Digital Science Report Examines Federal Research Security Policies
Digital Science issued a report that looks into whether current federal research security policies adequately account for visiting scholars and other short-term researchers. ...
Your Business Probably Has More Data Than Insight by Nathan Tayloe
Most businesses know more about themselves than they ever have. Leaders have access to financial reports, sales pipelines, customer data, employee metrics, website analytics, and dashboards for almost every part of the organization. CRMs track every stage of the sales process. Marketing platforms report results in real time. AI can analyze and summarize enormous amounts of information in seconds. Yet I've sat in plenty of meetings where all of that information is available, and some of the most important questions are still surprisingly difficult to answer. What's actually working? Why are customers choosing us? Where are we losing opportunities? What should we do differently? Having the data and understanding what it means are two very different things. More Information Doesn't Always Create More Clarity Over the past decade, businesses have invested heavily in visibility, and that's a good thing. We can understand performance with a level of detail that would have been unimaginable not long ago. But there's an unintended consequence. The easier something becomes to measure, the easier it is to assume it must be important. Website traffic goes up, so that looks positive. Leads increase, so marketing appears to be working. Sales activity climbs, so the pipeline looks healthy. Maybe. The numbers tell us what happened. Understanding why it happened, whether it matters, and what we should do next still requires judgment. Not Everything That Matters Fits on a Dashboard Consider a customer who ultimately contacts your company through Google. The data may attribute that lead to search. What it may not show is that the customer heard about you from a colleague six months earlier, saw your company mentioned in an industry publication, followed one of your employees on LinkedIn, and read several reviews before finally searching for your company. Google may have produced the click. It didn't necessarily create the decision. This happens throughout a business. Some of the things that matter most are difficult to reduce to a single metric: Why your best customers stay Why talented employees choose your company Why a prospect trusts one provider over another Why one service is gaining momentum while another isn't Why the market perceives your business the way it does Data can help answer those questions, but it needs context. Better Decisions Start With Better Questions One of the easiest traps for leaders is starting with the information in front of them rather than the decision they're trying to make. Instead of opening a dashboard and asking, "What does the data show?" it can be more useful to start with a different set of questions: What are we trying to understand? What decision are we trying to make? What would we need to know to make that decision confidently? That changes the role of data. Instead of looking at every number available and searching for meaning, you're using information to understand something specific about the business. Information Still Requires Judgment More sophisticated analytics and AI will continue to give leaders access to better information, faster. That's valuable, but I don't think it reduces the importance of experience and judgment. If anything, it increases it. Someone still has to decide which numbers deserve attention, which patterns matter, what context might be missing, and when the data isn't telling the whole story. The goal isn't to know more about your business simply because you can. It's to understand your business well enough to make better decisions. Good data can tell you what happened. Good leadership has to decide what it means. — Learn more about how we help organizations turn business, customer, and marketing insights into smarter strategies at tayloegray.com, or reach out directly at nathan@tayloegray.com.
Docktober invites folks to join citizen scientists in peeking under docks
In the month of October, naturalist Luan Roberts organizes events and encourages everyone to look at the wildlife living under their local docks and report what they see. She's on a mission to get more people involved in the emerging citizen science known as “dock fouling.”
Ilhan Omar Investigation Aims to Build Case for Stripping Her Citizenship
Authorities have subpoenaed members of the Democratic congresswoman’s family as part of a broader look at their immigration paperwork.
Toronto Blue Jays' Yariel Rodriguez Makes Important Offseason Decision
The right-hander is looking ahead toward 2027.
The iPhone Duo's screen repair costs make Samsung foldables look like a bargain
Apple has revealed its iPhone Duo repair prices, with inner display damage costing $999 and other repairs potentially reaching $1,499.
Ubisoft plans cuts at German studios, adding to wave of workforce reductions
Ubisoft is planning to reduce its workforce in Germany, where it operates a trio of studios, by about 100 workers, Game File has learned. The company wants to offer employees buyouts to, should enough people accept, avoid having to lay anyone off. “In Germany, we initiated discussions with the Works Council last week regarding a proposed voluntary departure plan across Ubisoft Dusseldorf, Ubisoft Berlin & Ubisoft Mainz,” a company rep told Game File. A “works council” is a union-like group representing employees. “The voluntary plan is the primary measure being proposed to support the intended organizational changes,” the Ubisoft rep added. The company declined to confirm the scale of the potential headcount cut. Of the impacted studios, Mainz might be the best known to the public. It leads development of the Anno series and shipped the well-reviewed strategy game Anno 117: Pax Romana in November 2025. Berlin and Dusseldorf operate as support studios within Ubisoft’s creative network. Berlin recently supported the development of Rainbow Six Siege and the Rayman Legends Retold remake. Dusseldorf also contributed to those projects, as well as The Settlers and Ubisoft-branded escape rooms. Dusseldorf is the biggest of the three studios, with some 400+ workers, compared to just over 100 at the other two, a source familiar with the reductions and the teams told Game File. More than half of these new reductions of about 100 people are expected to happen at Dusseldorf. The planned cuts were announced at a town hall for the German studios on Tuesday of last week. In an email follow-up, the studio group’s managing director, Benedikt Grindel, said the cuts were intended to “best position our German studios for the future... with a clearer focus on their role, capabilities and organizational setup needed for the work ahead.” The email was an echo of the past. In January 2025, Grindel had emailed the Ubisoft developers in his region (or studio “zone”) to explain that a round of 185 cuts at the time, including about 65 at Dusseldorf, were “essential to improve our operational efficiency and ensure the long-term sustainability of our studios, the zone and the company.” A half-decade of continued job cuts Ubisoft has been aggressively cutting its headcount for years. At the end of September 2022, it had 20,729 workers. By the end of March 2026, that total was down to 16,590. Studio management is trying to trim costs as it grapples with a changing industry and a drought of releases, let alone hits. The company announced earlier this year that it had reduced its costs since 2022 by “nearly €325 million” ($362m) and planned to lower them through 2028 by another €180 million ($200m). In June the company said it was closing down its Winnipeg and Belgrade studios and cutting roles in its Barcelona team. Even commercial and creative success hasn’t spared studios from this ongoing company-wide contraction. As Game File was nailing down details around the proposed cuts in Germany, Ubisoft management was informing workers of cuts in its Singapore studio, which shipped a hit remake of Assassin’s Creed IV: Black Flag this past July. Some 70 positions in Singapore are being eliminated “to align the studio with upcoming production needs,” per a company rep’s statement to Game File. In early 2024, a large team in the Singapore studio launched the multiplayer pirate game Skull & Bones. It performed poorly but has been supported with regular content updates since. Many of Ubisoft’s studios around the world are heavily subsidized via regional grants and tax breaks. Singapore had been among them for years, but received no such local assistance in the 12 months ending this past March. News of the Singapore cuts broke today alongside word that Ubisoft is also proposing the closure of RedLynx, pending negotiations with officials. The Finnish studio behind the motorbike series Trials was founded in 2000 and sold to Ubisoft in 2011. As reported by VGC (and corroborated by Game File), Ubisoft management told employees it could not come up with a new, sustainable assignment for RedLynx. The 2025 workforce at Ubisoft Dusseldorf were straight-up cuts. This time, Ubisoft is hoping the reductions at its trio of German studios will largely come from workers taking a payout to leave. The company offered such voluntary dismissals at its Massive Entertainment studio (The Division) a year ago. For the German studios’ buyouts this time around, Ubisoft and the Works Council had discussed a formula that’d pay a worker’s monthly salary multiplied by 1.5 and by the number of years they’ve worked at the company, according to Game File sources. The formula is still subject to negotiations with the Works Council and has not yet been part of an official offer to workers. It could be adjusted up or down, and it could be supplemented with additional bonuses. Asked about the floated payout formula, a Ubisoft rep told Game File, “The terms of a potential voluntary departure program remain subject to negotiation with employee representatives. No final agreement has been reached, and we won’t comment on specific proposals while discussions are ongoing.” Game File is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. Subscribe Item 2: Epic’s AI adventures Epic Games (Fortnite, the Unreal engine) is all-in on using AI to try to transform the way it makes video games and game-making tools. It’s leaders appear to be undeterred by any resistance among gamers and some game developers around generative AI—and instead emboldened by advances, particularly in AI-assisted programming. A recap of the last three days: On Monday, Bloomberg reported that Epic management told workers last week that development of an upcoming game combining Star Wars and Marvel characters would be “AI first.” Employees would be expected to use AI models such as Claude to code the game. A manager told Epic’s developers there would be “[n]o more hand-written code” and that art for the game would be “generated with full AI workflows,” per the outlet. Just ahead of that story running, Epic founder Tim Sweeney tweeted: “We have a huge pivot underway here at Epic, moving developers around to retool for maximum AI acceleration. The aim isn’t to do the same stuff with fewer people, but to enable everyone here to build MORE and BETTER stuff, and to bring the benefits to all teams using Unreal.” In a follow-up, Sweeney predicted that most game development processes would be at least three times faster a year from now than they were in January 2026, thanks to AI. To a person on X who told him he was failing to read the room, Sweeney said: “Much of the room wants it to be 2016 again, but it’s not. Our job, as the provider of tools and technology to much of the industry, is to design for the present that is and the future that will soon be.” On Wednesday, Epic announced it was releasing a faster launcher for its Epic Games Store marketplace. It did so by stating in a blog post as clear as could be that the launcher is an AI-enabled, vibe-coded project: Programming is hard. So, instead of doing that, we vibe coded a new Epic Games Launcher that’s way faster and more responsive than the current one, and has a new look. Programming is hard? That was unexpected phrasing from a company founded by a legendarily great programmer. Back in 2011, Sweeney told me that he’d picked up programming quickly as a kid and rejoiced at the power it gave him. “I could look at any program that anybody else had written and, with enough effort, build something cooler.” Item 3: The Xbox Labs experiment (and one of the people behind it) Microsoft’s Xbox division, which is flooding the zone with announcements lately, yesterday revealed a new internal tech-tinkering team called Xbox Labs. In the words of Xbox boss Asha Sharma Labs is “a small group of game makers, engineers and scientists whose job is to turn emerging ideas into things our players and developers can experience.” Conventional wisdom coming out of the announcement is that Labs is a team that’ll focus on ideas driven by generative AI. In her announcement, Sharma cited some of the dizzying achievements in tech and gaming over the past month as AI agents and other AI tools have been deployed to swiftly figure out how popular games work, then rebuild them and mix them up. She mentioned seeing ”games rapidly decompiled and rebuilt to run on hardware they were never originally designed to support” and said “[p]erhaps more surprisingly, we’ve seen many of the biggest games in the world have been remixed into the source code of another.” (Minecraft plus Elden Ring, for example, or Fortnite + Super Monkey Ball + Overwatch + Diablo + others.) Sharma also cited the work of Windows PC games being ported to run in browsers, a seeming reference to a recent AI-assisted fan port of Halo. Or perhaps Call of Duty or GTA. Sharma didn’t use the specific term “AI” in her memo, but she came close, citing AI “agents” and their potential for game-making tools that Labs could help craft: I think XBOX has an important role to play here. Coding became the first major workload for agents because they can write, run, and test software. Games share many of those same properties, and people spend more than 72 billion hours a year playing XBOX games, roughly five times the estimated time spent writing code worldwide. We’ve spent 25 years learning how to make great games, and I want our game makers to help shape what these new technologies make possible. As we learn, we’ll share the tools we build with developers across the industry, just as we always have. When I asked an Xbox rep if Labs was an AI-centric team, they said genAI was not the focus, describing it as having a broader mandate for using new tech in new ways in gaming. As an example, they pointed to Xbox’s recently launched disc-to-digital gaming usage rights program. Microsoft didn’t specifically name anyone involved full-time in Xbox Labs yesterday, but on social media and LinkedIn, I spotted Adrian Mato IDing himself as leading the creatio of tools at Labs and talking up the launch. Mato first caught my attention in late September, when he said on X that he was “starting to build a new team at Xbox focused on products and tools for how games get built and distributed as agentic tools become more capable.” At the time, he framed AI-based tools as a supplement to traditional game dev tools. “I don’t think we need to replace them,” he said. Since then, he’s publicly shown interest in AI and in games. He’s recently spent some of his X feed marveling at the power of AI agents and praising the lighting in the latest Gears of War. Following the Labs announcement yesterday, he enthused about the Xbox Labs’ stylish landing page. He wrote: “We built some fun tools to art-direct shaders in real time, experimented with interactive ASCII art, and sprinkled in lots of tiny details. “Move your mouse to leave a colorful trail that reveals the original footage, or interact with the video to trigger bursts of particles. “A lot of love went into making it all feel just right. “More to come”
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UNCP Computer Science Program earns ABET accreditation
Photo by UNCPUNC Pembroke’s Bachelor of Science in Computer Science program has earned initial accreditation from ABET’s Computing Accreditation Commission, providing independent recognition of the quality and rigor of the program as it prepares students for careers and advanced study in computing.The accreditation, which extends through Sept. 30, 2032, comes as UNCP continues to expand its computing programs amid rapid growth in artificial intelligence, cybersecurity, data science and other emerging technologies.ABET accreditation is a voluntary, peer-reviewed process that evaluates academic programs against established standards for quality. The review examines curriculum, student outcomes, faculty qualifications, assessment practices, student support and continuous improvement.“Earning initial ABET accreditation is a significant milestone for our Computer Science program because it provides external recognition of the quality of our program and validates our commitment to continuous improvement,” said Dr. Haitao Zhao, assistant professor in the Department of Mathematics and Computer Science, in a press release. “For our department, this achievement reflects the hard work and dedication of our faculty and staff and gives our students greater confidence in the quality of their education and preparation for careers and graduate study.”For prospective students, the accreditation provides independent assurance that UNCP’s program meets standards established for computing education and is preparing graduates to enter technical fields in the global workforce.Earning the accreditation required faculty and staff to conduct a comprehensive review of the program, including its curriculum, educational objectives, student learning outcomes and assessment processes. The review included a detailed self-study, documentation and an on-site evaluation.The accreditation arrives as UNCP looks toward the next phase of growth in computing. The department plans to continue strengthening its computer science curriculum while expanding hands-on learning and research opportunities for students. It also plans to pursue ABET accreditation for its information technology and cybersecurity programs.Future plans include developing new opportunities in artificial intelligence and graduate education, including an AI track and a Master of Science in Computer Science with a focus on AI and cybersecurity.
PROFILE: Ben Sio
New President of CenterState CEO Brings Nearly Two Decades of Experience to Drive CNY Growth By Stefan Yablonski Ben Sio serves as president of the CenterState Corporation for Economic Opportunity — or CenterState CEO. The independent Syracuse-based nonprofit is committed to creating inclusive, equitable and sustainable economic growth in Central New York. “I started in this position in March, so it has been six months. I’m in my 19th year with CenterState,” he said in August. As president, he is responsible for overseeing the organization’s administration and governance, while leading and executing its vision to be an effective advocate, exceptional employer and a force for positive outcomes for the community. He previously served as chief of staff and senior vice president of strategy, policy and planning, overseeing the organization’s long-term strategic planning, consulting, corporate governance, fundraising and development, land-use planning and government relations. In his years with the organization, Sio has led or supported many high-profile strategic initiatives including the creation of the CNY Rising Plan, the launch of the NUAIR Alliance and the region’s UAS strategy, the creation of the Micron-enabled Community Priorities Document and the recently awarded NY Smart I Corridor Tech Hub. “When we decided to split Rob’s [Simpson] role into two positions, he has the CEO title and I got the president title. Rob remains focused on forward looking vision strategy for the organization and I’m more focused on the day-to-day operations,” he explained. “I’m also responsible for building consensus around strategic needs and priorities and managing the change necessary to drive execution. It’s an eventful job. “The experiment that we call CenterState is always evolving and shifting and addressing where we see market demand and market failure. “If we see something in our economy that isn’t going the way we think it should go, then whether it is housing development or workforce development or something else, we are always figuring out how to step into these situations and address those challenges.” “We are the largest ever in terms of staff that we have ever been. We are no longer the 20-person organization we were when we started out many, many years ago,” he said. “There are more day-to-day things to take care of. But also there is just so much happening in the community right now that is pulling CenterState and our expertise in so many directions. I tell people if we were bored and not busy, then I’d be really concerned about what we are doing. But we are not bored. We’ve certainly got our hands full — and that is a good thing.” CenterState has now approximately 63 employees on its staff, according to recent nonprofit database records. It’s involved in myriad programs, ranging from Genius NY, a business accelerator competition for uncrewed systems, IoT and robotics startups, to CenterState Up Start, a collaborative business development program that connects local, service-based businesses and aspiring entrepreneurs to the tools and networks that help them thrive. CNY Guy Through and Through A Central New York guy through and through, Sio was born and raised in Skaneateles. “My mom was a teacher, an art teacher. My father worked for many, many years with National Grid. He was there through the transition from Niagara Mohawk to National Grid,” he said. “Neither of my parents were touched by cutbacks and job loss. But I grew up going through that transition and being concerned that there were rounds of layoffs. My childhood connection to the economy here in Central New York … years ago it was on the decline. There were people that lived here that were concerned about losing their job. They were thinking they lived in a place that didn’t show much promise.” That narrative translated to his generation, he added. “The kids that grew up in the ‘90s in Central New York were very much told, directly or indirectly, by their parents, that they had to go somewhere else to find economic opportunity. That is what I grew up thinking,” he said. “I only went a few miles down Route 20 for college — in Geneva, New York; I graduated from Hobart and William Smith College with a bachelor’s degree in public policy and political science. “I got real interested in regional economies; because what makes regional economy is what makes the economy successful. And when I graduated, I had an opportunity to move to Washington, DC and work down there at a nonprofit doing this work.” However, he decided to stay in Central New York. “I got hired two weeks after I graduated. I got hired by the Greater Syracuse Chamber of Commerce. At the time it was one of two entities doing economic development in Central New York — [the Greater Syracuse Chamber of Commerce and the Metropolitan Development Association] — and it eventually became CenterState CEO,” he said, referring to 2010 merger between the two organizations. During his time at CenterState, Sio has also split time at the Brookings Institution in Washington, D.C., where he supported communities developing export and foreign direct investment (FDI), a long-term cross-border investment where an individual or company from one country buys a lasting stake or control in a business located in another country. The program — known as Global Cities Initiative — was designed to help leaders in major U.S. and international metropolitan areas reorient their local economies toward global markets. “Early on in my tenure at CenterState, we had done a lot of work with the Brookings Institution, just regional planning stuff. We worked with them on developing a regional export plan, to export more products out of Central New York and a larger business plan for the region. They hired me on to help replicate those plans in different parts of the country,”Sio explained. “So, I worked there for three or four years. I worked for CenterState, but I was technically loaned to Brookings for a period of time to help them do this work elsewhere.” Family ties “My wife is Carly. We have been married 14 years. We have two kids, a 3-year-old and a 7-year-old. “With a 3-year-old and a 7-year-old, fun is a relative term these days. We do a lot of hiking. The kids this summer got very interested in waterfalls. We’ve hit every waterfall we could in a short hike — we’ve done Skaneateles and some others.” “I do woodworking and wood turning — it’s a branch of woodworking; you use a wood lathe. My big thing there is making wood bowls. I do that in most of my free time, which is not much,” he quipped. “I like to get into my woodshop and make a bowl and decompress and turn off the rest of the world for a little bit. I usually do it late at night when the house is quiet. It is definitely my escape from the day to day. I make a lot of bowls; all different sizes, all different species of wood. It’s a fun thing to do for me.” He gives away many of his creations. “They are mostly gifts — I don’t really sell them. I really don’t have time to go set up a booth at a fair or craft show. I usually give them away. I donate them to different things. If you are in my periphery, you’ve likely received a salad bowl from me as a gift. I just need to find something to do with all the stuff that I create,” he said. Lifelines Name: Benjamin Sio Position: President, CenterState CEO Birth Date: Not provided Birth place: Syracuse Residence: Westvale Education: Hobart and William Smith Colleges in the Finger Lakes Affiliations: Member of the boards of Skaneateles Festival, Greccio Foundation, Interfaith Works, CNY Community Foundation Personal/family: Married with two kids Hobbies: Woodworking and woodturning
ON THE JOB: ‘Where Do You See Your Career or Business in 3 to 5 Years?’
“For the next three to five years, I am looking to grow Oswego County Opportunities’ support for the county’s economic development to fight poverty and take advantage of the major investments that are coming to the area.” — Kevin Dean, Executive director, Oswego County Opportunities, Fulton “I love what I’m doing. I’m trying to do this as long as they let me. It’s so exciting to walk the floors at the various factories, talk with community leaders and be part of the solutions to their business problems. As we do this work with manufacturers and community members, we are helping the next generation have these great jobs in skilled manufacturing. I’d like to have the same job title for years to come. I’ve watched the last five years with awe and it makes me proud and excited to be from Upstate New York. I want to keep being part of the conversation that, yes, we can do it in Upstate New York.” — Randy Wolken, President and CEO, Manufacturing Association of Central New York (MACNY) “I oversee the Rochester and Syracuse offices. We’re seeing continual growth as there are more and more job seekers and companies that are looking to fill positions as the economy grows. I’d like to have another Upstate New York office in our region to help promote people under me. I want to see that happen. With an increase in the job market, that is what the end goal is here for sure. We currently have offices in Rochester, Buffalo, Syracuse and Albany, among more than 300 worldwide.” — Briana Calabrese, Marketing director and vice president of finance & accounting and administrative & customer support, Robert Half Recruiters & Employment Agency, Syracuse “Hopefully, we’ll continue to grow by word of mouth. I just took over a couple of years ago. I was an employee for 27 years. Business is great and we’re up on sales from where we were last year and I’m hoping that continues to happen. I get an overwhelming response from people who say they want to support local businesses. It’s my objective when people walk out the door that they want to come back. In a small town like this, it’s crucial. I see myself in five years doing exactly what I’m doing now: sticking with it and trying to grow Fulton Screen Printing.” — Tim Stone, Owner, Fulton Screen Printing, Fulton “I am 85 years old and teach four fitness classes a week and swim four times a week. I hope to live to be 90 — if I can do that, I won’t complain. The older I get, the less afraid I am of dying. What I don’t want to do is get some sickness where I’m lingering and I’m in pain and it just goes on and on. I expect to be exercising as much as I can and I hope I will know when I need to back off to accommodate different problems I may have when I’m older. For a short time, I got up at 6 a.m. to jog for a half hour every morning. But I had to avoid dogs, so I quit jogging. I hope to be able to swim for life. When I swim for half an hour, whatever problems I have wash away. I will still be working in exercise in five years. I also write research articles. It challenges my mind. You have to challenge your mind and body and have some kind of goals and reasons to go on living. My wife died three and a half years ago, so I try to go out and do things, even though she’s no longer here.” — Fred Wilson. Certified personal trainer at Fitness After 50 and leader of senior fitness classes, Syracuse “I expect to continue working as a local financial adviser professional for the next several years. I really enjoy working with my clients and consider it a privilege to come to work every day, helping my clients reach their financial goals.” — Randy L. Zeigler, Certified financial planner practitioner, chartered financial consultant and private wealth adviser, Ameriprise Financial Services, LLC, Oswego “I see myself doing something with young people. I want to open an after-school program as a safe space for high schoolers where they can get tutored, behavioral health, get something to eat. I want to do something with policy. I have thought of doing something with neurodivergent kids where kids can run some kind of business. I want to do anything with community like therapy and psychotherapy. I want to still be able to offer those services to people. At 55, I’m not sure how much I will do. I will see what happens after graduation from Keuka College.” — Della Joyce Smith, Master’s student, Syracuse “I think the core of the gym is in personal training. I don’t see that changing. People will still need a gym and personal training will stay. There may be some loss to AI as there is in just about every industry, but there’s always been the ability to go online and get a workout. I don’t think AI will cut into business any more than the internet has. I think the class structure is shifting. Large group classes might be fading away for a while. I see more people going to specialized classes like Pilates. I wouldn’t be surprised if maybe the traditional classes like boot camps started to fade away. It’s important to adapt. Maybe someday I’ll need to get some new kinds of classes. Everything tends to go in cycles.” — Ryan Vollmer, Certified personal trainer and owner Edge Strength and Conditioning, Syracuse “I have been growing my firm at 24% a year. In five years, we may be purchasing or building a new office building to accommodate the new growth. Right now, our focus is on growth and adding team members, mostly financial advisers and administrative staff.” — Terri Krueger, Chartered financial consultant and senior financial adviser with Orla Wealth Management in Syracuse “Over the next three to five years, I see TDO continuing to experience steady, sustainable growth as new industries establish and expand their presence across Central New York. These investments will create new opportunities throughout the regional manufacturing supply chain, and TDO will continue evolving our capabilities to help both existing manufacturers and emerging industries grow, compete, and succeed.” — Jim D’Agostino, CEO and executive director Central New York TDO (Train, Develop, Optimize), Liverpool
BUSINESS UPDATE: A 138-year-old New York Manufacturer Gets Another Life in Fulton
E.J. Willis Co. was founded in New York City in 1888 and for generations it has made ship’s bells and other equipment for the U.S. Navy and American shipbuilders. This summer, the new owner moved the company’s equipment to Fulton By Stefan Yablonski E. J. Willis Co. cast brass ship’s bells — handcrafted in the United States since 1888. Ship bells, “built to last a lifetime at sea,” are now manufactured in Fulton. E.J. Willis Co. has moved its operation and manufacturing business to Fulton. They are currently operating out of N.E.T & Die. The company is now under the ownership of Jonathan Hyatt. He recently acquired the company after seeing a for sale note on Craigslist. [caption id=attachment_11110 align=alignright width=400] Entrepreneur Jonathan Hyatt is the new owner of E.J. Willis Co. He bought the business this summer after finding a listing on Craigslist by chance.[/caption] “I had been looking for something to do. I had been 20 years in corporate America and I was just tired of building someone else’s empire, you know what I mean? I was in consulting, pretty much a jack of all trades. I wanted to do something that I could call my own,” he explained. “I’d been on this path of trying to find a business to buy for about a year. One night I am on Craigslist about 11:30 in mid-April searching for something completely unrelated. At the bottom of Craigslist was a ‘things you might be interested in from outside of your area.’ There was an ad that said 138-year-old bell manufacturing company for sale. So, I clicked; why not, right? I wasn’t looking to buy a manufacturing company, but I went down the rabbit hole, absolutely fell in love with the history and ended up buying it.” He read the ad and responded. “I called and I am talking to the owner of the business for about two hours. We ended with, let’s have another chat and then come on out here and have a look. I figured, well I might wind up getting kidnapped and getting murdered or there is a real business here. But I gotta see it through,” he quipped. “And sure enough, there is a big machine shop operation there. The gentleman who owned it was retiring and in the corner of this shop is a little room where they make bells and they have been doing this ever since the company had started.” That’s the one constant thing that has survived the changes of the business. [caption id=attachment_11061 align=alignright width=300] Sales 1929 general catalog published by E. J. Willis Co, listing all the merchandise it sold. It’s like the Sears Roebuck and Co. catalog for marine parts.[/caption] “I drove home and told my wife, ‘This is what I am doing for the rest of whatever we are calling this — mid-life crisis.’ And she said, ‘absolutely you got to do it.’ I took out a loan and off we go.” He put in an offer on the business and they closed on July 1. He didn’t disclose what he paid for the company. “In terms of price, the seller and I have agreed to keep those terms private.” “I am finding that I am a business owner, an archeologist, opening files and cabinets that haven’t been opened in 100 years. It’s just amazing, just cool things that I am finding,” he said. “I want to build the business back. I want to be able to sell the bells to outsiders. I think they are beautiful. “It’s really a wild story about a company that started in lower Manhattan, exploded in the automotive space, sold parts to the Wright Brothers, moved into the aeronautical world and then landed in marine. The cool thing, I have been digging around and the gentleman who owned the company prior to me was not a digital guy. There is nothing out there. “Now I am sitting here with all the art from like the 1930s, the E.J. Willis boat catalog it’s like 250 pages of things this company used to make. It’s like the Sears-Roebuck and Co. catalog for marine parts. We are modernizing, we are staying true to the heritage of the business. It’s exciting to be the next steward of the whole business.” Initially he thought he’d move everything from the company’s plant in Middleville, Herkimer County, to Boston, out of convenience. “Then I thought let’s keep the foundry where it is. Let’s not move anything right away,” he said. “I want to get a good sense of what we’ve got, what works and what doesn’t. “I went to the foundry and met with the people there, lovely people, and said here is my position — I am buying a company where everyone is retiring. There is machining and polishing to be done, who would you work with around here? Without hesitation they said, ‘you need to go to NET Tool & Die and talk to Michelle [Shatrau]. She is a third-generation machinist and she runs the company now.’” So, he drove to Fulton. “I knocked on the door, they let me in. And she said, ‘how’d you get in here?’” he said with a laugh. “We became fast friends. I told her what I am doing. It must have struck a nerve. She has a very entrepreneurial background. I must have said something right because she came out and she said, ‘I’d love to help you. Why don’t we move the equipment that you have into my large building and I will give you a space to work at and use my team?’” [caption id=attachment_11058 align=alignleft width=300] Bell in progress awaiting assembly[/caption] It’s a great relationship so far. “We are bringing the business into the modern world. It’s been a lot of stuff all at once. But it has been very exciting,” he said. “We moved in a month ago [in July]. We closed on the business July 1. We moved a couple weeks later. We had all our equipment set up, electrical being run, everything. [caption id=attachment_11059 align=alignright width=300] Bell attached to a lathe going through the machining process[/caption] “We’re working with NET Tool & Die to rebuild production and preserve manufacturing processes that, in some cases, existed mostly in the heads and hands of the people who had been doing them for decades. We’re currently working on several 200-pound ship’s bells and bringing an old two-way manual bilge pump back into production.” He said he will be working with NET employees for the time being, adding, “I’d love to get to a point where I have so much growth that I need to hire people.” No one wakes up and says, ‘I am buying a bell today,’ Hyatt admitted. [caption id=attachment_11060 align=alignleft width=225] Bell after receiving a custom etching toward the bell mouth[/caption] “Everyone does wake up and has things that deserve acknowledgment and remembering — a promotion, a marriage, the birth of a child,” he said. “These are the things I feel like if there was something that could capture a particular moment in time and will literally outlast the person that bought it, a bell is that. We can engrave a bell if you get married or the birth of a child. We can put anything on a bell. “I have orders, yes. I am working on several orders right now. We have a little bit of busyness. But there are still some things to work out. I want to make things consistently and continue to move forward.”
BUSINESS UPDATE: Port Perseveres Despite Tariffs’ Negative Impact
‘We are hanging tough ... in an environment that is incredibly difficult to do business in right now,” the port’s director says By Stefan Yablonski Tariffs imposed by the Trump administration have hurt the Port of Oswego by slashing Canadian aluminum cargo volumes and reducing revenue. “We’re doing good. We are hanging tough. It is a tough time for our line of business in general, you know with these tariffs and the amount of Canadian aluminum that we see through our docks,” said the new executive director, Tom Drumm. “Compared to 2025, we are doing exceedingly well in traffic coming in; not necessarily the volumes we were seeing, but yeah we are hanging tough in an environment that is incredibly difficult to do business in right now.” “I don’t know where people get these numbers to be honest. We have never publicly stated how much our revenue is down or up or left to right. We don’t have a strong sense of those revenue numbers until the shipping season really closes up. We won’t have an accurate picture of the revenue standpoint until after the shipping season, typically in late November,” he added. “What I can tell you is several of our Canadian vessels that carry the aluminum cells — the volume of aluminum on those vessels we have seen decreasing. That is attributed to a few factors. One is where Novelis is in in their restart process. Novelis is rocking and rolling right now. They are starting to pull a lot of aluminum from the port of Oswego, the aluminum that they roll down into coils. “Another factor plainly is the tariffs. Canadian aluminum is tariffed at 50%. So, on those vessels we are seeing lower numbers than we would like. We’d like to see vessels carrying roughly 10,000 metric tons of aluminum. Over the course of this year, we have seen more in the range of 4,000 to 6,000. “Every piece of that aluminum that we receive here by vessel at the port is from Canada and is subsequently hit with the 50% tariff. It directly affects us because we’ve received less volume than we would traditionally see pre-tariff times.” When the port receives less aluminum from those vessels it means less hours for the ILA (International Longshoremen Association) as far as folks that work on the dock, he said. When cargo declines, it affects everyone, fewer hours for longshoremen, fewer loads for truck drivers, fewer rail shipments and less business for local suppliers. “Outside of the aluminum that comes in by vessel, the port topped out at having roughly 4,600 aluminum ingots stored on site at the port. That project had never been done before. The port of Oswego had never had that many of those size ingots in our yard,” he said. “It has been a busy summer for the ILA. Would we like to see more work for them? Sure. They are working all those barges when they come in, but as opposed to working 15 hours they might be working seven or eight hours. It hasn’t been a distinct decline in ILA hours. There has been plenty of work to keep our guys busy throughout the summer.” More salt “We just brought salt back to the port in several, several years. Around Harborfest time at one point we had a salt barge here with about 24,000 metric tons of rock salt and we had an aluminum barge here the same week. We had close to 40 men working,” he said. “Yeah, the other products definitely keep us busy. The salt project was a massive project, one that we are proud of. I’ve got 24,000 metric tons of salt on site that has to go somewhere — that’s going to be another project.” It is important for the port to continue to look at different products, different commodities to try to diversify some of its revenue, he said, adding, “We have done a pretty good job of that in my first five months here … particularly with the rock salt we have on site right now. It is important to continue to try to stand out and work through some projects outside our usual business. I enjoy it. It is a challenge every single day we put our head down and we try our best.”
BUSINESS UPDATE: All About Cannabis
SUNY Oswego’s cannabis studies prepares for growing business opportunities By Mary Beth Roach [caption id=attachment_11114 align=alignright width=383] Marthinus (Martin) Koen is associate professor of criminal justice and cannabis studies at SUNY Oswego. He and the chair of the SUNY Oswego’s Criminal Justice Department, Roger Guy, created the program.[/caption] As the cannabis industry in New York state continues to grow, so do the business opportunities. New York’s legal cannabis market is projected to hit $3 billion in annual sales this year and more than 600 licensed dispensaries are operating across the state, according to budpedia.com. It’s estimated that New York will add about 16,160 new cannabis jobs in 2026, according to the 2026 U.S. Cannabis Jobs Report. SUNY Oswego, realizing the potential, now offers two programs to acquaint both matriculated and non matriculated students with aspects of this multi-billion-dollar business. Its cannabis studies microcredential came out last year and a minor was introduced this fall. The microcredential allows traditional students to add electives to their degree. Students who are not enrolled in the college can sign up to take classes to learn more about the field, growing the crop and managing or opening a dispensary, according to Marthinus (Martin) Koen, associate professor of criminal justice and cannabis studies at SUNY Oswego. The classes are designed to give those who wish to pursue business opportunities in the field a much broader understanding of cannabis and a more overall perspective of the various aspects of running a business, such as supply chain management, customer service and best practices. “When you’re trying to market it, when you’re trying to make sales, you’re understanding will be a lot more vast and nuanced,” he said. “The last 10 years especially, the hard science on cannabis increased and we have a lot more nuanced understanding right now that hasn’t yet permeated the pop culture,” he added. Koen’s team is also hoping to develop an independent study class that will help somebody who wants to apply for a license. That the classes fill up quickly should come as no surprise. “I think there’s a lot of people who are excited about it because it’s a new industry,” he said and they see an opportunity to make some money. Matriculated students may look at it as fun to learn about and stack on top of their existing major or minor. According to the college’s website, students interested in a microcredential would take cannabis law and policy and cultivation of cannabis, along with two other electives. For the first elective they could select either the economics of cannabis or manufacturing, distribution, and logistics of cannabis; and the second elective would be either cannabis science, analysis, and well-being or cannabis and society. The idea for a microcredential in cannabis studies at SUNY Oswego began in 2023, Koen said, as SUNY statewide was advocating for these types of initiatives. Koen and the chair of the SUNY Oswego’s Criminal Justice Department, Roger Guy, began brainstorming on ideas. Catching their attention was the legalization of full recreational marijuana use in New York state in 2021 and the problem-riddled rollout of the state’s Office of Cannabis Management. Guy and Koen created a Criminal Justice Elective called CRJ 420, called cannabis and society, to see if there was any interest. It shouldn’t surprise anyone that there was interest —a lot of it. Further discussions led to the microcredential, cannabis studies, which incorporated science, business and anthropological perspectives, Koen said. They were allowed to create their own prefixes for the classes, such as CAN 310; CAN 320; and CAN 420. Yes, the 420 was intentional — it’s a slang term and symbol used to refer to cannabis consumption and counterculture — but it’s also meant to reflect that the course, being on the 400 level, is “very academically involved,” Koen explained. The term 420 was coined in 1971 by a group of California high school students as a secret code to meet at 4:20 p.m. at a campus landmark to search for an abandoned cannabis crop nearby. The phrase has evolved, to say the least. It is now associated with cannabis use worldwide. For more information, visit ww1.oswego.edu/academics/microcredentials/cannabis-studies.
A Major Labor Boom in CNY? Not Here Yet
With so many major projects going on — Micron, I-81 viaduct and others — job growth is predicted to increase. But so far the number of jobs in the region has declined By Aaron Gifford [caption id=attachment_11065 align=alignright width=350] Amy Stage, deputy director at the Manufacturers Association of Central New York (MACNY): “For us, the conversation isn’t just about filling jobs. It’s about creating sustainable pathways that help people see a future for themselves in manufacturing.”[/caption] The I-81 viaduct project in Syracuse and Micron facility construction in Clay are expected to create a major labor boom for Central New York. But for the time being, the number of jobs here has actually decreased in the past year. The New York State Department of Labor reported that, for the annual comparison of June 2025 to this past June, private sector jobs decreased by 2,200 or less than 1% to 260,000. Job gains were concentrated in leisure and hospitality (+700), private education and health services (+400) and other services (+300). Job losses for that annual period were reported in the areas of trade, transportation and utilities (-1,500); professional and business services (-1,000); financial activities (-500); mining, logging and construction (-300); manufacturing (-200); and information (-100). The public sector job count rose over 12 months, with most growth concentrated in education, the state Department of Labor reported. Looking ahead, the Central New York economy is expected to benefit from both the Micron and I-81 viaduct projects over a period of several years. Initial job growth is foreseen in construction and computer and electronic manufacturing. Spin-off jobs will be created in the areas of professional and business services, health care and education, the state Department of Labor said in an email response to Oswego County Business magazine. “Population growth tied to the buildout of Micron Technology semiconductor complex in Clay is also expected to bring more workers and residents to the region, increasing demand for transportation services,” the agency said. New York Department of Labor highlighted current or projected job growth trends in various sectors. An increase in defense-related contracts at local high-tech employers has continued to support employment growth in the computer and electronic product manufacturing sector and Micron is expected to generate thousands of direct and indirect jobs as the project progresses. This sector paid an annual average wage of $117,500 in 2025 and employment in the sector is projected to grow by over 60% through 2032, making it the fastest-growing industry in the region. Typical occupations in this industry include electrical, electronic and electromechanical assemblers, software developers and industrial engineers, the state agency reported. Specialty trade contractors include several different types of tradespeople — electricians, plumbers, pipefitters and steamfitters and HVAC (heating, ventilation and air conditioning) mechanics and installers. Many of these positions are trained through apprenticeships, the state Department of Labor reported. The Interstate 81 construction project is generating local jobs, including construction laborers, projected to grow at a 6.4% rate, and operating engineers and other construction equipment operators, projected to grow at a 7.3% rate over the next several years. Construction of the Micron Technology facility is also “creating thousands of job opportunities that will continue over the next two decades,” the state agency reported. The specialty trade contractors sector paid an annual average wage of $86,200 in 2025. For Central New York, the challenge isn’t creating jobs, it’s filling them. Amy Stage, a deputy director at the Manufacturers Association of Central New York (MACNY), said meeting this unprecedented growth is a much larger task than just replacing retirees. “We’re seeing workforce gaps at every experience level,” she said. “Companies need entry-level employees, experienced technicians, supervisors, engineers and skilled trades professionals. The opportunity is tremendous, but we need more people entering these career pathways.” Employers are looking for people who can troubleshoot, read technical information, use computers and learn new processes, not just perform repetitive production work, Stage said. To address this demand, the MACNY created the Manufacturers Talent Institute, which aims to connect students and job seekers with meaningful career pathways while helping employers build their workforce. Twenty-one companies have so far signed up to provide opportunities for more than 800 students. “For us, the conversation isn’t just about filling jobs,” Stage said. “It’s about creating sustainable pathways that help people see a future for themselves in manufacturing.” Several manufacturing facilities in the region are in the midst of expansion: • TTM Technologies, a leading U.S. manufacturer of advanced electronics and interconnect solutions for aerospace, defense and high-technology markets, which has a plant in DeWitt, completed its buildout of an additional facility, adding 400 jobs and expanding production of high-tech circuit boards for defense and critical electronics applications. • In Cortlandville, the Byrne Hollow Crossing Plant, a dairy manufacturing and processing facility, is increasing its operations, creating 100 new jobs. • The Chobani yogurt company is building a 1.4-million square foot dairy processing facility in Oneida County. This will create more than 1,000 good-paying jobs and double Chobani’s New York state workforce, Stage said. Stage noted several ways that local, state and federal governments can help spur manufacturing job growth in this region. Elected leaders and public agencies could work with industry representatives to create pre-apprenticeship and registered apprenticeship programs seeking to upskill workers and improve employee retention. New York state has a variety of grants, tax incentives and financing programs to support site preparation, infrastructure, workforce development and capital investment. The U.S. Department of Labor has a pay-for-performance incentive program that provides employers $3,500 per new apprentice hired and retained for 90 days. MACNY was previously awarded an $87,000 federal grant that will cover 25 apprentices at nine companies. The manufacturing skills gap in the United States, at its current rate, could result in 2.1 million unfilled jobs by 2030, according to a study by Deloitte and The Manufacturing Institute. In New York state, that gap is on pace to exceed 100,000 unfilled positions within six years. Manufacturing companies will be counting on more women to help fill that gap. While women make up half of the overall U.S. workforce, they only account for 29% of the manufacturing workforce in this country, Stage said. “Pre-apprenticeship programs like Real Life Rosies help to bring awareness to the manufacturing industry to fill some of the gaps, but we have a long way to go and it starts with educating people at younger ages about careers in manufacturing and earn-and-learn opportunities,” she said. As for Micron, that $100 billion-plus project, considered the largest private investment in New York state history, is expected to eventually create up to 50,000 jobs throughout the region, factoring in the spin-off opportunities for construction and supply chains. The plant’s foundation was poured on July 9. “As America celebrates its 250th anniversary, data and memory are foundational to the modern economy — and Micron is increasing our U.S. investments to more than $250 billion through 2035 to meet that moment,” the company’s president and CEO, Sanjay Mehrotra, said in a news release. Bechtel, Micon’s construction partner in the project, reported that 4,500 people will be employed to help build the facility, including skilled craft professionals, local union members representing various trades and apprentices. The Syracuse-based CenterState CEO organization tallies the regional labor force at 397,582 workers (Onondaga, Cayuga, Cortland, Madison and Oswego counties). Job growth isn’t limited to the Central New York region. For the larger area covering portions of the Mohawk Valley, the North Country, the Southern tier, and the western part of the state, there are 155,601 employees in the advanced manufacturing sector, and 155,275 construction workers. The agency’s 2026 Economic Forecast report noted that 41% of community and business leaders surveyed said a shortage of skilled workers in this area remains a problem, though 77% shared a positive economic outlook for the year ahead. Beyond the semiconductor and advanced manufacturing areas, local business leaders also see growth in small manufacturing companies, storage businesses, housing, unmanned flight technology and general construction. “Productive reuse of property,” the report said, “will hopefully continue to preserve unique architecture while driving business.” The report identified several challenges for economic growth in the region, including an aging workforce, outdated equipment, the rising cost of raw materials and “the disconnect between the speed of business needs and the pace of talent readiness.”
Daldrop Opens for Business in Southern Oswego County
$10 Million Facility in the L. Michael Treadwell Oswego County Industrial Park marks the largest expansion outside of Germany in the company’s 73-year history By Stefan Yablonski [caption id=attachment_11076 align=alignright width=450] Daldrop SBB CEO Jens Daldrop addresses attendees at the 2025 groundbreaking for the project. Daldrop also chairs the advisory board of Germany-based Daldrop Group.[/caption] A new era of cleanroom technology is underway in Central New York. The Daldrop Group’s advanced manufacturing facility and U.S. headquarters is physically built within the L. Michael Treadwell Oswego County Industrial Park. This industrial park is located in the town of Schroeppel. It marks the largest expansion outside of Germany in the company’s 73-year history. Daldrop SBB is based in Neckartailfingen, Germany. It is a global supplier of cleanroom technology, primarily to the pharmaceutical industry. It designs and builds advanced cleanroom environments for the pharmaceutical, biotechnology and medical technology industries. It nvested $10 million in the new project. “We broke ground in 2025; we were under construction all winter. We just opened this spring, early spring,” said Benjamin Morrow, operations manager and control. The company consolidated sites in Salina and DeWitt into the industrial park in Schroeppel, Morrow added. “The next move here is to maximize every square inch of this facility and then we are already looking at the expansion. So, it is more capital investment on equipment — definitely higher-end automation in additional equipment so we can produce more components and then to support the ever-growing base in North America,” Morrow continued. “We are the headquarters for service, maintenance and spare parts. So as Daldrop has more and more installations, they need more and more service, maintenance and spare parts. So that will come out of this facility as well — it already is.” “As a global leader in GMP (global manufacturing support) pharmaceutical cleanrooms for decades, I am very proud to bring manufacturing jobs to Upstate New York,” said Mike Sullivan, president of Daldrop US operations. Key to choosing Southern Oswego County [caption id=attachment_11077 align=alignright width=450] Daldrop SBB at the L. Michael Treadwell Oswego County Industrial Park when the company announced the start of construction.[/caption] Sullivan said that the selection of the Schroeppel industrial park was mainly due to the help of Operation Oswego County and two people in the organization. “Prior to being purchased by Daldrop International from the Stuttgart region of Germany, Vince Bongio was a founding partner in SBB Inc. as well as our head of engineering. We based out of Syracuse due to Vince’s skills in HVAC and the manufacturing capabilities found in Syracuse,” said Sullivan. Bongio moved to Syracuse from California in the 1970s to work in Carrier’s Industrial Division of Large-Scale Petrochemical Refrigeration. Next, he advanced to General Electric’s TV Tube Plant where he got into cleanrooms ,leading to his role of head of engineering for Clestra Cleanrooms where he met Sullivan, their New England distributor. “Vince Bongio is a phenomenal engineer. Formerly of Carrier, he grew up in California and went to Cal Poly,” Sullivan explained. “Carrier hired him right out of college and he moved to Syracuse. He is the reason we are in Syracuse today. He is retiring this year. We are very proud and his legacy is having brought Daldrop to Syracuse.” In 2000, Sullivan, Bazinet, Bongio Inc (SBB) was formed with engineering and manufacturing, based in Syracuse, and sales and construction based in Massachusetts as it is today. “SBB Inc. started in Syracuse. I had a design–build contracting firm out of Massachusetts that was primarily doing all the new technologies coming out of MIT,” Sullivan said. “I started a manufacturing side. A big thing for cleanrooms is the HVAC. Most cleanroom suppliers are architecturally focused people. The strength in Syracuse is HVAC. So, SBB developed with me running sales and construction out of Massachusetts and manufacturing out of Syracuse.” “Daldrop wanted to have a relationship in the States and of those who approached us, they were the only ones who really understood HVAC. So, we were the right fit for them. We did a joint venture focused out of Massachusetts from 2012 to 2018 leveraging their technologies,” Sullivan explained. “The commitment was if we brought their product to the States, we would do that if they built it here. “The pieces that had to be in place to make the investment, they wanted to acquire us, we were great with that. If you looked at business recommendations the general guidance was to build in a low labor area — something like North Carolina — but Syracuse had a strong background in HVAC and we chose Syracuse and Oswego County to be our headquarters in the States. So, it is built off of history, technology and the existing supply chain — bringing jobs back to the area.” During the initial discussions with Daldrop about coming to the U.S., SBB agreed to sell under the conditions Daldrop would manufacture in the U.S. There are many areas that offer incentives and economic packages, but the strength of HVAC expertise and skilled manufacturing was a big part of the discussions for site selection. Coming home [caption id=attachment_11078 align=alignright width=451] Construction moves forward in March at the L. Michael Treadwell Oswego County Industrial Park.[/caption] The second key person to building in Oswego County is Ben Morrow, Sullivan added. “Ben has been working with Daldrop SBB for more than 12 years and has advanced to COO of manufacturing and engineering. Ben grew up in Phoenix, so building a factory for the Germany company in Phoenix is a strong success for both his community and the appreciation of Ben’s skills as a team leader,” Sullivan said. “I went to high school in Phoenix. So, this is like full circle for me. It’s a small world,” Morrow said. “I hadn’t been back to Phoenix since graduation. This is one of the properties that John Trimble of C&S, he is the former president of C&S, he just retired, suggested. He and I were very good personal friends. John was from Mexico and I was from Phoenix. We knew each other from high school. And the architect of this building, Ed Smart of smartDESIGN Architecture in Batavia — I went to high school with him. So, this was a project that’s full circle a coming home kind of thing. The three of us knew each other — kind of like it was meant to be. Very serendipitous.” Schroeppel was one option for Daldrop to consider; the original intent was just to get a warehouse to store some product, he added. The facility is Daldrop’s largest outside of their native country. Total payroll at the facility will be approximately $2.4 million once fully staffed. “Here is 32,000 square feet and we plan to expand and put in an additional 10,000 square feet,” Morrow said. “We have 17.5 acres. We can put at least three more facilities here, just on this property. The master plan submitted for the current building is the first of possible three buildings on the campus.” “If we can find the right people and advance the production according to the plan, we should be able to grow for the next decade. One of the first jobs we filled was our new HR manager, with a primary focus posting and filling new positions,” Sullivan said. Stop the exodus, start hiring [caption id=attachment_11080 align=alignright width=452] Principals at the local Daldrop SBB headquarters, from left: Ben Morrow, Mike Sullivan and Jens Daldrop.[/caption] “I have been coming to Syracuse for 30 years. One of the things I had a hard time watching was the exodus of factories. One of the toughest things is to watch it with my partners’ kids who had to move away for jobs. It is important for us to give opportunity where people’s kids don’t have to leave the area to get work,” Sullivan said. “My responsibility is to find people who have skill sets that want to work and then I have to build opportunity for that work to happen. “After years of watching companies and Vince’s three sons all move out of the areas to get jobs, it is important to us to provide opportunities for the Syracuse region and help grow our company. We have been hiring for our new factory and will continue for the next few years.” “We are hiring and will continue to hire. Currently we have about 19 on staff right now,” Morrow said. “We expect to grow that by about 10 to 15 in the next 12 to 18 months or so. We are at 19 currently — one in the wings. It’s been great being able to hire locally. All these folks that we’ve been hiring, they all live within a few miles from here.” “We hired someone this past week (end of August). She grew up in the area, raised a family and is working down in Florida. She just took a job with us so she can move back and be with her family. We will be moving her back and she should be starting in October. We are very happy to see this happen,” Sullivan said. “I feel strongly about having a spot for the kids to not have to move out of the area. It is better to have people moving into the area.” Currently, Daldrop SBB has openings for finance manager, COO of construction and delivery, as well as mechanical, electrical designers and Revit modelers, construction managers, commissioning agents and many other skills that are needed. Along with Daldrop’s reputation in life science cleanrooms, there is a strong history in semiconductor, electronics, glass, photonics, aerospace and other markets. This may be helpful with any new technologies building in the market such as the Micron expansion and the support network, Sullivan said. “We acquired this property and closed on it two months before any announcement from Micron. It is serendipitous that they’re right down the street from us,” Morrow added. “Everybody started thinking ‘you guys are supporting Micron.’ We were here first. That is not a goal of ours. We may or may not … they are talking to us; it is an opportunity.” The long run [caption id=attachment_11079 align=alignright width=450] Benjamin Morrow, operations manager and control at Daldlrop, speaks during a recent ribbon-cutting event in Schroeppel.[/caption] “Long term, we will expand the Phoenix facility,” Sullivan said. “We built our facility with a campus approach. Sustainability is big. We designed our rooms to be more sustainable. Our building has no gas lines for heat. We put geothermal wells in the ground. We put heat pumps in for heating and cooling out of those wells and we put a large layer of solar panels up on the roof. We worked with National Grid for metering. Our building is a high efficiency model. We upgraded all the instillation and the glass filtering. So, it is a very green building. We will have a very minimal carbon footprint. It also adheres to LEED (Leadership in Energy and Environmental Design) construction standards.” “We are a bunch of HVAC engineers. We did a large scale geothermal and spent the money up front because we knew it made sense in the business sense in the environmental sense and sustainability,” Morrow said. “We have insulated metal panels on walls and roof; we are an envelope from the exterior.” Daldrop, as a global player, has a strong culture of sustainability that is found in all its products including the new facility. The building has been designed with (sixteen) 400-foot deep geothermal wells, high efficiency construction methods, approximately 70 kilowatt solar photovoltaic panels, electric vehicle chargers and 26% recycled content. “Daldrop thinks of long-term investing,” Sullivan said. “On the roof, photovoltaic panels supplement our power. Over half the energy that I use is coming from the sun. We have chargers up front for employee electric vehicles. This place is built to last. This slab that we are walking on, normal buildings are four inches, some go to six inches, we are nine inches all the way through — except where the heavy equipment is — that is 10 to 12 inches thick, solid concrete. It allows us to reconfigure for whatever type of equipment we want to bring in,” Morrow said. “We are authorized by Underwriters Laboratory to self-certify so we don’t need to have an inspector come out and recertify. We get audited often, but we certify our own electronics. The control system in this building is rather high-end. Our thermostat in every room is zoned, independent. We analyze the data; incorporate it with our solar panels.” “There is a lot of competition for people to work. It’s not just about how much salary they are going to make — it’s about the work environment, the ability for stability. We want to make sure our employees have the best environment to work in,” Morrow added. Similarities “One of the reasons I believe why Daldrop chose this area, Phoenix in particular, is because it is a village, a river-based village. Neckartailfingen in Germany where Daldrop is based is also a river-based village, manufacturing community. So, there is a lot of similarities — that smalltown feel,” Morrow said. “We have a lot of connections through multiple employees that lead back to Carrier, also. Everything came together, the timing everything.” “We are thankful for all the economic development support. Everyone has been helping make this happen. So, keep it up, it is working, that is all I got to say, Sullivan said. “If you look at historical industrial manufacturing, this region has skills that have been un-utilized. The northern industrial region has a lot of skills that if we can tap before they go away, we can leverage them. That is what we are trying to do. You’d be surprised at the supply chain left behind from Carrier — that supply chain is still there.” “Operation Oswego County has been fantastic,” Morrow added. “I can’t say enough good things about that group.” What Is Cleanroom Technology Cleanroom technology is a system of specialized engineering, filtration and operational controls used to maintain an extremely low concentration of airborne particles, microbes and chemical vapors. How It Works • Air Filtration: Uses HEPA or ULPA filters to remove 99.97% of tiny particles down to 0.3 microns. • Airflow Control: Directs air in a steady, unidirectional (laminar) or filtered turbulent pattern to push dust away from work areas. • Environmental Regulation: Maintains precise control over temperature, humidity and positive air pressure to block outside air leaks. • Specialized Attire: Requires personnel to wear full-body garments (“bunny suits”), gloves and masks to stop human shedding
SPECIAL REPORT: Tough Business
A string of vacant restaurant buildings shows that many restaurants in the region are struggling — and several are closing By Stefan Yablonski [caption id=attachment_11132 align=alignright width=401] Smokey Bones Bar & Fire Grill on Route 31 in Clay closed its doors in April. It had been in operation since at least 2008.[/caption] By their nature, most restaurants have a limited life. An astonishing 60% go out of business within three years of opening, largely due to fundamental flaws in the planning of the operation. But even restaurants that experience years of success almost always face eventual closure. The restaurant business is very hard and because of both personal factors and external factors beyond anyone’s control, restaurants don’t last forever. For many restaurants, age is a big factor, according to Kenneth Walsleben, professor of practice, entrepreneurship and emerging enterprises at Syracuse University. “The owners have been at it for 20 or 25 years, if not longer, they want some time to themselves,” he said. Such was the case for Jocko’s Famous Ritz Diner in Oswego. Jocko Reitz bought the building in the late 1970s from Robert Shapiro. However, when he stepped away from the business, it eventually closed. [caption id=attachment_11142 align=alignright width=402] For nearly 80 years, Vona’s Restaurant passed through three generations of family in Oswego. It closed its doors on Dec. 31, 2025.[/caption] For nearly 80 years, Vona’s passed through three generations of family in Oswego. Vona’s Restaurant officially closed its doors on Dec. 31, 2025, when no family member wanted to take over. It is on the market. The Ruby Tuesday in Oswego operated for about two decades before permanently closing in April 2026. The restaurant faced multiple temporary health department closures in 2024 and 2025 due to persistent fruit fly and foundation pest issues. Management posted a final closure notice on the doors in mid-April 2026 and the building was put up for sale. The same pattern has been happening in Onondaga County. The big building once used by Smokey Bones Bar & Fire Grill on Route 31 in Clay remains empty, more than six months after the restaurant closed its doors in April. It had been in operation since at least 2008. [caption id=attachment_11130 align=alignright width=401] Ruby Tuesday in Oswego operated for about two decades before permanently closing in April 2026.[/caption] Just down the road from Smokey Bones, the popular Outback Steakhouse closed in August 2024. Another restaurant took its place, La Cocina Mexican Restaurant, but it closed shortly after. The building sits empty. Other very popular restaurants in the northern suburbs of Syracuse have recently closed. Among them, Fireside by the River in Baldwinsville and Primo Nestico’s Bistro Bar in North Syracuse. “I haven’t really paid attention to the Syracuse area. There has always been some turnover, but there probably has never been a tougher time to be a restauranter than now. It’s just brutal,” Walsleben said. In the first year, roughly 20% to 25% of restaurants close or change hands, according to the National Restaurant Association. [caption id=attachment_11122 align=alignright width=401] Outback Steakhouse closed in August 2024. Another restaurant took its place, La Cocina Mexican Restaurant, but it closed shortly after. The building sits empty.[/caption] “Depending on what statistics you look at, you’ll find that any business has a high mortality rate in the first year. That is just the nature of entrepreneurship,” Walsleben said. “There are certain ones that are getting hit hard while others are more fruitful. “And when you look at the restaurant industry you have to factor in labor which is a large part — typically a third of your expenses — and those costs are going up. And there is always turnover which means investing money to train people. Then you’ve got food costs, which is also a third of the typical restaurant budget. Since the pandemic labor has gone up 41%, food costs have gone up 35%. That’s a big tight squeeze righty there. That’s two-thirds of your budget that has gone up 35% to 40% in the last few years. And then the only way you can make that work is to raise the prices.” The National Restaurant Association reports menu prices are up 36% since February of 2020. In a survey released by the association, more than eight in 10 restaurant owners reported that their food, beverage and labor costs are now higher than before the pandemic. You have to deal with the reality of are the customers willing to pay for that? Walsleben added. Restaurants historically have very thin margins; their profit margin is about 5%. “You have a third that goes into food, a third that goes into labor and about 28%, 29% that goes into everything else — overhead, insurance etc. So that brings you down to your 5% leftover,” he said. “Everything is going up. Customer expectations are going up and people aren’t going to spend that much more. So, you have a tight squeeze here,” Walsleben continued. “Restaurants who use delivery apps, they pay a fee to those guys. Those guys don’t work for free. So, you can kind of see where the squeeze comes from.” Stuck in the middle There are pockets of opportunity; the two extremes of the market can make a profit. But the middle gets squeezed out. “If you are a low-end fast-food kind of place, there is room for that. People have changed their budgets. They are still going out, but they are not spending more,” according to Walsleben. “The high end remains positive. If you have a restaurant that brings a specific experience … a great food product or you are catering to high end customers who aren’t so budget conscious, those patrons are going to expect a high-end experience. They expect excellent food every time. They are expecting excellent service. If you can meet those expectations there is room for you at the top. It’s just the guys in the middle are getting the squeeze from both ends. Tough competition, customer expectations, costs are up. Menu items, you can’t raise the prices as much as you need to. That is why you are seeing a lot of restaurants baling out.” The ones that can adapt quickly are the ones who are doing OK. “Success is heavily dependent on the strength of a restaurant’s concept development and the planning of its execution. Eventually things aren’t always new. Things change. So, if you are in the restaurant business you have got to change your menu — keep things new, fresh and update your meals. It is very fickle industry. One year carbs are out, the next year berries are out. Everybody’s diet changes — constantly chasing the latest phase. You have got to adjust your menu and move with those modifications. If you have a static menu that you have used the last couple years that hasn’t changed except for the pricing, you’ve got a problem,” he said. A lot of times these buildings are singular purpose, he added. “You have a commercially viable kitchen and you got a seating area. There is not a lot of other businesses that cater to that type of a layout. So, it’s pretty common to see another restaurant slide in,” he said. One of the things a banker learns early on is you don’t lend money to restaurants … because they fail so quickly. It is very hard to predict who the winners will be. So, if you are a restaurant in addition to all the other challenges, it is very difficult to get loans, according to Walsleben. “You might work really well in the kitchen. But that doesn’t mean you are a great businessperson,” he said. “Restaurants can fail because the owner didn’t know how to manage things properly. There are a lot of challenges. “There is opportunity at the high end and the low end. But in the middle, that’s the death valley. There are just so many things working against you. You really need to have something that will pull people in and continue to pull people in because you to constantly have to change. Think about a theme and a product that is unique to the area people don’t travel that far these days you have to be able to deliver it in an innovative fashion and keep updating to keep people coming in the door.” Out of Business? How Fast? Do nine out of 10 restaurants fail in their first year, as commonly claimed? No. Survival analysis of 1.9 million longitudinal microdata for 81,000 full-service restaurants in a 20-year U.S. Bureau of Labor Statistics non public census of business establishments in the western US shows that only 17% of independently owned full-service restaurant startups failed in their first year, compared with 19% for all other service-providing startups, according to ResearchGate. The median lifespan of restaurants is about 4.5 years, slightly longer than that of other service businesses (4.25 years). However, the median lifespan of a restaurant startup with 5 or fewer employees is 3.75 years, slightly shorter than that of other service businesses of the same startup size (4.0 years). What Makes a Restaurant Successful? Opening and maintaining a successful restaurant is not as easy as creating a great menu and serving excellent food. It takes more than that, according to local restaurant owners who have been in business for decades in the region. They all agree that there are some guidelines to running a successful restaurant. • Quality food: Successful restaurants know exactly what they serve and who they serve it to. Delivering the same great taste every single time builds loyal customers. • Smooth operations: Friendly greetings and attentive staff make guests feel welcome from the moment they walk in. Hiring staff for personality and training for skill ensures reliable, caring service. • Smart marketing: Exceptional food and experiences naturally get people talking and sharing online. Word of mouth can help entice customers. Consistent social media and targeted advertising brings in new and repeat guests also. The menu is what keeps patrons coming back to Mimi’s Diner in Fulton, located at 201 N. Second St. “We locally source our produce and our meats. Our chicken and biscuits is a popular, popular special,” said Richard Tagliareni, the third-generation owner and general manager. “It’s all homemade. We have consistently served quality food.” His grandfather started the business more than 55 years ago. Mimi’s is engrained in the community. They cater to the community and are very involved in everything from the schools to local events. The first Mimi’s Drive-In opened in Mexico. Then a second in Oswego and then Fulton. Fulton’s Mimi’s is the only one left. “The last couple of weeks have been kind of slower than normal. October is usually a busier month for us People will start coming back around again. Also, the price of gas is affecting some things,” Tagliareni added. “We try to keep our prices in line. You go out to eat, you’re going to spend about a hundred bucks or so for two people for dinner. You come here to Mimi’s you are probably for two people for dinner it’s between $50 and $60. We are trying to keep our prices in line. We did have to increase our prices a little bit but things are looking OK.” For the Press Box, 29 E. First St., Oswego, it’s also about great food and a family atmosphere. “Our sports bar and restaurant was established in 1984,” said Alison Canale Scanlon, manager. “I think putting the time into everything makes a big difference and treating people like family when they walk into your restaurant. That’s how we have always operated since 1984.” “It’s the family oriented aspect,” she added. “Consistency, quality and presentation of our food — that’s the secret to a successful restaurant. We try to be very consistent with it. We treat people like family when they come in; because we know how we want to be treated when we go to a restaurant. We treat people the same or better.”
Mom-and-Pop Business Owners Grapple with Harsh Times
Report shows small business owners in NYS less optimistic about the economy. Taxes, inflation, labor costs and competition from larger businesses are major concerns right now, they say By Aaron Gifford [caption id=attachment_11067 align=alignright width=300] Ashley Ranslow is director for New York state at The National Federation of Independent Business (NFIB).[/caption] Owners of mom-and-pop businesses in New York state have been less optimistic lately than their peers in other parts of the country, a recent report indicates. The National Federation of Independent Business (NFIB), based on a survey of 11,000 of its members in the Empire State, reported that taxes, inflation, labor costs and competition from larger businesses are major concerns right now. “Indeed, while taxes are a major problem in New York and the United States overall, New York small businesses notably are struggling more with the state’s onerous, multi-level tax burden,” Ashley Ranslow, NFIB’s director for New York state, said in the July report. Compared with surveys of business owners in other states, far fewer New York respondents rated their businesses as in excellent or good health. The report also said labor costs here are about 25% higher than the national average and are the “single most important problem” facing businesses. One respondent to the New York-specific survey complained that too much red tape, taxes and laws that restrict high-yielding companies have stifled their operation’s growth. Others said high disability and workers’ compensation insurance costs, alarming increases in utility rates and excessive building regulations are discouraging. Statewide, New York has a gross domestic product of $2.53 trillion (third in the nation, followed by Texas, $2.90 trillion; and California, $4.25 trillion), a per capita income of $90,500 (sixth) and an unemployment rate of 4.6% (34th). There are 2.4 million small businesses that employ 3.9 million people. [caption id=attachment_11112 align=alignright width=451] Member of the Greater Liverpool Chamber of Commerce gather at one of the several functions the chamber organizes monthly. “Everyone in this business community encourages each other to shop local. Everyone just wants to see each other succeed,” says Megan Wilmot, the chamber director[/caption] “New York state boasts one of the largest, wealthiest and most diverse cities in the world — and that’s still only about half the state’s population,” the report said. “In other words, the state is both its iconic city and so much more — geographically, demographically, economically. But New York is not without its challenges, challenges that include notably high taxes and other weaknesses that impact the small business environment,” it said. The report includes an optimism index that compares responses from New York (NFIB) members with those of their peers in other states across several categories. This ranges from plans to increase employment to expectations for higher sales, to plans to increase inventory or expand. The scores for Empire State business owners were lower in most categories, but they did score higher than the national average in noting that they have current employment openings, and that they are hopeful that the economy will improve. “The metrics so far paint a picture of a state with a series of challenges for small businesses, from a slightly below national average Optimism Index to a more seriously below national business health to very substantially below national Employment Index. What is going on with businesses that are creating these differences?” the report stated. In Central New York, the regional labor force comprises nearly 398,000 workers. The median household income here is $71,463, and the gross domestic product for the region last year totaled $61.3 billion, according to the CenterState CEO economic development and research organization. About half of the region’s labor force works for small and mid-sized businesses, although the number of people employed in that sector has decreased by 7% since 2010, according to CenterState’s 2026 economic forecast report. “While record-high employment in large-scale enterprises provides a strong foundation for Central New York,” the report says, “the long-term health of communities depends on a thriving small business sector to serve as a stabilizer.” Area employers identify several barriers to Central New York’s anticipated growth, including lack of specialized or skilled workers, government regulations, unaffordable housing options and long-term construction disruptions. In the city of Syracuse, the number of jobs in retail trade decreased by 1,500 or 4.7% between July 2025 and this past July. By contrast, the number of jobs in the leisure and hospitality sector increased by 2.5% or 700 jobs, in the same annual period, according to the New York State Department of Labor. Still, there’s plenty of interest for new businesses across Central New York. U.S. Census figures show that the number of applications for new businesses in all four counties increased significantly in the past 20 years. In Cayuga County, there were 324 applications in 2005 compared to 470 last year. In Madison County, the number increased from 385 to 480; Onondaga County, from 2411 to 4132; and Oswego County, from 553 to 836. Downtown Cazenovia is exemplary of Madison County’s trend: In the past year, the village welcomed a bait shop, a thrift store, a vitamin infusion center, a pizzeria, a Pilates studio and an Italian restaurant. A candy store is scheduled to open on the main drag in the months ahead. Oswego’s list of interesting new businesses in the past year includes a bubble tea shop, a hot dog eatery in Fulton, a specialty grocery store that features New York state products in Mexico, a beauty and esthetics studio in Hannibal and a hardware and farm supply store in Sandy Creek. In Onondaga County, the Liverpool area has also enjoyed a steady stream of new shops and eateries in recent years. That suburban community is unique in that, unlike neighboring communities, most of the restaurants are family-owned and not part of a national chain. [caption id=attachment_11116 align=alignright width=300] Megan Wilmot is the executive director of the Greater Liverpool’s Chamber of Commerce.[/caption] Megan Wilmot, executive director of the Greater Liverpool Chamber of Commerce, said independent business owners in her community maintain a strong sense of pride in holding their own against national companies. The chamber helps boost morale with red carpet events, ribbon cuttings, coffee hours and five-year anniversary celebrations for participating businesses. “We have built such a strong community,” Wilmot said. “Everyone in this business community encourages each other to shop local. Everyone just wants to see each other succeed.” In Syracuse, the downtown retail occupancy rate last year was about 82%, a slight improvement from 2024, according to the Downtown Syracuse Committee’s most recent annual report. Buildings with the largest amount of vacant space included The Galleries, One Park Place, and Equitable Towers, though not all of those spaces are designated for retail use. New businesses that opened in downtown Syracuse last year: Better with Time Clothing, Dakshin Curry & Biriyani, Havana Tattoo Society, Milano Bean Café, Miss Daisy, Pausa Coffee, Sweets for Babe, The Society CNY and Yafah Beauty Studio. The Destiny USA mall’s occupancy rate decreased from 80% in 2023 to 72% by the end of 2024, according to Integra Realty Resources. That leaves more than a quarter of the mall’s retail space vacant. “Looking ahead, the retail market is expected to see minimal rent growth, with vacancy rates likely remaining stable in community and neighborhood centers but continuing to rise in enclosed malls,” Integra’s report said. “New construction activity is low and redevelopment plans for former malls like Shoppingtown and Great Northern are still in the planning stages. The proposed Micron chip plant may spur development, but challenges remain in finding co-developers for large-scale projects.” Nationally, the U.S. Chamber of Commerce expects that small businesses will remain resilient and see their sales and revenues eventually improve. That organization, in a recent national survey, found that 25% of small business owners expect the economy to improve in 2027, while 45% indicated that they plan to increase employment in the next 12 months. And 69% said they believe their small business is in good shape and 70% said they are comfortable with their current cash flow. Thirty-one percent of small businesses reported raising their prices in July and 28% are planning to raise their prices within the next three to four months, the report said. Twelve percent indicated that this is a good time to expand their business. “Small business owners voice optimism for future revenues and hiring,” the report said. “High costs continue to be a wet blanket on reinvestment.” The NFIB reported in July that Main Street, despite gas price hikes, “is OK … for now.” Its small business economics trend report said sales across the country have been strong compared to last year, but continued inflation and higher prices from mom-and-pop establishments are causing some “cracks” to show. “If costs stay this high for much longer, reduced investment will have a tangible economic impact,” the report said. “The status quo is OK, but the outlook? The outlook is uncertain.”
Delta unveils its upgraded business class. Take a look.
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When 1 + 1 = 1: The Miserable Math Behind Many Media Mergers
(Welcome to the “Most Important Story of the Week”, my bi-weekly strategy column analyzing the most important (but often not buzziest) news story of the last two weeks. I’m the Entertainment Strategy Guy, a former streaming executive who now analyzes business strategy in the entertainment industry. Please subscribe.) The last few issues of this newsletter have circled two topics: September’s streaming viewership and all the Paramount/Skydance/Warner Bros./Discovery merger news. I’m happy to say on the Streaming Ratings Report front, we’ll be all caught up by early next week, then the SRR will come out on a tight weekly schedule. Then, after today, I’ll have slayed my PSWbD dragon. It’s such a big story, it demanded multiple issues. With the announcement of a name (just Skydance) and executive team, though, I think we can almost close the book on this story. In terms of topics, it becomes just another studio to cover. So today, I have one last set of takes on that merger. As I’ve sat with it, reading about who was staying and who was going, a big worry crystallized in my brain, and I gotta get that take out. Plus, I still owe you a host of “ugliness” that didn’t fit in my previous “The Good, The Bad and The Ugly” takes. Let’s dive in! Subscribe Most Important Story of the Week - As Paramount Shuffles Deck Chairs, Will They Build or Consolidate? On social media—I try to avoid most social media platforms, but sometimes I end up checking in—the best joke I saw about the announcement of the new name of Skydance was from fellow reporter Claire Atkinson who pointed out… Yeah, I laughed out loud at that one. Later, though, I saw another Twitter response (that later got deleted, so I can’t shout the person out) that did give me pause. The person noted that the Titanic film made the better analogy: a super expensive project everyone in the town doubted that went on to conquer the globe. So yeah: on one hand, the image of the Titanic recalls the actual ship and its infamous end, but that clip is from a movie which proved the doubters wrong. So for all the skepticism of the latest massive media merger, one could wonder which way this one goes. Does it crash like the Titanic or rise to glory like Titanic, the movie? Either way, this deal is “Titanic”, looking at the massive debt required to close the deal, which is not going well when it comes to borrowing costs for Paramount… …or borrowing costs for Oracle. But I’ve started to get worried about another outcome: the sum of this merger will be smaller and weaker and less profitable than its former parts. In other words, one plus one won’t equal three or two, but an even smaller number. Skydance paid to take a traditional studio off the board, but they won’t really capture the upside. Let me explain what I mean, but first, let’s look at the series of news that inspired this thought. Skydance Sets Its Leadership Team As soon as the Paramount-Skydance-Warner Bros.-Discovery merger closed, the new leadership team announced a new name—Skydance, which I’ll use going forward—and a new executive leadership team. You’ve probably read through all the executive shuffling, but if you haven’t, here’s a quick, incomplete summary, in rough order of importance: Mattel’s CEO Ynon Kreiz—who previously ran Maker Studios—joined as co-CEO with David Ellison. HBO/HBO Max’s Casey Bloys will stay and run streaming. Former head of streaming for Paramount-Skydance Cindy Holland—who was also at Netflix—will depart. The former heads of Warner Bros.—Pam Abdy and Mike De Luca—are out. The film studios will be run by Dana Goldstein and Josh Greenstein. George Cheeks of Paramount will run Skydance TV, controlling all the TV production units. In comic book news, the DC films will still be run by Peter Gunn and Peter Safran. Lastly, the head of CNN, Mark Thompson, will stay in place. Let’s quickly opine on the particulars before diving into the broad ramifications. We’re just getting started with this issue, but the rest is for paid subscribers of the Entertainment Strategy Guy, so if you’d like to find out… Who I like and dislike in their next gigs… Why I think this consolidation will likely leave Skydance worse off… The math behind which mergers succeed and which don’t… A lot more ugliness in this merger… And a whole lot more... ...please subscribe! We can only keep doing this great work with your support.
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Greta Gerwig debuts first look at an epic, full-hearted 'Narnia' for Netflix
Greta Gerwig has debuted a first look at “Narnia: The Magician’s Nephew" that offers a full-hearted adaptation of C | Newsradio 1140 WRVA
Greta Gerwig debuts first look at an epic, full-hearted 'Narnia' for Netflix -- and the big screen
Greta Gerwig has debuted a first look at “Narnia: The Magician’s Nephew" that offers a full-hearted adaptation of C | WBBM Newsradio 780 AM & 105.9 FM