2016 Connecting New Jersey Businesses
Weiss Realty Celebrates Golden Anniversary
Fifty Years of Hard Work, Relationships & Opportunities Building & Designing The Region: Planned, In-Progress & Completed Development Projects “Big Bang� Technology Disruptors Changing How We Live & Work HR & Operations: Strategies For Your Business
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Built on tradition. Focused on your future. Master’s in Business Administration (M.B.A.) degree in Management
With a reputation for exceptional business education that dates back to 1931 and a strong track record of evolving to meet the ever-changing demands of the professional world, Berkeley College is proud to offer a Master of Business Administration (M.B.A.) degree in Management through its School of Graduate Studies. This program provides business professionals seeking to excel in their careers an opportunity to study a highly focused curriculum that incorporates classroom concepts and theories into projects related to their current jobs. Classes are taught by accomplished faculty members who are industry practitioners, in a flexible, technologically-advanced learning environment. Visit BerkeleyCollege.edu/MBA or call 800-446-5400 ext. PMM to learn more.
Program offered in Woodland Park, NJ and Online. Berkeley College reserves the right to add, discontinue, or modify its programs and policies at any time. Modifications subsequent to the original publication of this document may not be reflected here. For the most up-to-date information, please visit BerkeleyCollege.edu. For more information about Berkeley College graduation rates, the median debt of students who completed programs, and other important disclosures, please visit BerkeleyCollege.edu/disclosures. P1170.12.2015
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In business today, only the absolute strongest survive. So when you seek expert professional and personal financial advice, turn to SaxBST. We’re a rare breed of forward-thinking advisors who transform decades of experience in accounting, tax and financial advisory services into an innate understanding of what it takes to achieve lasting success. Follow your instincts, so we can unleash ours. We are your business. call 973.472.6250 TO SPEaK WITH aN aDVISOR.
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Connecting New Jersey Businesses
L EADERSHIP C OUNCIL Allstate BCB Community Bank Bergen Community College Bergen Engineering/Branca Properties Boiling Springs Savings Bank Bruinooge & Associates Comfort Guard Contracting LLC Ernst & Young, LLP Eastwick Colleges Forsgate Industrial Partners FORT Group Goya Foods Hackensack University Medical Center Hartz Mountain Industries J. Fletcher Creamer & Son, Inc. JACOBS Kearny Bank Meadowlink Commuter Services MetroMultiMedia MWW Group NAI James E. Hanson, Inc. New York Jets NJSEA Onyx Equities, LLC Prime MSP PSE&G Russo Development Skanska USA TD Bank United Water NJ Verizon Publisher: Meadowlands Regional Chamber of Commerce, Inc. 201 Route 17 North Rutherford, NJ 07070 201.939.0707 Managing Editor: Joe Garavente Email submissions: jgaravente@meadowlands.org Advertising Director: Martha Morley, Greer Enterprises, Inc. 201.493.7996 Design: Evan Eagleson & Eric Shantzis, Eighty6 Printing: Action Graphics Meadowlands USA Magazine Distribution: MTM Resources Copyright 2016. All rights reserved. Reproduction of any artwork, editorial material or copy prepared by Meadowlands Regional Chamber of Commerce and appearing in this publication is strictly prohibited without written consent of the publisher. Additional magazines and reprints of articles are available. The views expressed in this magazine are those of the authors and do not necessarily represent the views of, and should not be attributed to, the Meadowlands Regional Chamber.
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Meadowlands Business Report Harmon Meadow Retail, Restaurants & Hotels Directory Meadowlands Restaurants & Dining Event Planning & Catering Services Meadowlands Hotels & Accommodations Destination Meadowlands News From the Meadow
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FEATURES
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“Big Bang� Technology Disruptors Changing How We Live & Work Weiss Realty Celebrates Golden Anniversary Building & Designing The Region: Planned, In-Progress & Completed Development Projects
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Business Report From the Desk of Jim Kirkos
President & CEO, Meadowlands Regional Chamber
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his issue marks a full year since we first launched the blog version of Meadowlands USA (www.meadowlandsusa.com) and I am excited to share that our online readership has increased 300 percent in the past year. We also maintained the strength of our print publication, and we continue to adjust our distribution routes to ensure the magazine is getting into the hands of the area’s decision-making business executives and owners. Editorial coverage from the past year has featured over 500 of our members, and we received over 100 bylined articles from members. In the same period from 2014 through 2015, we received just 49 bylined articles so this number is up over 100 percent. The magazine also rolled out seven additional columns to accommodate the diversifying content we have been covering. As you already know, a key feature of our new blog calls upon our members to submit news items and “how to” content to the editorial staff. I invite you to take advantage of this function by contributing business articles you feel can help organizations save money and operate better. This is an ideal opportunity to showcase your knowledge and expertise to our readers—and prospective customers of course! If you have thought about advertising in this publication to yield your business greater visibility, I invite you to consider making that investment now. With the tested and confirmed success of our digital blog format, now would be a good time to take a look at the packages we have developed that offer exposure in both print and online—but these opportunities are limited as many advertisers have already committed so act now. Please reach out to Managing Editor Joe Garavente at JGaravente@meadowlands.org if you are interested in learning more. Throughout the growth, there are some things that have not changed: We continue to be the business publication for people who live and work in and around the greater Meadowlands region and we provide our readers with critical business intelligence to help them operate their organizations more effectively and profitably. As a leg of the Meadowlands Regional Chamber, the magazine has economic development of the Meadowlands as its core value and key mission. Speaking of economic development, this is also a special issue because it features a long-time member (over 25 years and counting!), Jaime Weiss, the principal of Weiss Realty, and his son and partner, Matthew Weiss. This year, Jaime Weiss is celebrating his golden anniversary (50 years!) in real estate as broker, owner and developer of office, industrial, retail and residential properties in the Meadowlands region, throughout New Jersey and nationally. This cover piece fits in well with the mission of this magazine as well the MRC: developing the region. And Jaime Weiss has been critically involved with this for the past 50 years. Enjoy this issue of the magazine and I look forward to another successful year of Meadowlands USA both in print and online! Respectfully,
Jim Kirkos Follow me on twitter: @JimKirkos To stay informed about more activities from the Meadowlands Regional Chamber please visit www.meadowlands.org.
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WE PARTNER WITH DEVELOPERS TO BUILD OPPORTUNITY COLLABORATION THAT PROMOTES YOUR BOTTOM LINE ELEC partners with business and professional organizations to promote projects for developers.
Market support and advocacy
We advocate for policies, legislation and regulations that have helped initiate major bridge-building projects, win approvals for pipeline construction and authorize large-scale urban development programs. We provide professional services that help developers win grassroots support for projects, obtain local approvals and secure permits.
Skills + experience + safety = productivity
ELEC is a labor-management organization built on collaboration between Local 825 Operating Engineers and its union contractors. We continually invest in workforce credentialing and training that ensure greater skills, a superb record of safety and a more profitable bottom line.
Efforts that make a difference
Learn how we can help your business develop! Contact Kate Gibbs at 973-630-1011.
Engineers Labor-Employer Cooperative (ELEC) is a collaborative organization with representatives from: International Union of Operating Engineers Local 825 Associated Construction Contractors of New Jersey Construction Industry Council of Westchester & Hudson Valley Construction Contractors Labor Employers of New Jersey
Building On Common Ground Greg Lalevee, Chairman | Mark Longo, Director WWW.ELEC825.ORG
ELEC is the labor-management fund for IUOE Local 825
ECONOMIC UPDATE
New Jersey Unemployment Decreases Down to 5.1 percent, within 0.1 percent of national rate
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ew Jersey’s private sector employers reported another month of solid growth in December 2015, adding 12,500 jobs to bring the total private sector employment increase for 2015 to 64,500 jobs. This affirms 2015 as the strongest year of private sector job growth in 15 years and the sixth consecutive year of private sector growth in the Garden State, according to preliminary monthly data released by the United States Bureau of Labor Statistics (BLS). New Jersey’s unemployment rate continued to tumble, dropping by 0.3 percentage points in December to 5.1 percent, off the national rate by 0.1 percent and down 4.7 percentage points since the recessionary high of 9.8 percent in January 2010. Total nonfarm employment rose by 13,300 jobs over the month to reach a seasonally adjusted total of 4,047,500 as measured by the BLS through its monthly employer survey. The number of residents reporting to have jobs in New Jersey reached an historic level for the fourth time in 2015, climbing to an all-time high of 4,332,900 in December after reaching a record 4,300,700 in November, according to the BLS household survey. “New Jersey rings out the old year on a very high note, capping a year of the strongest job growth in 15 years and a sustained period since 2010 of the most robust private sector job growth since the turn of the century,” said James Wooster, Chief Economist for the New Jersey Department of Treasury. “With the substantial job gains of December, the year 2015 has added more jobs than in any other year since the employment recovery began in 2010. In fact, 2015 comes very close to meeting the record for employment gains in the 21st century. With these gains and with the unemployment rate hitting the lowest levels since before the recession, the Garden State begins the new year on a very strong economic foundation.” Since February 2010, the recessionary low point of private sector employment in the state, private sector employers have added 233,500 jobs. The labor force participation rate, which measures the number of people employed or actively seeking work, rose for a second month, up by 0.3 points to 64.1 percent and continues to best the national rate of 62.6 percent. In December, private sector job growth was posted in six of nine major industry sectors. Industries that recorded employment gains included: • Professional and business services (+6,700) • Trade, transportation and utilities (+2,400) • Other services (+2,400) • Education and health services (+1,800) • Construction (+700) • Manufacturing (+200) 6
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Sectors that experienced contraction were information (-800), financial activities (-600) and leisure and hospitality (-300). The public sector recorded a gain of 800. Based on more complete reporting by employers, previously released estimates for November were revised down by 3,100 to show an over-the-month gain of 4,800 jobs that month. Preliminary estimates indicated an over-the-month gain of 7,900. The benchmark data, which presents a more complete picture of the New Jersey economy for the entire calendar year of 2015, will be released in March of this year. The New Jersey Economic Development Authority (EDA) is an independent State agency that finances small and midsized businesses, administers tax incentives to retain and grow jobs, revitalizes communities through redevelopment initiatives, and supports entrepreneurial development by providing access to training and mentoring programs. To learn about programs and initiatives to support economic development in New Jersey, visit www.njeda.com and follow us on Twitter and LinkedIn @NJEDATech.
ACCOUNTING
Tax Extenders Made Permanent Unprecedented permanent tax relief enacted by congress
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very year since 2013, business owners and their CPAs waited anxiously as December rolled around, to see if the tax breaks enacted in a prior year would be “extended” to the next. These valuable tax incentives therefore, became known as “tax extenders.” In 2015 the holidays came a little early for tax-payers, when in an unprecedented move, Congress decided not only to “renew” most of these so-called “tax extenders,” but to make many of them a permanent part of the tax-code. Extenders made permanent Spelled out in the Protecting Americans from Tax Hikes Act of 2015, (PATH), the new law means that taxpayers will no longer have to worry every December about rushing to take advantage of possibly expiring tax breaks. Among the key tax extenders made permanent for individuals are: • Child Tax Credit PATH makes permanent the $3,000 earned income threshold for the refundable CTC; the inflation adjustment and $10,000 threshold that was to go into effect post 2017 has been eliminated. • Enhanced American Opportunity Credit A credit of up to $2,500 per year for the first four years of post-secondary education is now permanent. • Educators Classroom Expense Deduction PATH now makes permanent the deduction for out-of-pocket classroom expenses for elementary and secondary school teachers. • State and Local Sales Tax Deduction PATH makes the provision to claim general sales taxes, in lieu of deducting state and local income taxes, permanent.
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Key provisions made permanent for business tax purposes include: • Research Credit The research and development tax credit for expenses related to R&D and the increases in payments to universities and other research organizations have been made permanent under PATH. • Section 179 elections Before PATH became law, Sec. 179 expensing limits for 2015 had gone back to $25,000 with an investment limit of $200,000. The Act now permanently sets the Code Sec. 179 limit at $500,000 with a $2 million overall investment limit before phase out. These amounts will be adjusted for inflation starting in 2016. • Gain Exclusion on Qualified Small Business Stock PATH makes permanent the exclusion for gains on the sale or exchange of qualifying small business stock held for more than five years by non-corporate taxpayers. In addition, for individual taxpayers, the new law makes permanent: • The extension of the earned income tax credit • The ability to take tax-free distributions from IRAs for charitable purposes
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• The charitable deduction of contributions of real property for conservation purposes. For businesses, the new legislation will also make permanent the parity of the exclusion amount of employer provided mass transit and parking benefits, and permanently extend the rule reducing to five years (instead of 10 years) the period for which an S corporation must hold on to assets after converting from a C corporation, to avoid “built-in gains” taxes. What it means for the future The passage of PATH has provided tax-payers with some much needed assurance for tax planning strategies. Business owners in particular can now make long-range plans, based on the certainty of a wide-range of incentives and tax benefits. This is just a snapshot of the sweeping permanent changes to the tax code that PATH has created. Individual taxpayers and business owners are encouraged to contact MBAF to make sure you are taking advantage of the changes, now, and in the future. Steven Blumenthal, CPA is the Principal of MBAF CPA’s LLC, located on 440 Park Avenue South, New York, NY 10016. He can be reached by telephone at (212) 931-9254 or email at sblumenthal@mbafcpa.com.
© 2016 Ernst & Young LLP. All Rights Reserved. ED None.
Serving communities. Changing lives. What matters to you matters to us. At EY, we’re proud to support The Meadowlands Regional Chamber of Commerce. It’s one of the ways we’re helping to make our community a better place to work and live. A better and brighter future starts with all of us. Visit ey.com
BUSINESS WISE
What’s in a Name?
Protecting the name of your business in the U.S. & worldwide
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he process of naming your business is a complex one. Not only must it reflect your brand but you need to find ways to protect it against name hijackers, scammers, impersonators, cybersquatting and business identity theft. There are several ways to protect your business name—locally, nationally and in global markets. Here is what you need to know. Understand that business naming has many layers So you have chosen a name for your business. What’s next? Well, first you need to understand the many forms that a business name can take. Let’s take a look: • Business legal name: This is the name of the person or entity that owns the business. It is the name you use on your bank account, tax returns and other government forms. If you are a sole proprietor, then the legal name of your business is your given name, for example “Mary Smith” (you do have the option to change this—more on this below). If you are in a business partnership, then the legal name is the name you have chosen to give that partnership in your operating agreement. If you have not chosen a name, then it will defer to the last names of the business owners.
registering of fictitious business names or DBA’s. A business formed outside of New Jersey must use the exact name that is on the formation document in its home state. If that name is already being used by another business entity in this state, the foreign business will need to establish a secondary or ‘doing business as” name for New Jersey purposes. Only foreign (non-New Jersey) businesses may use a “dba” name. When a “dba” is designated, online registration is not available. Another very important point to know is that trade names do not afford your business name any protection. For that you need to trademark it. • Business trademarks: Different than a trade name, a trademark protects your business name by providing government protection from any liability or infringement issues. Before you even think about naming your business you should conduct a trademark search with the U.S. Patent and Trademark Office (USPTO) to ensure you are not violating any existing trademarked names. For information on filing for a trademark, check out SBA’s Intellec-
• Trade names or “DBA” names: If you choose to operate your business under a name that is anything other than your given name (i.e. something fictitious), then you need to register that name with your local government as a trade name or “doing business as” (DBA) name. This applies to sole proprietors, partnerships and LLCs. Note: Not all states require the 10
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tual Property guide at www.sba.gov. • Domain names: Your domain name establishes your presence on the internet. You can register your domain name through your web hosting provider or through ICANN registration authorities. Once secured it cannot be used by another party for the term that you have registered it. What is the best way to protect your business name in the United States? Trade names registered with your local government afford a limited amount of protection. Basically, no one in your state can use it if you have already claimed it. However, a trade name does not provide any protection outside your state’s jurisdiction. To ensure your name cannot be claimed nationwide (and to add an additional layer of protection) you should trademark it. For this, you have two options: state trademarks or federal trademarks. State trademarks are quicker and cheaper to obtain than a federal trademark. They are particularly useful if your state does not require you to register a
trade name. However, state trademarks are only protected within the borders of the state they are registered in. If you are launching a national business or operating in several states, then you will want to register your business name with the USPTO. What about overseas? If you are doing business outside of the US, you have several options: 1. Consider filing with the foreign country where your business activity exists. Most countries give trademark protection to the first business that registers the trademark, unlike the common law in the United States which gives legal rights to the first business that uses the trademark. 2. Seek international trademark protection under the Madrid Protocol. Although there is no universal trademark protection mechanism, if you have a U.S. trademark or are pending one, you can seek registration in any of the 96 countries that have joined the Madrid Protocol. This involves a single “international
application” with the International Bureau of World Property Intellectual Organization (WIPO). 3. Apply for trademark protection in Europe. If you have business interests in Europe, you may apply for trademark protection in the European Union via the Community Trademark System. Finally, although there is no truly global trademark body, members of The World Trade Organization must comply with the Agreement on Trade-Related Aspects of Intellectual Property Rights (TRIPS). TRIPS is the first multilateral intellectual property agreement that is enforceable between governments. The agreement has a strong dispute settlement mechanism to resolve disputes. Note: If you are planning to significantly expand your business on a global platform, make sure that your trademarked trade name has not been registered by another business. Also, remember to first file with the USPTO before you file internationally.
Next steps Once you register your business name, do not stop there! Actively protect it by keeping detailed records of documents and marketing materials that includes your business name and by looking out for intellectual property infringement. Using trademark insignias like TM, SM and ® will also alert other businesses that you have claimed legal rights to your business name. Related Resources • https://www.sba.gov/content/intellectual-property-law • StopFakes.gov • BusinessIDTheft.org • Export.gov Caron Beesley is a small business owner, a writer and marketing communications consultant. Caron has worked with organizations including the Small Business Administration (SBA. gov) and private companies to promote essential resources that help entrepreneurs and small business owners startup, grow and succeed. Follow Caron on Twitter: @caronbeesley.
Protecting our environment. Serving our community. Today and tomorrow. We know the two go hand in hand. That’s why everything we do is focused on what you need today while we plan and prepare for what the world might need tomorrow. Clean water. A healthy Earth. For your small corner of the world and for the global community. Every day we’re your vital resource, providing stewardship of our most vital natural resources.
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BUSINESS WISE
Business Planning
Benefits for all types of businesses
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t’s a shame that so many people think business plans are just for startups, or to back up loan applications, or for getting investors. The truth is that business planning offers serious benefits for everybody in business. And I’d like to point out that none of these benefits require a big formal business plan document. A lean business plan (as in “What Business Plan Type is Best for Me”) is usually enough. It takes an hour or two to do the first plan, then just an hour or two to review and revise monthly. Here are those top ten benefits: 1) See the whole business Business planning done right connects the dots in your business so you get a better picture of the whole. Strategy is supposed to relate to tactics with strategic alignment. Does that show up in your plan? Do your sales connect to your sales and marketing expenses? Are your products right for your target market? Are you covering costs including long-term fixed costs, product development, and working capital needs as well? Take a step back and look at the larger picture. 2) Strategic focus Startups and small business need to focus on their special identities, their target markets, and their products or services tailored to match. 3) Set priorities You can’t do everything. Business planning helps you keep track of the right things, and the most important things. Allocate your time, effort, and resources strategically. 4) Manage change With good planning process you regularly review assumptions, track progress, and catch new developments so you can adjust. Plan vs. actual analysis is a dashboard, and adjusting the plan is steering.
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5) Develop accountability Good planning process sets expectations and tracks results. It’s a tool for regular review of what’s expected and what happened. Good work shows up. Disappointments show up too. A well-run monthly plan review with plan vs. actual included becomes an impromptu review of tasks and accomplishments. 6) Manage cash Good business planning connects the dots in cash flow. Sometimes just watching profits is enough. But when sales on account, physical products, purchasing assets, or repaying debts are involved, cash flow takes planning and management. Profitable businesses suffer when slow-paying clients or too much inventory constipate cash flow. A plan helps you see the problem and adjust to it. 7) Strategic alignment Does your day-to-day work fit with your main business tactics? Do those tactics match your strategy? If so, you have strategic alignment. If not, the business planning will bring up the hidden mismatches. For example, if you run a gourmet restaurant that has a drive-through window, you’re out of alignment. 8) Milestones Good business planning sets milestones you can work towards. These are key goals you want to achieve, like reaching a defined sales level, hiring that sales manager,
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or opening the new location. We are human. We work better when we have visible goals we can work towards. 9) Metrics Put your performance indicators and numbers to track into a business plan where you can see them monthly in the plan review meeting. Figure out the numbers that matter. Sales and expenses usually do, but there are also calls, trips, seminars, web traffic, conversion rates, returns, and so forth. Use your business planning to define and track the key metrics. 10) Realistic regular reminders to keep on track We all want to do everything for our customers, but sometimes we need to push back to maintain quality and strategic focus. It is hard, during the heat of the everyday routine, to remember the priorities and focus. The business planning process becomes a regular reminder. Tim Berry is the founder of Palo Alto Software , a co-founder of Borland International and a recognized expert in business planning. Tim is the originator of Lean Business Planning. He has an MBA from Stanford and degrees with honors from the University of Oregon and the University of Notre Dame. Today, Tim dedicates most of his time to blogging, teaching and evangelizing for business planning. Find out more on his website at www.bplans.com.
BUSINESS WISE
Business Sale Advisory
Maintaining confidentiality is key to any business sale
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ndoubtedly, maintaining confidentiality throughout the process of selling a business is one of the most important aspects of a business transaction. Some contend that confidentiality is the most important aspect, often even exceeding the value determination. Why so? “Simply stated,” says Frank Arcoleo, managing director, Central Pennsylvania and New York, of A Neumann & Associates, LLC, a leading mergers & acquisition and business brokerage firm headquartered in New Jersey, “A breach will result in all kinds of negative outcomes, including the loss of customers, the loss of employees and the loss of access to bank credit.” The first impact of a breach will be the loss of customers. This is particularly significant in consumer hospitality businesses with long-term client reservations, such as banquet facilities. The “news” that a banquet facility is for sale will result in immediate cancellations, essentially destroying future business revenues. More significantly, it applies to manufacturers that “control” a significant percentage of a customer’s product sourcing. Any potential risk pertaining to the continued reliability of product deliveries (due to a change in ownership) will most certainly trigger those customers seeking alternate product sources. Another aspect is the loss of a competitive advantage. “If a particular manufacturer has a pricing or design advantage, information leaks regarding a pending sale will almost universally lead to the need for the manufacturer to price match competitors to ‘keep’ those customers,” says Achim Neumann, president, “As a result, the breach of confidentiality will immediately deteriorate profit margins.” Finally, there is the probability that certain key employees will leave—particularly, the ones most important to the business. Generally, employees do not like uncertainty and are prone to imagine the worst from a transfer of ownership. And
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if they just happen to have recently heard from a recruiter or competitor, this could very well be the triggering event for them to “jump ship.” It is important to note that the “fear of the unknown” prior to a sale is the most negative aspect, not the actual transfer itself. Businesses are sold every day, and if done properly, there is no negative impact on clients, pricing, margins and future business growth. It is the uncontrolled negative perception prior to a transfer that needs to be avoided at all costs. Importantly, this applies to both investors and sellers. “Quite often, we are contacted by investors who actually want to work in the business or who want to contact certain key customers prior to closing,“ says Aaron Soury, managing director Southern NY State, “And we need to explain to these folks that doing so would only jeopardize the well-being of the business they are looking to acquire.” So how can the confidentiality breach be avoided? First of all, all marketing needs to be undertaken in a non-divulging fashion. The name of the business or its address should never be stated in advertisements or postings available to the general public. Secondly, a process needs to be in place to carefully vet potential investors. This needs to include a thorough financial qualification process, not simply the signing of a cursory non-disclosure agreement.
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Finally, not all information should be released in the first meeting or even in the first documentation set. “Selling a business is like leading a horse to water” is an often used phrase in the industry, and indeed it is largely correct. Only after an offer has been submitted and an escrow account funded (thereby indicative of an investor’s serious interest) should details pertaining to customers, employees, etc. be revealed. In sum, maintaining confidentiality is crucial in selling a business—and only firms with established processes and a long history of successfully executing such steps should be considered by any business owner contemplating a sale. The professionals at A Neumann & Associates would be happy to discuss our time-proven process in detail with any interested party A Neumann & Associates, LLC is a professional merger & acquisition and business brokerage firm with 30 years of experience in Connecticut, New Jersey, New York, Pennsylvania, Delaware, Maryland and Virginia that assists business owners and investors in the business transfer process in a completely confidential manner. The company covers the entire Northeast US market, has representations from NY state to VA state, and has access to a 50 office national network of qualified investors and sellers. For more information, please contact A Neumann & Associates at (732) 872-6777.
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BUSINESS WISE
Personal Branding What’s it all about?
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ne of the hottest topics these days, right up there with Big Data, is personal branding. Since technology is automating many jobs out of existence and altering traditional career paths in the process, the competition for remaining jobs has intensified exponentially. In addition, the Internet has changed the way we live, work and shop. This disruptive technology has also contributed to the birth of social media, and along with it mobile marketing. The recent introduction of smart watches has created minute-by-minute alerts on our wrists and, in combination with smart phones, allows for the ultimate in one-to-one marketing. All of these smart devices have functioned to tether us to them with constant updates on what is happening in our lives, as well as the rest of the world. These smart devices also allow for us to be tracked wherever we go, and transmit information on what we buy into the cloud so that sophisticated algorithms can generate predictive analytics as to what we are going to do and buy next. This confluence of technology has also changed the nature of work substantially. We now have a variety of new jobs with titles like “data scientist” and “knowledge worker”—while many of the job descriptions of the past have disappeared. As a matter of fact, whole swaths of traditional middle management jobs have evaporated replaced by automation that provides more accurate, usable and timely management and marketing information. All of this is the driving force behind the evolution of personal branding. Historically, people got a job and worked for one company or another for their entire careers under the security of the “corporate umbrella.” It was kind of like an extension of their childhood where Mom and Dad took care of them. No one worried about having to market themselves, as the “company” would watch out for them. However, these days the security of the corporate umbrella is disappearing as more and more companies are automating their operations and becoming one variety
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of a virtual corporation or another. Profits are up and wages are down. We read about thousands of employees at one company or another being terminated every month— along with a continuum of corporate consolidations. Amazon is continuing on the path to achieve Jeff Bezos vision of the “everything store.” Almost anything that you need can be gotten with just the click of a mouse. At Apple stores, roving product experts with pads can get you any Apple device you want and produce a receipt on the spot. Even groceries and meals can be ordered online and delivered at your convenience. Obviously, what all of this indicates is that if you want to survive in this new world of work you have to take control of your destiny, because Mom, Dad and the company can no longer do it for you. You will now have to market yourself on the sea of social media. This is a good thing because it will force you to explore your persona and skill set in a way that you have never done before. Everyone has a unique skill, but many people spend their entire lives trying to figure out what that is—and many never do. The consequence of this is that they live unfulfilled and financially insecure lives working at jobs that they will never master. It is a fact that those who are doing what they are good at and enjoy have more fulfilling careers—and are more financially secure—than those that do not. The process to develop your personal brand is one of introspection. The exercise of self-discovery begins with taking an aptitude test to begin to unravel what your unique skill really is. Simultaneously, you need to determine your persona along with the personality traits of others, so that you can know yourself better and work more effectively with others, by taking a personality profile exam. Once this is done and with this information, you need to reflect on three key words that describe you. Share these words with others whose advice you value. Once you have them you then need to polish MARCH 2016
them into your unique value proposition. For example I am: an author, educator and brand builder. With this basic foundation you can them move on to marketing yourself more effectively. You should even build your own website wherein you can expand on what you have to offer as an individual entrepreneur, as well as a valuable prospective employee. Once that is done then you need to explore all the social media platforms to determine which are best for you to tell the world that you exist. Do not procrastinate—do it! Robert M. Donnelly is an author, educator and brand builder for businesses and individuals. His corporate life was spent in executive positions with IBM, Pfizer and EXXON and then as the CEO for several U.S. subsidiaries of foreign multinational firms. Professor Donnelly is on the faculty of Saint Peters University, as well as Rushmore University, a global online university. His latest book is: Personal Brand Planning for life, available on Amazon. He also functions as an interim executive. You can contact him at rdonnelly@saintpeters.edu.
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LESSONS IN LEADERSHIP
Change is the Only Constant Ways to positively embrace & lead change
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e all know intellectually that change is inevitable, but we sometimes resist or fight it as if this were a real option. Yet, the great leaders embrace change. They understand that while it may be scary and unnerving, change also offers opportunities to challenge yourself and your team to be more creative, flexible and strategic. So stop fighting change and consider the following keys to leading it: • Accentuate the positives but do not act as if there will not be challenges. People know that is simply not true. Being honest and having a positive “we can do this” attitude about those challenges is key because a leader of change must be credible. Even when a change is challenging, many team members will “buy in” if they believe in you as a leader. The messenger is often at least as important as the message about change. • Explain why the change is taking place. Do not be the leader that tries to direct people to change by telling them “just do it” or “because I said so.” The key is to make it clear that the status quo is actually more dangerous and risky than the change itself. Until that is done, people have little or no motivation to “buy in” to the process. • Remain flexible and open to feedback regarding different approaches to implementing change. There is nothing worse than leaders who are rigid and closed minded 18
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about anything other than their own ideas. • Create an open environment conducive to an honest dialogue, even if feedback is difficult to hear. Allow team members to comment on any aspect of the change without fear of reprisal or retribution. Open dialogue can be created in forums, employee meetings, interactive e-mail or a one-on-one with the team leader. • Celebrate and recognize any success or accomplishment associated with the change effort, no matter how small. People need to see progress in order to “buy in” to the change. Everyone wants to be part of a winning team. • As a leader, never forget that real change about real problems and issues is a marathon—not a sprint. Often, organizational leaders do not understand how hard leading change can be and, therefore, become highMARCH 2016
ly impatient with how slow the process is. Change takes time and leaders looking for a “quick fix” or some kind of “immediate turn around” will be deeply disappointed. There are no magic or silver bullets in the change business. And there are definitely none in leadership. There is only hard work, dedication and persistence to pursue constant improvement that seeks organizational excellence. Obviously, change is not easy. We all seek stability and predictability. But, today more than ever, change keeps hitting us in the face just when we think we can afford to get comfortable. So stop fighting change. It is no use and complaining about it isn’t a viable option, particularly for those of us in positions of leadership because last time I checked “change is the only constant.” NOW…YOUR TURN: What specific steps are YOU taking to lead change within your organization? Write to me at sadubato@aol.com.
Lifelong Learning For Leaders Think you know it all? Think again
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ne of the characteristics of a great leader is making a commitment to being a lifelong learner. Growth is a conscious decision. Exceptional leaders decide they want to grow and learn. They want to understand different ways to be more effective at their craft.
The following are practical tips that will help you develop as a leader and learn something new every day: • Decide to see each “failure” or “loss” as an opportunity to learn. When things don’t work out as planned, great leaders ask; “What exactly went wrong?” “What could or should I, as a leader, have done that could have created a different outcome?” and; “What can I learn from this experience that will change the way we deal with similar situations in the future?” Taking this “learning” attitude and approach can’t help but improve your leadership and create better results for your team. • Never stop reading. Especially, about leadership challenges and important leadership topics such as how to improve the way you lead your meetings, how to deal with difficult conversations, or how to negotiate with a challenging adversary. Create a “leadership library” of resource material that you can constantly refer to when looking for a different perspective on dealing with challenging leadership situations. • Seek out mentors. It would be great if more experienced leaders just organically or naturally found you and offered their help. But it doesn’t always work that way. Instead, proactively identify individuals who
you believe have insight and perspectives that would be beneficial to you as a leader but, more importantly, who care enough about you and your career to invest the time and effort in helping you grow. Take their advice and never take them for granted. • Host forums and invite experts who have a different perspective on important industry issues and topics. Don’t just set them up for your team. Attend them. You and your people will learn by doing this and it will also send a powerful message to your team members that you believe learning is essential, not just for them, but for you as well even though you hold a higher position in the organization. • Ask other leaders about their most significant leadership lesson as well as the most difficult challenge they have faced. I have been doing this and have gotten responses from over 200 leaders over the past year. As a leader, you do NOT have to be writing a book about leadership
or be an anchor on public television to do this. You can do it on your own. Ask a select group of smart leaders who you know and trust and you will be surprised at the candor and insight that you get back. I guarantee you will receive important leadership lessons in the process. NOW…YOUR TURN: What specific steps are YOU taking to grow and develop as a leader? Write to me at sadubato@ aol.com. Steve Adubato Ph.D., is the author of numerous books including his latest, You Are the Brand, and his upcoming book,Lessons in Leadership. He is also an Emmy Awardwinning anchor on Thirteen/WNET (PBS) and NJTV (PBS) who regularly appears on CNN, FOX News, and the Today Show. Steve also provides executive leadership coaching and seminars for a variety of corporations and organizations both regionally and nationally. To read more Lessons in Leadership visit www.Stand-Deliver.com. Find and follow Steve on Twitter and Facebook at: @SteveAdubato @SteveAdubatoPhD
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INTERNATIONAL BUSINESS SPOTLIGHT
DMR Architects In China
Local firm invited to submit RFP for transfer center project in Lishui City, China
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asbrouck Heights-based DMR Architects, in association with the Beijing, China-based Long On Group, has been invited by the government of Lishui City, China to participate in a design competition for a 24-acre site that is adjacent to a High-Speed Railway Station. The project will transform the area into a tourism destination that will include hotels, retail, restaurants, entertainment, a gas station and public ground transportation. Lloyd Rosenberg, President and CEO of DMR Architects and James Jao, the CEO of Long On Group, have a business relationship that dates to the 1980’s. The teaming opportunity and invitation to the RFP process is based largely on this relationship, as well as Mr. Rosenberg’s invitation to speak in front of 500 senior government and planning officials at the Qindongnan Conference on Preserving the Traditional Chinese Village.
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The project would add to DMR’s already extensive portfolio of international work, which includes previous experience in China, as well as Nigeria, Romania and Costa Rica. “Lloyd and DMR have been designing spaces throughout North Jersey’s Meadowlands Region, an area that has transformed into a travel and tourism destination, over the past two decades,” James Jao, CEO, Long On Group, said. “We are proud to bring his expertise to this project, and believe his experience within a region that is reaching its full potential will be invaluable to the Lishui City project.” “The Lishui government is very wise to recognize that its new train station, and its reputation as an ecotourism destination complemented by a new entertainment district will create an economic driver, as well as jobs for the entire region,” said Mr. Rosenberg. “We are honored to be invited MARCH 2016
to participate and look forward to incorporating the natural beauty of the surrounding landscape into our design.” For examples of DMR’s work in the municipal, education, corporate, residential, healthcare and urban planning sectors, visit www.dmrarchitects.com or call 201.288.2600. Headquartered in Hasbrouck Heights, N.J., DMR Architects is a respected full-service architectural firm specializing in architecture, master planning, sustainable design, programming, interior design and construction administration. The firm is active throughout local, national and international markets. Founded in 1991, DMR celebrates its 25th year serving a diverse client base in all market sectors, including public, corporate, education, residential and healthcare. For more information, please visit www.dmrarchitects.com.
777 Terrace Avenue, Suite 607 Hasbrouck Heights, NJ 07604 201-288-2600 P www.dmrarchitects.com
DMR Architects proudly supports
The Meadowlands Regional Chamber Celebrating our 25th year supporting development in the Meadowlands region and throughout New Jersey.
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PLANNING
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Tech: Innovation & Adoption
“Big Bang” disruptors that will revolutionize how we live & work
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n my first article on disruptive technology/innovation in the January 2016 “Tech Talk” column, I asserted that not all customers embrace or adopt disruptive technology (innovation) in the same way or at the same pace. I shared research conducted by Everett Rogers in the early 1960’s and published in his 1962 book Diffusion of Innovations. Rogers identified five unique “personas” (or customer types) who tend to adopt disruptive technology at different times across five phases of a life cycle (“TALC”): innovators, early adopters, early majority, late majority and laggards based on their respective threshold or tolerance for risk/uncertainty over time. Geoffrey Moore expanded on Rogers’ model with the creation of a “revised TALC” which included something new: the existence of a “gap” or “chasm” between the early adopters and the early majority that was extremely critical to those who wanted to market and sell disruptive technological products successfully. I used the advent of the “microcomputer” (PC) as my personal example of how I handled this challenge during in the mid- to late1980s and my co-author, Nina R. Johnson, provided some excellent examples of more contemporary disruptive technologies in three 21st century industries: Uber and Lyft (taxi/limo), Airbnb (hospitality) and Square and GoPayment (banking). In this follow-on article, I am sharing yet another paradigm for
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understanding the acquisition or adoption of a special superset of 21st century “disruptive technologies” called Big Bang disruptors. A Big Bang disruptor is a game-changing, accelerated product innovation that is so advanced that the lifecycles of mature, existing products can suddenly expire with little advance warning. As a result, entire innovative product lines—whole markets— were created or destroyed overnight in 2015. In fact, its “BBDTALC” is called the shark’s fin, because of its unique appearance, with its four stages: the singularity, the Big Bang, the big crunch and entropy.
A good place to spot a Big Bang disruptor in-the-making is at the annual Consumer Electronics Show (CES) held in Las Vegas each January. With credit to Paul Nunes of Accenture and Larry Downes of Georgetown University, as published in their Forbes magazine article in January, 2015, there were no fewer than five “Big Bang Disruptive Technologies” that they witnessed emerging in the following industries: energy/transportation, health & fitness, manufacturing, the Internet and video/audio. To read the January, 2015 Forbes online article in its entirety, go to: http://www.forbes.com/sites/bigbangdisruption/2015/01/09/ the-five-most-disruptive-innovations-at-ces-2015/ Now, fast-forward to January 2016. Nunes and Downes have provided brief summaries in Forbes magazine of what they now call the five most disruptive trends based on their observations at the annual Consumer Electronics Show (CES) in Las Vegas for this year: 1. Autonomous vehicles go mainstream. CES has become a car show inasmuch as automotive technology has increased by 25 percent to over 200,000 square feet of exhibit space. Beyond the latest electric, hydrogen fuel cell and hybrid models, there were some outrageous concept cars, including a supposed Tesla-killer from Faraday Future that looked like the Batmobile but more advanced. Aside from the eye-poppers, there was a more important transformation taking place in the mood-lit car booths of Audi, Volkswagen, Toyota and others. In just a few years, cars have gone from merely being connected to the Internet to being autonomous—a revolution in technology. At this point, the basic tools for self-driving cars have been worked out. Much of it can now be produced at-scale at a relatively low cost. Even as cars take over more of the driving (a trend that began decades ago with power brakes and automatic transmissions) in incremental steps, the general consensus is that truly autonomous vehicles will hit the road sometime after 2020.
2. Providers have become platforms: As new categories mature from the early experimentation (“singularity”) stage to the “Big Bang” stage in their “shark fin BBD-TALC model”, old industry borders evaporate along with often overly-complicated supply chains. As consumers embrace the disruptors, the floodgates are open for anyone to become a player and even a dominator in the reconstructed categories. Smart incumbents seeing the inevitable will position themselves for flexibility, becoming virtual platforms that allow their core expertise to be quickly redeployed to new businesses with new partners. This strategy of “blurred lines” is becoming positively promiscuous among leading technology providers, with the strangest imaginable combinations appearing in rapid succession. Companies including Bosch, Qualcomm and Corning, they reported, are turning themselves into service providers whose expertise, brands and technology can be used in a variety of fast-changing industries. Everyone is getting into everyone else’s business. Gaming superstar NVidia, for example, established a foothold in automotive a few years ago by building the user interfaces for connected cars. But now they are building much of the core software that autonomous cars will operate on. Amazing! 3. Invisible but essential 5G infrastructure: One thing nearly all of the nascent disruptors have in common, besides their relative immaturity, is the need for a next-generation Internet that will be natively mobile. The all call for orders of magnitude faster. They are simultaneously able to handle high and low bandwidth applications at rapidly increasing volumes of traffic. They also offer vast increases in reliability, security and coverage. These are the general specifications for an emerging protocol known as 5G, which will start to appear in full after 2020. At a panel discussion that included executives from Cisco, Ericsson, Qualcomm and Intel, the companies explained the technical, financial Continued on pg. 24
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Continued from pg. 23
and regulatory challenges for the new standards, which will put the already impressive evolution of the current cutting-edge 4G LTE to shame. Could the “entropy stage” for 4G LTE be right around the corner? 5G will radically redefine both the mobile architecture and the core Internet to support unique demands of the new disruptors. Self-driving cars, for example, will require network latency of less than a few nanoseconds. Robotic surgeons can’t stop working simply because of radio interference. By 2020, as many as 30 billion devices connected to an “Internet of Things” will need networks that can penetrate deep into buildings, and low power utilization to keep batteries running for a decade or more. 5G networks will need to offer speeds even greater than available today from home fiber connections to carry 4K and 8K video at scale—and to support real-time virtual reality applications in gaming, health and design, 4. Random experiments accidentally collide into products: A defining feature of Big Bang disruption is the increasing ability of experimenters to combine cheap component technologies into new products and services and launch them with little regard for risk. Most will fail, but at little cost, often producing useful insights for the next iteration. If you launch enough particles, they proffer, you may just get fission. That was the model on deafening display in Eureka Park, CES’s startup marketplace again this year. What began only a few years ago as a row of interesting early-stage products, some companies had their own floors of convention space. Hundreds of
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potentially game-changing products from around the world each had their own small exhibit. In the days before Eureka Park, CES attendees had to walk the edges of the convention center looking for these gems. Now, they say they can’t possibly talk to even a fraction of them. The focus of the startups ran the full range of technologies and applications, from hydrogen fuel cell smartphone batteries (intelligent energy) to intelligent tails for role-playing costumes (intail)—and everything in between. The co-authors reported seeing an amazing range of wearables, security apps, stylish drones, baby and pet tech, smart watch variations, educational tools and leisure gimmicks (the robotic bartender). Many of the products raised funds solely from Kickstarter, Indiegogo and other crowdfunding platforms. Everything is sustainable and location-based. An interesting question of strategy arose as they compared the sometimes over-broad to the often overly-narrow: As their research has shown, Big Bang markets often take off dramatically for one or two providers who chance upon just the right combination of technology and business model. This is a phenomenon they refer to as “winner-take-all markets.” 5. Moore’s Law is the “uber-disruptor”: Looming in the background of nearly everything they reported seeing at CES for a decade is the reality that every business, whether a consumer electronics company or a customer, is now a digital business. As co-author Downes wrote in a 2012 Forbes article, at CES the only law that matters is Moore’s Law which states that “every 12 to 18 months, the number
of circuits on a chip doubles while price holds constant.” This law is named after Intel founder Gordon Moore in his 1965 forecast, not Geoffrey Moore. The relentless improvement in price, performance, size and power utilization of computing power that Moore predicted back then is the “uber-disruptor” they refer to. Some years that means new products, while other years find entirely new categories of products. But either way, the “better-and-cheaper” phenomenon is driving transformation in a wider range of industries all the time. As the size, cost and power utilization of new sensors continue to improve standalone and often annoying trackers and other wearable devices are being replaced by integrated solutions from traditional providers. They saw dozens of examples of sensors being sewn directly into clothing, a category they christened as “wearable wearables.” Interesting new term, huh? Only a few years ago, the idea of using sensors to monitor and improve one’s sleeping habits seemed absurd. Then, suddenly, there were all kinds of products that did just that, either through trackers that one wore or devices one slipped under the sheets. But this year, they reported, maverick mattress maker Sleep Number was at CES in force, demonstrating an aggressively-priced new foam mattress called the “It Bed” that supplements the company’s core adjustable technology with sensors built in from top to bottom. The sensors send a constant stream of data and analytics to one’s smart device. This mainstreaming of disruptive technology is both a sign of Big Bang adoption and often in mature markets, a necessary condition. The two authors said they expect to see more of this phe-
nomenon in the immediate future. In some sense, as these examples suggest, the technology that transforms markets becomes invisible, just part of the scenery. Ironically, the more disruptive the technology is, they say, the sooner it disappears. In the meantime, there is plenty of crazy stuff to see at CES in Las Vegas every January. Like the Nixie, a mini-drone that can be worn around the wrist and, when the moment hits you, be tossed in the air to take a photo. That’s right—the “wearable selfie drone.” Who knew that was coming?
William S. Ruggles is a member of the MRC Technology Committee. He is COO and Managing Partner of Ruggles2 LLC, a management consulting firm specializing in continuous performance improvement for medium and large organizations, both for-profit and nonprofit. Previously, he was an adjunct professor at Stevens Institute of Technology in Hoboken and the deputy chief technology officer for workforce enhancement for the State of New Jersey in Trenton. He can be reached at bill.ruggles@ruggles2llc.com. To read the January, 2016 Forbes online article in its entirety, go to: http:// www.forbes.com/sites/bigbangdisruption/2016/01/08/the-five-most-disruptiveinnovations-at-ces-2016/#161b528f13aa To read about Nunes and Downes’ new book entitled Big Bang Disruption: Strategy in the Age of Devastating Innovation and watch a short video, go to: https://www.accenture.com/us-en/bigbangdisruption.aspx?c=tech_aihpbigbng_10000007&n=pac_1213
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TOURISM & HOSPITALITY
2016 Copa America Centenario Final
MetLife Stadium to host three Copa matches, including the final
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he eyes of the world will be focused on MetLife Stadium in East Rutherford on Sunday, June 26, when the facility hosts the championship of the historic 2016 COPA America Centenario. Two additional matches will also be played at the Stadium during this once-in-a-lifetime event: a quarterfinal on Friday, June 17, and a first-round game on Sunday, June 12. The tournament kicks off in California on June 3. “We are honored that Copa America Centenario has selected the New York/New Jersey region for this historic event that will showcase MetLife Stadium as a world-class venue for sports and entertainment,” said Brad Mayne, President and CEO of MetLife Stadium. “These games will be an unforgettable experience for the fans.” The 2016 COPA America Centenario includes some of the world’s best teams and players and is one of the most prestigious international soccer tournaments. This year COPA America is being held outside of South America for the first time in its 100-year history. The 16-team competition is expected to be the biggest soccer tournament hosted in the USA since the 1994 World Cup. “We look forward to welcoming the teams and their fans from across the globe as they celebrate the 100th anniversary of this momentous event,” said Wayne Hasenbalg, President and CEO of the New Jersey Sports and Exposition Authority. “Hosting three games including the final will strengthen both the regional and local economies and allow us to showcase the Meadowlands’ extensive hotels, restaurants and retail. MetLife Stadium, which seats 82,500, has hosted a number of significant international soccer matches since opening in 2010, including a pair of U.S. national team games against five-time World Cup champion Brazil and then No. 1-ranked Argentina, and the 2011 and 2015 CONCACAF Gold Cup quarterfinals. On June 9, 2012, the Brazil-Argentina match drew the largest soccer crowd in New Jersey history (81,994). The Confederation of North, Central America and Caribbean Association Football (CONCACAF) and the South American Football Confederation (CONMEBOL) have partnered for the historic 2016 Copa America Centenario, setting a new standard for inter-confederation cooperation in the Americas and worldwide. This tournament will help evolve and spread the world’s game in North America. The 2016 Copa America Centenario will have a high number of elite level teams participating. Eight of the 16 teams made it to the Round of 16 in the 2014 FIFA World Cup. The event will feature all 10 South American nations: Argentina, Brazil, Bolivia, Chile, Colombia, Ecuador, Paraguay, Peru, Uruguay and Venezuela; and six CONCACAF nations: USA, Mexico, Costa Rica, Jamaica, Haiti and Panama. Some of the many superstars competing include Messi (Argentina), Ney26
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mar (Brazil), David Luiz (Brazil), James Rodriguez (Colombia), Kaka (Brazil), Michael Bradley (U.S.A.) and Clint Dempsey (U.S.A). The full schedule of match-ups will be determined at the Official Draw on February 21. The four groups are headed by host United States, Argentina, Brazil and Mexico. The seeding determination for the draw is based on the December 2015 FIFA World Rankings. In addition to MetLife Stadium, matches will be held in Chicago (Soldier Field), Foxborough, Ma. (Gillette Stadium), Glendale, Az. (University of Phoenix Stadium), Houston (NRG Stadium), Orlando (Orlando Citrus Bowl Stadium), Pasadena, Ca. (Rose Bowl), Philadelphia (Lincoln Financial Field), Santa Clara, Ca. (Levi’s Stadium), and Seattle (Century Link Field). Each venue will host matches on multiple days through the tournament. Most venues will host at least three games. Chosen from among 24 candidates that originally submitted bids earlier this year, the stadiums passed rigorous standards—including minimum seating capacity of 60,000 and other world-class infrastructure requirements—in order to host matches of this high-profile tournament which is sure to draw multitudes of fans to venues across the country. Hasenbalg, of the NJSEA, is co-chair of the event’s Host Committee, along with Fred Dixon, NYC & Company President and CEO. Due to the magnitude of the COPA America Centenario, the State of New Jersey and the City of New York have joined forces to form the Committee, creating a powerful network of local and state agencies working together to provide tourism, marketing and governmental support on both sides of the Hudson River. The New York/New Jersey Host Committee will include representatives from the New Jersey Sports and Exposition Authority, NYC & Company, Meadowlands Regional Chamber, MetLife Stadium, New York Jets, New York Football Giants, New Meadowlands Racetrack, New York Red Bulls, New York Cosmos, and New York City FC. The Host Committee will support the efforts of the Local Organizing Committee, formed by tournament host U.S. Soccer, who are responsible for certain logistical and organizational facets of the competition. Tickets for Copa America Centenario are now on sale. Fans can purchase tickets at CA2016.com, at ticketmaster.com, or by calling Ticketmaster at 800-745-3000. Due to the expected high demand for this premium soccer tournament, fans are urged to purchase early to guarantee their tickets. You can keep up-to-date on 2016 COPA America Centenario news at CA2016.com, on the tournament’s Facebook page, Copa America Centenario 2016, and by following the event’s Twitter account, @CA2016. For more information on MetLife Stadium, visit metlifestadium.com.
TOURISM & HOSPITALITY
American Dream Update
Primark announces location at American Dream
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merican Dream, the premier global shopping and entertainment destination, is proud to announce that Primark will open a store of nearly gross 100,000 sq. ft. at the property. Primark, a leading European retailer of womenswear, menswear, childrenswear and home goods, has revealed plans for its first store in northern New Jersey at American Dream. The retailer will open as part of the grand opening in 2017, bringing Primark to the East Coast’s newest and most exciting retail and entertainment destinations. “We are delighted to be joining this superb location in the New York Metropolitan area,” said Paul Marchant, Primark chief executive. “The opening of our store at American Dream is a notable step forward in our focused momentum in the Northeast, and we look forward to continuing to provide our amazing fashion at amazing prices to new Primark customers.” “We are pleased to bring Primark to American Dream. Primark is an established international brand that will deliver European merchandise at amazing value to our customers. Showcasing Primark, a relevant and unique fashion retailer with a vast assortment of fast and mainstream fashion, helps us to continue to deliver on our promise to build the world’s greatest shopping, entertainment and dining destination,” said Don Ghermezian, president, Triple Five.
In addition to two stores currently open in the Northeastern United States, Primark has announced plans to launch six store locations in 2016. For more information on Primark’s current and upcoming stores, please visit Primark.com. About American Dream American Dream, a world-class destination, is being developed by Triple Five Group of Companies, owners of the two largest shopping and entertainment centers in North America – Mall of America and West Edmonton Mall. American Dream is located in Bergen County, New Jersey at the Meadowlands Sports Complex at the intersection of three major highways—I-95, Route 3, Route 120—that service over 100 million vehicles annually. American Dream is located in the heart of the New York Metropolitan area with over 21 million residents and 55 million domestic and international tourists annually. The project is serviced by three of the largest airports in the US—Newark, LaGuardia and JFK International with 110 million travelers annually—and is connected by passenger rail service to Penn Station New York. American Dream, opening in 2017, is approximately 3 million square feet. American Dream will redefine the customer experience in shopping and leisure with a unique combination of retail, dining, entertainment and attractions—all in one location. Anchor tenants Saks Fifth Avenue and Lord & Taylor—along with over 450 retail, food and specialty shops—are complimented by North America’s largest fully-enclosed indoor DreamWorks Water Park, Amusement Park and a 16-story Big Snow Indoor Ski & Snow Park; a 1,500 seat live Performing Arts Theater; 285-foot tall Observation Wheel; luxury movie theatres by Cinemex; 70,000 square foot Sea Life Aquarium & Lego Discovery Center; NHL-size Ice Rink; and an 18-hole miniature golf course. The center also features The Collections, a 460,000 square foot luxury and fashion area, and The Dining Terrace, a collection of fifteen full-service restaurants showcased in one location. About Primark Primark is one of the largest clothing retailers in Europe, offering customers quality, up-to-the-minute designs at value-for-money prices. It has 299 stores and has approximately 60,000 regular employees in the UK, Republic of Ireland, Spain, Portugal, Germany, the Netherlands, Belgium, Austria, France and the United States. Primark, which is a subsidiary of Associated British Foods plc, was founded in June 1969 in the Republic of Ireland, and now operates from 11.5 million square feet of selling space across ten countries, soon to be 11, with plans for the opening of its first store in Italy—at Arese north-west of Milan—early this summer. Primark has been ranked a Leader by the UK’s Ethical Trading Initiative since 2011, and in March of this year Greenpeace’s Detox campaign recognized Primark as a leader on the issue of chemicals management.
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Guzzo + Guzzo Architects is an established architectural firm with over 40 years of design experience in: • Retail • Office • Restaurant • Municipal • Food Market • Industrial
www.gg-architect.com
608 Ridge Road • Lyndhurst, NJ 07071 Phone: 201-939-1446 • Fax: 201-939-1448
Weiss Realty: Golden Anniversary Fifty years of hard work, relationships & opportunities
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ocation, location, location goes the adage of real estate. Yet in the case of Jaime Weiss’s 50 years of success, we must add: relationships, opportunity and vision. With a career marked by passion and hard work, Jaime Weiss, principal of Weiss Realty, celebrates his golden anniversary in real estate as broker, owner and developer of office, industrial, retail and residential properties in the Meadowlands region, throughout New Jersey and nationally. Jaime Weiss’s career began in 1967, when he was hired by Cross & Brown Company, a prominent New York Citybased brokerage, while attending night school at Baruch College. After working up to vice president, Jaime continued to make his mark in real estate at Edward S. Gordon Company (now CBRE), Cushman & Wakefield—and he established the first New Jersey office of Newmark & Company. In 1981, Jaime Weiss founded Weiss Realty in Moonachie. The family business, run with his son Matthew, who with Jaime is involved in every transaction, now represents a diverse portfolio of commercial, industrial and retail properties. “Dad puts 150 percent into everything he does. He is also very family-oriented,” says his other son Jordan, a broker at Cushman & Wakefield. “His success is because he treats clients personally and
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closely. Real estate is important to him and he lives and breathes that relationship into all he does.” A catalyst for growth “Hartz Mountain has worked with Jaime for nearly 40 years dating back to the late 1970s when he represented Ideal Toys for a 100,000 square-foot, built-to-suit office building in Harmon Meadow,” says Gus Milano, president and chief of operating officer of Hartz Mountain Industries. “We have a deep respect for Jaime, who has been involved in all of our major developments and has contributed greatly to the success of many of our assets.” Crediting Jaime with first leases that became “catalysts” for future development, Milano also cites Hanover Direct at Lincoln Harbor and Escada, the luxury women’s designer clothing company at Hasbrouck Heights as two of the most significant lease transactions arranged by Jaime Weiss. “We have been extremely fortunate and proud to make so many significant transactions in the Meadowlands, including the sale of 250 Moonachie Road, Moonachie, where Weiss Realty maintains its offices,” says Jaime. Weiss has been involved in significant partnerships, deals and transactions through the region, including the purchase of 333 Meadowlands Parkway in Secaucus
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by Bergman Real Estate Group and orchestrating leases for St. Vincent’s Hospital in Jersey City. Following in his father’s footsteps, Matthew, who is a partner at Weiss Realty, brokered a total of 98,000 square-feet, long-term leases with CarePoint Health at 10 Exchange Place, 1 Journal Square Plaza, and 35 Journal Square in Jersey City. Big personality, big deals Sometimes characterized as larger than life or a force to be reckoned with by his friends, Jaime Weiss has a reputation for his professionalism, persistence and trustworthy relationships. “With Jaime, I don’t even need a contract,” says Stephen Siegel, Chairman of Global Brokerage at CBRE. “I know that this is the way things are going to go and he’ll follow up on everything.” [Of course, he gets a contract.] Herbert C. Klein, a prominent attorney, real estate investor and former Congressman, who worked with Jaime and Matthew Weiss on the sale of the Skyline and Boulevard apartment complexes in Hasbrouck Heights, the largest garden apartment transaction in Bergen County at $57,500,000, recalls an anecdote where they were trying to close with a CEO of a Fortune 500 company. “Jaime called the guy at 11:30 at night to make sure he could
A subsidiary of Weiss Realty is developing the 147 Acre Commerce Park at the Midwest inland Port in Decatur Illinois. The firm plans to build up to One Million Square Feet of Industrial Space to add to the 500,000 SF currently leased to Caterpillar.
get the deal done.” Seizing opportunities Seeing and making opportunities, understanding the nature of development and improving infrastructure and commerce are hallmarks of Mr. Weiss’s career. “Small deals are as tough as large deals sometimes,” says Jaime. “One unique and special deal that comes to mind is our acquisition of a 20,000 square-foot commercial property on Route 4 in Fort Lee, where we were fortunate to secure Starbucks and Bank of America for two long-term leases. We’re very proud of that accomplishment.” The Route 4 location won a BeautificationAward from the Borough of Fort Lee. In Teaneck, Weiss Realty assembled three contiguous properties for Walgreen’s, which were underutilized buildings and a gas station, contributing to the central business revitalization on Cedar Lane. In West Englewood, Weiss Realty converted a publishing warehouse into a facility for Sony, showing how to adapt to the times. Another significant milestone was Jaime Weiss’s acquisition of the 70,000 square-foot Colonial Village Shopping and Professional Office Park in Edison in 1983—and it is a testimony to understanding the customers and location. Weiss has resisted offers to convert the thriving mixed-use neighborhood shopping center and professional and medical offices into a big box lot because it serves as a “crossroads in the community.” What’s next? When Firestone closed its manufacturing facilities in Decatur, Illinois, Jaime was able to purchase the 2,197,000 square-foot, 153acre property. This acquisition had a significant impact on Jaime’s career, because he went from being a very successful commercial real estate broker to a successful property owner and manager. A subsidiary of Weiss Realty is developing the additional land on the property into a major industrial park for logistics, distribution and warehousing. This is an extension of the Midwest Inland Port, a giant hub of transportation for domestic and foreign commerce. The firm plans to build up to one million square feet of industrial space to add to the 500,000 square feet currently leased to Caterpillar. “Going from Bergen and Hudson County to Decatur back to Fort Lee has been a monumental opportunity for us,” adds Jaime. Over the year, Weiss Realty has negotiated major office, retail and industrial projects. Weiss has a current property management and investment portfolio of over 2 million square feet of leased or sold property with a total aggregate value exceeding $1 billion. Weiss has a current property management and investment portfolio of over 2 million square feet of space. Through his career, Jaime and his company have received numerous awards, including the Greater Fort Lee Chamber of Commerce’s Person of the Year and
a nomination by the National Association of Industrial and Office Properties’ (NAIOP) for the Deal of the Year. Jaime has also served on the Board of Trustees of the Fort Lee Jewish Community Center and Baruch CUNY College Fund. Jaime attributes his success to his wife, Susan; three children, Matthew, Jordan and Hayley; and longtime assistant and Weiss Realty office manager Donna Anderson. Weiss Realty has built a great legacy to pass on to the next generation. A half century of deals, smart investment and understanding the communities and trends has created a sustainable and rewarding portfolio. Father and son take pride in every property they lease, sell or negotiate. For more about their properties in and outside of the Meadowlands, visit www.jweissrealty.com. Pamela Tully is a freelance writer, editor and marketing professional. She can be reached at pmtully@gmail.com.
Building sound relationships on a solid foundation. Weiss Realty represents a broad range of private investors, retailers, property owners, and corporate clients providing: • Medical, healthcare, office and retail leasing & sales • Commercial Real Estate Development • Consulting and Property Management • Investment Property Services
250 Moonachie Road, Moonachie, NJ 07074 p: 201.814.1800 f: 201.814.1811 jweiss@jweissrealty.com www.jweissrealty.com
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31
LEGAL
Common Start-Up Mistakes
How to avoid legal pitfalls when starting up a business
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etting a start-up off the ground can be an arduous task. From securing financing to hiring employees, there are many traps for the unwary. This article summarizes some of top legal mistakes start-ups make and offers advice for how to avoid them. Failing to execute a written agreement among founders When starting a new venture, it is imperative to plan for both the best and the worst. A founding shareholders or partnership agreement is the best way to avoid disagreements down the road. Some of the key issues to decide and reduce to writing include: • The percentage of ownership assigned to each founder
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• The roles, titles and responsibilities of all founders • Any special plans for funding or uses of proceeds or apportioning of profits • The procedures for making day-today business decisions • The methods required to resolve disagreements Selecting the wrong business entity There are a number of legal structures available to entrepreneurs, all of which have distinct advantages and disadvantages. While a partnership may involve less paperwork, it does not shield the owners from personal liability for the
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debts and obligations of the business. While it may be more costly and complex, a limited liability corporation (LLC) or corporation is generally a safer choice. Leaving your intellectual property unprotected When it comes to protecting valuable intellectual property, being proactive pays off. Even at its earliest stages, nearly every start-up has intangible assets worthy of protection, such as the company name, logo and key products. If you fail to obtain the proper trademarks, patents and copyrights, you may have no legal recourse should a competitor try to use them. In addition, without the proper non-disclosure agreements in
place, your business partners or employees could walk out the door with your million-dollar idea. For particularly valuable intellectual property, it may be advisable to establish a separate entity for the ownership of the “crown jewels” for protecting them against future claims. Mismanaging employees Hiring employees can be an exciting step for a new company. However, it is imperative that you understand your legal obligations as an employer. From tax filings to hiring agreements, there is a lot of paperwork involved. Also, while hiring independent contractors may seem like a great way to avoid many state and federal employment laws, misclassification can lead to significant penalties. So, it is important to understand the employment and labor rules. Thinking you can do it on your own In order to cut costs, many entrepreneurs try to take everything on themselves. This is a bad idea for many reasons. First, you likely already have too much on your plate. Second, when it comes to accounting and legal issues, mistakes can be disastrous, costing your start-up both time and money in the long run. The best course of action is to hire. Dan Brecher comes to Scarinci Hollenbeck after being the head of the Securities and Investment Banking Department of a 250 lawyer Manhattan firm and then running his own boutique securities and investment banking law firm in Manhattan. His experience ranges from general counsel of New York Stock Exchange and NASD/FINRA member brokerage firms to representation of companies in hundreds of public and prvivate securities offerings and advising institutional and high net worth investors. He is the editor to the firm’s blog: www.scarincihollenbeck.com/firm-insights
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HUMAN RESOURCES & OPERATIONS
Small Business HR Advice
Staff growth & management strategies for long-term success
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ou did it! You hired your first employee. What a relief to have someone to help you grow your
business. But what about when it is time to hire a second employee, and a third? How can you make sure to manage your employees fairly? While following federal and state employment laws come first and foremost, they are not the only elements to be concerned with as your company grows. As your human resources management tasks add up, be sure to consider the following tips for long-term success. Hire by the book This is the part of your business where it helps to be boring. Yes. Boring. Consistency is key for completing human-resource management tasks smoothly. While it may seem generous or nice to treat employees on a case-by-case basis and set up employment policies that work for each of them, this tendency can create disparities between employees and cause tension. To avoid stress, keep your employment policies as close as possible among
new hires. Do not rely on your memory to recall what steps you took last time you hired an employee, either. If you do not have a human resources plan, employee handbook or hiring task list, it is wise to sit down and prepare these guides for your business. Not only does it treat each employee equally and fairly—it helps your management team act consistently as well. Doing things “by the book” may not be exciting, but it can make your life easier. Plan for staff growth When you hired your first employee, you might have been desperate for a first mate to stick by your side as you navigated the waters of your growing business. That person might complete many diverse tasks in a given shift and act as a generalist to assist you. Once you move past your first employee, though, it is important to more clearly define the roles for your new hires. Before you write that job description, think of specific tasks you need help with and how a new hire might best serve the short and long-term goals of the business.
While cross-training can help your business run seamlessly—and everyone might need to pitch in during busy periods—having particular staff members dedicated to specific areas of work will streamline your day-to-day operations and help your team work better together. Shine your “boss” badge As a small business owner, you might work closely and for long periods of time with your employees. But a close relationship does not mean you should be unprofessional. Set boundaries between you and your employees by adhering to company policies, limiting off-hours communication and setting a good example around your team. As your staff grows, you may not know new employees as well as the people who helped you get started. You can still develop a personal connection with these new staffers through regular staff meetings, brown-bag lunches and periodic oneon-one check-ins. By communicating regularly and professionally, you will be a leader your team looks up to. Not sure what steps to take to refine your human resources management skills? Contact a SCORE mentor to discuss your questions about adding new employees to your small business. Bridget Weston Pollack is the Vice President of Marketing and Communications at the SCORE Association. She is responsible for all branding, marketing, PR, and communication efforts. She focuses on implementing marketing plans and strategies to facilitate the growth of SCORE’s mentoring and trainings services. She collaborates with SCORE volunteers and develops SCORE’s online marketing strategy. Find out more: SCORE.org
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HUMAN RESOURCES & OPERATIONS
Employment of Law Changes
Review of employer compliance decisions from the past year
I
n this past year, 2015, the U.S. Supreme Court issued a number of important employment law decisions. Federal employment law agencies such as the Department of Labor, the Equal Employment Opportunity Commission (EEOC) and the National Labor Relations Board (NLRB) published rules and guidance that significantly impact employer compliance in a number of key areas. In many instances, these positions go way beyond “cutting edge” and transcend into unprecedented interpretation of the “law.” Circuit Courts have begun to sharply criticize such interpretations of federal employment law and to overrule administrative positions, at times awarding significant attorneys’ fees to employers that were vindicated on the appellate level. To avoid unintended legal exposure and liability, employers should be sure to stay updated on all of the legal changes that took place in 2015. Here is a brief review on these updates: Sexual orientation discrimination In a novel ruling, the Equal Employment Opportunity Commission (EEOC) held that Title VII of the Civil Rights Act of 1964 prohibits sexual orientation employment discrimination in the workplace. Even though the courts have not yet sanctioned the EEOC’s position, the agency is likely to aggressively enforce its new interpretation. Overtime rules In July, the Department of Labor (DOL) published its highly anticipated proposals for updated overtime rules. The proposed rule would set the standard salary level at the 40th percentile of weekly earnings for full-time salaried workers ($921 per week, or $47,892 annually); increase the total annual compensation requirement needed to exempt highly compensated employees to the annualized value of the 90th percentile of week-
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ly earnings of full-time salaried workers ($122,148 annually); and establish a mechanism for automatically updating the salary and compensation levels going forward to ensure that they will continue to provide a useful and effective test for exemption. Worker misclassification This summer, the Department of Labor (DOL) also published guidance on worker misclassification in which the agency suggested that “most” independent contractors should be legally classified as employees. The DOL’s broad interpretation of “employee” under the Fair Labor Standards Act (FLSA) suggests that worker misclassification will continue to be a top compliance concern. Religious discrimination In Equal Employment Opportunity Commission v. Abercrombie & Fitch Stores, Inc., the U.S. Supreme Court held that an employer can be held liable for failing to accommodate a religious practice under Title VII of the Civil Rights Act of 1964 even though the employee has not made an express request. Specifically, an applicant need only show that his need for an accommodation was a motivating factor in the employer’s decision. The decision made it easier for employees to prove religious discrimination in the workplace.
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Pregnancy discrimination In Young v. UPS, the U.S. Supreme Court held that employees could establish a prima facie discrimination case under the Pregnancy Discrimination Act case by providing sufficient evidence that the employer’s policies impose a significant burden on pregnant workers. Plaintiffs must also show that an employer’s “legitimate, nondiscriminatory” reasons are not sufficiently strong to justify the burden, but rather—when considered along with the burden imposed—give rise to an inference of intentional discrimination. In the wake of the decision, the EEOC published revised guidance.
Gary S. Young concentrates his practice on ERISA, employee benefits and executive compensation as a member of Scarinci Hollenbeck’s Corporate Transactions and Business Law Group. Gary began his legal career almost 40 years ago as a traditional labor lawyer, and he continues to provide employment law advice to private sector employers on subjects such as wage & hour compliance, workplace harassment, FMLA, etc. For more information on the firm, please visit the firm’s website at www.scarincihollenbeck.com.
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HUMAN RESOURCES & OPERATIONS
Taxing Remote Employees
Guidelines for arranging tax withholdings for out-of-state workers
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or a number of years I worked as an offsite employee for a New Jersey company. I was in New York, and later in Florida. I never had a desk at the company so I worked from home. This telecommuting arrangement is not unusual these days because technology makes it possible to collaborate and be part of a team that’s far away. What does this arrangement mean for the income tax withholding responsibilities for the employer? What does it mean for employees who are in this situation? Income tax withholding Generally, the employer must withhold income tax in the state where work is performed—there is an exception that is explained later. If an employee who resides in another state works exclusively in that state—different from the employer’s state—then taxes are usually withheld only in the employee’s state. In this situation, the employer is in State A and the employee lives in State B and does all the work for the employer in home State B, so the employer should withhold State B tax for the employee, assuming State B has an income tax. I say Dzusuallydz because there are exceptions that permit the employer not to withhold state income taxes in the employees’ state. If the employee resides in the employer’s state, tax for that state must be withheld even though the employee works exclusively in another state. And there may be additional withholding obligations in the state in which the employee works. Already confused? If an employee works a few days in each location, things become even more complex, if that is possible. The employer must withhold income taxes in each state where the employee works. However, where there is a tax differential—one state has higher income taxes than another—the employer 38
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may have multiple withholding responsibilities. For example, let’s say that a worker lives in a high tax state and works there part of the time but also works in the employer’s state, which is a lower tax state. The employee’s state is treated as the primary taxing state while the state of residence is the secondary taxing state. In this situation, the employer should withhold in the employer’s state, and in the secondary state, to account for the MARCH 2016
difference in withholding amounts. For withholding purposes, a state’s tax treatment of certain fringe benefits may further muddy the withholding tax waters. For example, while employee contributions to a health savings account (HSA) are tax deductible for federal income tax purposes and as pre-tax contributions in most states, New Jersey treats them as taxable (they do not reduce taxable compensation). Similarly, employer contributions to HAS’s are tax free (not
taxable compensation) for federal income tax purposes—but taxable for California income tax purposes. I said earlier that withholding is usually done for the state in which the work is performed. But there’s an exception: For an employee who works at an employer’s location but lives in another state that has a reciprocal tax agreement, withholding can be made for the employee’s state of residence rather than in the employer’s state. An employer must register with the department of revenue, taxation or finance (depending on the terminology used in a state) where withholding will be remitted. If an employee works in a state where there is no state income tax, then no withholding (or registration) is necessary there. Employee reporting An employee files a resident state income tax return in the state where he or she resides. A nonresident return is filed for the state in which an employee works; tax is
paid only on earnings in this other state. The employee’s state of residence usually offers a tax credit for taxes paid to nonresident states, so, in theory, the employee only pays income tax once on his or her earnings. Recently the U.S. Supreme Court struck down Maryland’s tax regime in which a credit for state income taxes paid out of state was allowed against state income taxes but not for county income taxes. The court viewed this as being unconstitutional and imposing a double tax. Other states with special rules that have the impact of causing income to be taxed twice may now be viewed as unconstitutional—and employees who have been paying a double tax should file for refunds. Conclusion Employers with remote employees should rely on outside payroll companies or other tax experts due to the complexity of payroll withholding for remote staff. These experts can help employers
not only do withholding correctly, but also determine how remote workers impact an employer’s state unemployment insurance. Employees who work remotely should consult their own tax advisor to hone their state income tax withholding. Barbara Weltman is an attorney, prolific author (with such titles as J.K. Lasser’s Small Business Taxes, J.K. Lasser’s Guide to Self-Employment and Smooth Failing) as well as a trusted professional advocate for small businesses and entrepreneurs. She is also the publisher of Idea of the Day® and a monthly e-newsletter called Big Ideas for Small Business®. She hosts Build Your Business Radio and has been included in the List of 100 Small Business Influencers for three years in a row. Follow her on Twitter @BarbaraWeltman
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HUMAN RESOURCES & OPERATIONS
The Digital Revolution Pursuing young professional talent
T
he job market has transformed remarkably from the effortless process of rudimentary interviewing and hiring to a more complex version of tailoring and appealing to the rising generation in order to best catch a small fraction of their flickering attention. As a recruiter, it is imperative to not become lost in the revolution of novel recruiting techniques. Instead, you must push the envelope and use innovative, engaging skills to pursue candidates who would fit seamlessly into your work dynamic. Here are some approaches to help better draw in these employees. Individualize your appearance Your company’s image or brand projects a reflection of the value and interest of your company; thus, establishing a fixed and vibrant message to potential employees is incredibly vital. Millennials crave companies with a passion and clear message—and as your brand is advertised, young talent will be most attracted to those with distinguishing, welcoming missions and objectives. This must be done swiftly and correctly. Otherwise others will classify your brand for you. Is your corporation one that many aspiring business professionals crave tobe a part of? If not, you must attempt to unearth their desire by means of customizing work attire, individualizing office space and constructing captivating visuals. Focus on relationships These days, recruiting and dating have many commonalities. The process to which a candidate chooses you is grounded inhow they view your company’s values and goals, in addition tohowesthetically pleasing your office life and culture appear. First impressions are vital when interviewing soit is important to step outside the conference room to introduce the potential employee to team members they would be working and engaging with.
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Here at Wiss, we work to break the mold of typical job postings by adding the bios of our current team members and groups that the job applicants will be joining. If the candidate sees howimportant our people are to us, they too will feel that they willbe valued atour firm.
of our renovated office space and celebrated firm events, which we are confident will appeal to our target job market. Alluring professional individuals in a competitive environment can be demanding, but the use of extra energy and appeal will result in a phenomenal outcome.
Stay relevant on social media In the ground-breaking domain of social networking, millennials are submerged in innumerable amounts of novel technologies, such as Twitter, Instagram, Facebook, LinkedIn, Snapchat and other sites you may or may not be aware of. In consequence, many young workers use social media to scope out available job positions. Toconfirm your spot on the social media scene, refer to those closest to you—your own employee—toassist you in perfecting your message and making sure you reach outto the correct audience. However, do not just use social media to stay relevant with millennial professionals. Preserve acontinuous technological relationship with potential young workers on a daily basis. This practice will strengthen your potential pool of employees before you need them. To help with this process, wehave reinforced the Wiss brand by offering photos
Lisa Calick is the Director of Human Resources at Wiss & Company, LLP. She is responsible for all human capital strategies at Wiss including workforce planning, talent management, learning and development, compensation and employee relations. Lisa works closely with the Firm’s executive team to strengthen work culture and core values. Her team of talented human resource professionals works collectively to create programs that promote a strong team environment and align with the Firm’s vision. They focus on efforts and interactions that encourage a workplace where self-motivation, enthusiasm and innovation lead to both personal and organizational success. If you have any questions, please contact Lisa at lcalick@wiss.com or (973) 994-9400.
MARCH 2016
HUMAN RESOURCES & OPERATIONS
Changing Your Business Structure Reasons why you might consider switching your entity type
T
here are many reasons to consider a business structure change. With a different business structure, would your business be more successful? Could your sole proprietorship or partnership use more liability protection? Do you want to avoid excessive fees and bookkeeping requirements for your LLC or corporation? If your answer to any of these questions is “yes” you may want to reconsider your business structure. If you are considering a change to your business structure, be sure to understand all of your options and weigh the pros and cons of a switch. 1. Assess your options Your business structure determines the amount of regulatory paperwork you have to file, your personal liability for business decisions and how you are taxed on your business income. Sole proprietorships, partnerships, limited liability companies, and corporations are examples of popular business structures. It is important have an understanding of each before you make the decision
to change your current structure. 2. Things to consider Businesses typically change their legal structure because of a change in business need. That might mean a need for more or different business liability, growth in your business, etc. Sole proprietorships and partnerships enjoy simple management and operations. LLCs and corporations enjoy limited liability to their personal assets. If you are considering a switch, first reassess the pros and cons of your current business structure and weigh the importance of the following five characteristics to your business: • Liability • Taxation • Fees and forms • Investment needs • Operational continuity 3. What to expect: changes in business operations From Sole Proprietorship or Partnership to LLC or Corporation: If you (and your partner) make the decision to change
your business structure, your business will change from unlimited personal liability to limited. Expect to file more paperwork, including your articles of incorporation and bylaws. Fees and expenses will also increase. From a LLC or Corporation to Sole Proprietorship or Partnership: Changing from an LLC or corporation to a sole proprietorship or partnership is more difficult. If you own a corporation, you must first convince shareholders to get on board with the plan and liquidate your business assets. As an LLC, you only will see changes in your tax obligations if you file as a corporation. You will need to adhere to specific state policies like licensing requirements and inform the IRS to the change, as your filing requirements will change. 4. Next steps • File a DBA with your government agency. • Register with the IRS. You will most likely need to apply for a new Employer Identification Number (EIN). • Register with local and state agencies. • Reapply for Licenses. Some states require you to reapply for licenses when your business structure changes. • Notify your bank and insurance company of the change. Your bank may require you to transfer assets. Also, make sure you inform everyone you do business with, including suppliers, customers and employees, if the change affects them in any way.
Mariama Bramble is a contributor to the SBA’s blog which can be found at www.sba.gov/blogs.
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HUMAN RESOURCES & OPERATIONS
Background Checks
Tips for effective background checks as a part of your hiring process
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here are many negative consequences of making the wrong hire. And you want to make sure that you have all the right information before you make the decision. Skipping out on this process can affect your employee’s morale, productivity and impact customer relations. Not to mention the cost of replacing experienced workers can be extensive. There are many things you can do to ensure you make informed decisions and hire quality employees and one of them is to use background checks. Of course if your employees work with children or in other care positions, it is worth doing the most extensive check possible and make sure you know what the state requirements are. The most important aspects are to
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always stay within the law and to do your due diligence so that you don’t allowing hiring to become a headache. Do conduct a pre-employment background check. A background check can also provide insight into an individual’s behavior, character, and integrity. Making the right hiring decisions for your company is critical to your business success. Do conduct a criminal background check. To what extent, will vary state by state. Since it is not consistence you should consult with a lawyer or do further legal research on the laws of your state before exploring whether or not an applicant has a criminal past. Do communicate. If and when you find something on a background check that may impact the decision to hire an
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applicant, you should — at a minimum — engage in a conversation with the applicant. Do outsource to an agency to perform complete background checks. Great screening companies will do a far better job of locating the information you want. They have the experience and processes to be accurate and efficient. They also prevent you from viewing data that might be a violation of state or federal law. Don’t run a limited search yourself. You can’t find everything online. So much of the concrete, legally obtained data for background checks can only be conducted by a licensed firm. Mariama Bramble is a contributor to the SBA’s blog which can be found at www. sba.gov/blogs.
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25 Years of Development in North Jersey DMR Architects celebrates its Silver Anniversary
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asbrouck Heights-based DMR Architects is celebrating its Silver Anniversary in the Meadowlands this year, where it has grown from a company of three to one of the top five architectural firms in New Jersey with more than 30 architects, planners, designers and urban redevelopment planners with projects that can be seen both around the Meadowlands Region and around the world. DMR has performed more than $3 billion worth of work over 2,500 diverse projects, from the Vietnam Veteran’s War Memorial in Holmdel to a high-rise office building in Beijing, China. It has been a vital partner as hospital systems increased their reach in the state, more than 11 townships upgraded their police stations and other municipal buildings, and educational entities from elementary through higher learning expanded their offerings and technology. DMR’s President and CEO, Lloyd Rosenberg, was born and raised in North Jersey and began his architectural career in the 1970’s by designing the People’s Bank on Paterson Plank Road across from the Racetrack that most recently was a Bank of America. When asked to highlight his most meaningful recent projects, Mr. Rosenberg said “I like projects that come with challenges that allow me and my staff to find creative solutions that provide both function and beauty.” Some recent projects that represent the scope of Mr. Rosenberg and DMR’s work include:
Skymark DMR Architects developed the master plan, theme and design concepts for SkyMark Center a 55-acre property in Ridgefield Park, NJ that has been lain fallow for many years. DMR’s plans include two unified districts: a regional retail center and a mixed-use Village Center that includes 1,000 luxury multi-family residential units and a full-service conference hotel with a world class spa. The SkyMark Center will be the largest redevelopment project in Bergen County in three decades and its plan includes 850,000 square feet of retail space for both small and large retailers, with a combination of big box retailers, junior anchors, a fitness center and self-stor-
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age facility. The Village Center will provide a pedestrian-friendly, shopping district for ground-floor retailers and restaurants. “It is a wonderful opportunity to reinvent an eyesore that has not been generating tax money for close to 30 years into a vibrant, beautiful center that people can work, live and visit,” said Rosenberg. […and don’t worry, Ridgefield’s most famous residents, Al and Alice the Eagles will be relocated to an area of the property that will be safe for them to co-exist with their new human neighbors.]
Meadowlands Area YMCA In 2015, DMR Architects was hired to convert the former Nets training facility at 390 Murray Hill Parkway in East Rutherford into the Meadowlands Area YMCA’s first permanent full-time home. DMR relished the task of transforming the 65,000 square foot facility, and helping the organization transition from The Y Without Walls—as it had been known for more than 90 years because it has operated programs at more than 50 facilities in Bergen, Passaic and Hudson Counties—into one main building where its staff can support its 12,000 individual members. DMR’s plans will refit the building to accommodate the Mara Child Care Center, a gymnasium, a multi-purpose room, a wellness center with studios, a welcome center and lounge, a technology center, physical therapy, teen and senior centers, a child watch area and locker rooms. The building will also have offices for the organization’s administrative staff.
Atlantic Street Park & Hackensack Performing Arts Center In 2011, the City of Hackensack and the Main Street Business Alliance retained DMR Architects to create a Downtown Rehabilitation Plan for the City’s Main Street Area. The plan encompassed creation of outdoor spaces, positioning Hackensack as cultural and
artistic center, and attracting developers of multi-housing and mixed-use projects. Atlantic Street Park opened in July of 2015, providing performance areas for spring and summer concerts, shaded outdoor space for lunch hour, an intimate garden and outdoor chess tables. DMR provided architectural plans for converting a parking lot into the green space, and collaborated with the City to submit for the $550,000 matching grant which it received to fund its completion.
The project also included the adaptive reuse of the adjacent 140-year-old masonic temple into the Hackensack Cultural and Performing Arts Center. Its renovation plans for the building’s first floor were recently completed allowing The City to open it for city cultural events and programs. Renovation of its second floor into the Performing Arts Center began in late 2015. Once completed, the performance area will include seating for 200 people, a green
room, dressing rooms, light and sound systems, a control room and a lobby area with a ticket booth and coat room. The Rehabilitation Plan has attracted many developers, with 1,000 multi-housing units expected to be completed in the next 18 months. DMR’s work in North Jersey over the past 25 years has been remarkable, and the creativity of its leader and additional staff will continue to improve the state’s architectural landscape for many years to come.
Other Recent Developments
Spotlight on planned, in-progress & completed projects in the region Here is a roundup of some other signature development projects in the Meadowlands, either planned, in-progress or completed. From some of our other local architect firms
Project: Education Commons at Felician University Architect: Arcari + Iovino Architects Project Description: The Education Commons, located on the Rutherford campus, now houses a high-tech library and research center as well as a nursing resource and simulation center. The library contains a variety of student-focused amenities such as study rooms, 24-hour computer labs, lounges, a café, and conference spaces. It also houses the Toron Library collection of over 10,000 volumes for use in student curriculum. The nursing center is one of the most modern and state-of-the-art facilities of its kind, featuring hospital equipment to replicate a nursing unit, simulation rooms, and testing rooms for a variety of professional training exercises. Location: Felician University’s Rutherford Campus Completion Date: Grand Opening was in September 2015 Notes: The new Education Commons at Felician University was realized from the gut renovation of a 30,000 square foot
building that lay dormant for many years. The existing multi-level structure consisted of several additions which had created an ineffective circuitous flow of spaces. Rehabilitating the facility required meeting the challenge of repurposing the building and creating harmonious sightlines and pathways, all in a contemporary image to reflect the forward direction of the university.
Project: Liberty Terrace, Newark Airport Architect: Environetics Project Description: Liberty Terrace is the new food court in Newark Airport Terminal B. Environetics teamed up with our partner & client Westfield to create this new visually vibrant space which exudes hip & chic touches. Location: Newark Completion Date: December 2014 Notes: The program called for the renovation of the food court along with the large black glass panels which enclose the technical rooms above. The budget ultimately did not allow for the removal of the panels but the design team devised a clever approach. An altogether high-energy look was created by hanging chains with a motion provoking pattern on top of the existing glass paneled wall. The chain wall is outfitted with a tracking LED light system at its base that changes colors with
the seasons and holidays and accentuates the movement of the custom organic pattern on the chains.
Project: Montclair State University School of Business Architect Firm: Environetics Project Description: The School of Business is a new 6-story 143,000 square foot academic building located on the western edge of the Montclair State University campus. Environetics worked closely with the University to design a state of the art academic building to house their growing undergraduate and graduate business programs. Location: Montclair State University Completion Date: August 2015 Notes: The design not only includes 30 instructional spaces, over 110 faculty offices, seminar, conference, and multi-purpose spaces, but also provides much needed support amenities such as a graduate lounge, cafe, and 20 private group study rooms. The state of the art Trading Floor, Bloomberg Seminar Room, and 3D Printing Lab provide an atmosphere which engages students, faculty, and local business community. The LEED building proudly reflects the highest aspirations of the University and provides the most advantageous environment possible for educating the next generation of business leaders.
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BUILDING UP THE REGION
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Residential Real Estate Project From Russo Development
Project: ShopRite Wallington Architect Firm: Guzzo + Guzzo Architects Project Description: Located along the main thoroughfare of Wallington, the new Inserra Shoprite Supermarket has transformed this once outdated vacant shopping center into a vibrant local destination. Besides the wide variety of food offerings, the supermarket also incorporates some of the latest developments in energy efficient technology to have a big impact on the operational costs and the environment of the store for the workers and visitors. Location: 375 Paterson Avenue, Wallington, NJ Completion Date: May 2015 Notes: Specialty departments such as a Sushi Bar, Café, Prepared Foods, Wellness Center were added into the design emphasized by unique interior décor that highlights each different department. Incorporation of an energy efficient skylight technology system throughout the store.
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Project: Bellavia Chevrolet Architect Firm: Guzzo + Guzzo Architects Project Description: Located along Route 17, the existing Bellavia Chevrolet was updated to the new Chevrolet Facility Image Design Intent Standards. The new façade incorporates the new silver and blue ACM metal panels while the new interior décor provides both the employees and visitors a much more comfortable environment. Location: 199 Route 17 South, East Rutherford, NJ Completion Date: April 2014
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Project: Vermella Lyndhurst Developer: Russo Development Location: 340 Orient Way, Lyndhurst, NJ 07071 Completion: Opened in February of 2013 Vermella Lyndhurst is located in the heart of Bergen County, New Jersey. The community consists of 296 one, two and three bedroom apartment homes and is located less than a half mile from Kingsland rail station in Lyndhurst and is in close proximity to major area highways. Vermella Lyndhurst is where the going gets easy. With resort-like amenities, well-manicured exteriors and meticulously detailed and spacious interiors, Vermella Lyndhurst offers beautiful settings, friendly people and a superb suburban location with urban access abounding. Residents will enjoy nearby shopping and dining, plus incredible access to NYC and beyond. More information at: www.vermellalyndhurst.com
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Petrocelli College Programs Associate’s & Baccalaureate Degree Completion Programs Including business, hospitality and self-designed majors with option for credit for life/work experience. Graduate Studies Administrative Science Homeland Security Hospitality Management Public Administration Service Innovation & Leadership Sports Administration Student Services Administration Degree Studies for Adults Whose Primary Language Is Not English MiraeRo (For Korean-speaking adults) Puerta al Futuro (For Spanish-speaking adults) Professional Certificate Programs With options in business, administrative science, automotive and aviation enterprise, education, allied health, computer skill, paralegal studies, certified financial planning and much more.
Contact us today to learn more about these and customized, in-house programs. Telephone: 201-692-6500 Email: petrocelli@fdu.edu Website: fdu.edu/petrocelli
CONTINUING EDUCATION & BUSINESS LEARNING
Ramapo Names New Trustees
New trustees include four professional executives & two students
Trustee Susan A. Vallario
Trustee Charles A. Shotmeyer
Trustee Sharlene S. Vichness
amapo College has named four members to its Board of Trustees during recent meetings. The new trustees are Charles A. Shotmeyer, Bartholomew J. Talamini, Susan A. Vallario and Sharlene S. Vichness. In addition, Josef “Joey” Weikl was named student trustee and Stephen Geerlof was named alternate student trustee. “As chair of the Board of Trustees, I am very pleased to welcome Trustees Shotmeyer, Talamini, Vallario, and Vichness,” said George C. Ruotolo, Jr. “Their appointments to the Board enhance the diversity of our collective talents, experiences, and perspectives, which supports me and positions the Board to provide greater insight to, advocacy for, and oversight of Ramapo College.” Charles H. Shotmeyer’s professional career spans three industries: energy, healthcare and banking. He is president of Shotmeyer Brothers, Inc., a New Jersey-based energy company. His areas of expertise include financial management, commercial lending, feasibility analysis, budgeting, transaction structuring and analytical review. He is integrally involved in the development and structural phases of capital projects, asset review and financing options. “As a life-long resident of Bergen County and an area business owner, I have watched Ramapo grow over the years,” said Trustee Shotmeyer. “Its liberal arts mission is laudable particularly in times like these
when communities and small business are increasingly tasked with thinking critically to arrive at solutions to shared challenges.” Trustee Shotmeyer, of Hawthorne, is also involved in civic and nonprofit organizations, including the Hackensack University Medical Center Foundation and the Northern New Jersey Council of the Boy Scouts of America, among others. He holds a B.S. and an M.A. from Babson College and resides in Bergen County with his family. Bartholomew J. Talamini enjoyed a robust career as a public education professional in New Jersey, spending much of his career as a member of the Cliffside Park school district. He maintains the following state certifications: chief school administrator, Superintendent of Schools (finance), administration/principal pre K-12, supervisor pre K-12, reading specialist K-12 and teacher of social studies and English. “From having once assisted with coaching Ramapo’s basketball team to serving as a k-12 educator in the state, I am keen to bring an educator’s perspective to the Board’s deliberations,” said Trustee Talamini. “I think Ramapo has a wealth of talent. From what I can see, its students are top notch and the institutional mission is delivered by so many passionate and talented people—I look forward to including myself among them.” Trustee Talamini, of Waretown, attended New Jersey City University, Montclair State University and Seton Hall University.
Susan A. Vallario began her professional life as a land use specialist for the State of New Jersey at the Hackensack Meadowlands Development Commission. After attending law school, she practiced land use, corporate and commercial real estate law at Beattie Padovano in Montvale. Subsequently, as vice president and co-owner of Kurt Versen Company, a family-held manufacturing firm in Westwood, she was responsible for human resources management, financial management and regulatory compliance. “Ramapo College initially attracted me because I believe firmly in the value of a liberal arts education. Studies which emphasized critical thinking, research, and writing skills have helped me to navigate a varied career and problem-solve throughout my adult life,” said Trustee Vallario. “The dedication and creativity of Ramapo’s administration and faculty impress me tremendously. I hope to add my efforts to theirs, working to provide our students a challenging, engaging experience that will enrich their lives and prepare them for rewarding careers.” Trustee Vallario, of Upper Saddle River, earned a J.D., magna cum laude, from Pace University School of Law, an M.A. in Social Relations and a B.A. in Government from Lehigh University. During 11 years on the Board of Directors of the Employers Association of New Jersey, Trustee Vallario served as the EANJ’s chair and as a member
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of its executive committee. She is a member of Valley Hospital’s Women for Health and an active supporter of the Community Food Bank of N.J. She and her husband, Nick, have recently endowed Career Development Pathways programs at the College. Sharlene S. Vichness, of Roseland, is founder and president of Language Directions, LLC, since 2005. She is certified by the State of New Jersey, WBWNC and SBA as a 100 percent women-owned business and listed as an Eligible Training Provider in the State of New Jersey. “As a graduate of a small liberal arts college, I am a lifelong, passionate believer in the enduring value of a solid liberal arts education,” said Trustee Vichness. “I wanted to become a trustee to “give back” and do what I can to enable others to receive the benefits of a strong liberal arts education by supporting Ramapo to the best of my ability and energy. I look forward to bringing my background as a language professional, entrepreneur, and civically involved woman to support the goals and mission of Ramapo College of New Jersey.” She attended William Smith College in Geneva, New York, receiving her Bachelor of Arts with majors in French and Spanish. A strong advocate of the liberal arts, Trustee
Vichness is an experienced teacher, coach and mentor. She is married to the Honorable Paul J. Vichness, Judge of the Superior Court of New Jersey. Josef “Joey” Weikl, of Ridgefield, is majoring in economics and pursuing a minor in mathematics. He is a member of multiple honor societies. He has served in the Office of Institutional Advancement as the Student Governor, as a resident assistant for the past two years in Mackin Hall and he has worked extensively with first-year students. He competed for three years as a member of the Ramapo College track team. He has completed internships with Hanabergh and Associates and UBS Financial Services in Paramus. Upon graduation, he plans to either attend graduate school to study economics or work in the finance industry. Stephen Geerlof, of Maywood, is majoring in accounting. In addition to being the alternate student trustee, he is a student aide in the admissions office, an orientation leader and a member of the National Society of Collegiate Scholars. “As alternate student trustee, I look forward to providing my perspective to the Board on a range of issues including quality of instruction, student engagement, and campus climate,” said Geerlof. “Further, my service to the
Board also presents me with a unique opportunity to learn from many talented and accomplished individuals.” Upon completing his college studies, he plans to sit for the CPA exam and pursue a career in accounting. College President Peter P. Mercer shared, “For the first time in a decade, we have a full complement of trustees and I feel very fortunate to have the benefit of their efforts and advice.” More information on the Ramapo College of New Jersey Board of Trustees is available at www.ramapo/edu/board Established in 1969, Ramapo College offers bachelor’s degrees in the arts, business, humanities, social sciences and the sciences, as well as in professional studies, which include nursing and social work. In addition, Ramapo College offers courses leading to teacher certification at the elementary and secondary levels. The College also offers eight graduate programs as well as articulated programs with Rutgers, The State University of New Jersey, New York Chiropractic College, New York University College of Dentistry, SUNY State College of Optometry and New York College of Podiatric Medicine.
Learn in small classes. Succeed in big ways. With an average class size of 23, and a student–faculty ratio of 18:1, Ramapo College offers students an individualized learning experience. Our students are able to build meaningful, close-working relationships with faculty members through mentorship, collaboration and research opportunities. Ramapo College offers more than 40 undergraduate majors, seven part-time graduate programs and bachelor’s degree completion options. Discover how we prepare our students for a lifetime of success. Learn more at:
www.ramapo.edu/musa
or 201-684-7300
505 Ramapo Valley Road, Mahwah, NJ
Ranked by U.S. News & World Report as one of the Best Regional Universities North category for public institutions.
MEADOWLANDS USA
Ranked as one of the “Best Bang-forthe-Buck Colleges in the Northeast” by Washington Monthly.
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INVESTMENT / BANKING & FINANCING
Alternative Financing
Strategies & trends in other funding options
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fter the recent financial crisis, traditional banks are more reluctant than ever to fund small businesses. Entrepreneurs need not be discouraged though, as a new trend has emerged in the world of finance: “alternative lending.” What exactly is alternative lending and is it right for your business? Here are some resources to help demystify the latest options in small business financing. “Alternative Lending” defined You may walk through open doors of your local bank only to hit a brick wall. According to SCORE’s Alternative Lending e-guide (www.score.org/resources/ alternative-lending-101), traditional banks decline up to 80 percent of small business loan applications. Enter the “alternative lenders,” also known as non-bank lenders. With faster underwriting and shorter decision processes, alternative funders have grown increasingly popular. They lent approximately $3 billion in 2013, double the amount from 2012. Banks tend not to loan amounts less than $200,000, so alternative financing appeals to small business owners in need of smaller loans. Types of alternative funding include term loans, merchant cash advances, factoring and equipment loans, and you can apply for alternative financing online. Beyond brick-and-mortar banks It seems like you can find everything online, even money for your small business. In the SCORE online workshop, “An Insider’s View: Securing Capital to Grow Your Business,” Ty Kiisel, Contributing Editor at OnDeck, explores these new financial options in depth. This workshop is available here: www.score.org/ workshops/insiders-view-securing-capital-grow-your-business Applying for online business loans requires less paperwork with a shorter wait period. You can often learn your fate in
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five minutes and receive funding in 24 to 48 hours. However, interest rates are often higher than those of traditional bank loans. Sources of online financing include: • Nonprofit lenders • Invoice financing • Online business loans • Loan matching sites or aggregators • Crowdfunding Get the crowd behind you Another buzzword has hit the world of financing: crowdfunding. This is the funding of a business or project by raising money from a large number of people. Individuals can commit as little as $5 and receive a reward for their donation. Kickstarter and IndieGoGo are popular options, but the list of crowdfunding websites grows every day. In the SCORE Small Business Success podcast on Crowdfunding, Maryann O’Neil and John Montelione, co-founders of a crowdfunding website called MsGenuity, detail the process. They explain the two types: • Reward based crowdfunding: A person contributes money and receives a reward in exchange • Equity based crowdfunding: A person contributes to become an investor of the business The podcast is available here:www.
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score.org/resources/podcast-crowdfunding Why is crowdfunding so popular now? The great recession and high unemployment rates inspired the Jobs Act of 2012. The new law encourages small business financing by relaxing securities regulation so entrepreneurs can raise money from the public. Alternative financing may seem like the perfect answer for a small business owner, but every loan comes with risks. A SCORE mentor can help weed through your financing options, so you can decide what’s best for your small business; get connected with a mentor today by visiting https://www.score.org/mentors.
Bridget Weston Pollack is the Vice President of Marketing and Communications at theSCORE Association. She is responsible for all branding, marketing, PR, and communication efforts. She focuses on implementing marketing plans and strategies to facilitate the growth of SCORE’s mentoring and trainings services. She collaborates with SCORE volunteers and develops SCORE’s online marketing strategy. Find out more: SCORE.org
INVESTMENT / BANKING & FINANCING
Improve Business Credit
Strategies for improving your business credit score & ratings
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aving strong business credit scores and ratings are key to getting approved for trade credit and financing for your company. In the same way that personal credit scores serves as a financial report card, your business credit scores grade the creditworthiness of your business. A statistically derived algorithm designed to determine risk based on multiple factors calculates your scores. Although each business credit-reporting agency utilizes its own scoring model there are several common factors that are used to calculate your business credit scores. Here are five ways to improve your business credit scores and ratings: 1) Make prompt payments. The promptness with which a company pays its bills is one of the driving factors that impact business credit ratings. For maximum impact, pay invoices ahead of the due date. The greater the number of days a company pays sooner than terms the greater the impact it will have on its business credit scores. For example, a business that pays its bills promptly will have an 80 D&B Paydex® Score, while another company that pays 30 days sooner than terms may have a 100 D&B Paydex® Score. 2) Add positive trade references. Adding positive payment experiences that your company has with suppliers, vendors or business partners may have a positive impact to your business credit ratings and scores. Although not all vendors and suppliers share payment data with a business credit-reporting agency, you have the opportunity to add trade references to your company’s Dun & Bradstreet (D&B) credit file. Did you know the number of trade references reporting on your business credit report is what generates a business credit rating? For example, it takes a minimum of three trade references to generate a Paydex® Score with Dun & Bradstreet.
3) Improve your credit utilization ratio.
A company’s credit utilization ratio is one
of the important factors credit scoring models use to calculate business credit ratings. Lenders view a business with a high utilization rate as a greater risk of not being able to repay its debts. Work to keep your credit utilization low. Under 30 percent is a good benchmark number to shoot for. The fact is lenders want to see that your company can properly manage its debts. Low credit utilization ratio may cause a lender to be more willing to extend credit because there is much less credit risk. 4) Increase your credit limit. Of the various ways you can improve your business credit scores, increasing your credit limits is one strategy you can implement immediately. Usually after the first six months of opening a credit account you can request a credit limit increase. Keep in mind, some card issuers do periodic reviews to determine whether or not a customer should get an automatic increase. You can either request a credit limit increase online or by phone. An increase in credit availability lowers your credit utilization ratio, which ultimately improves your business credit ratings. 5) Keep your business profile up-to-date. Similar to a personal resume you use to apply for a job, your business profile is the resume you use to apply for credit. Not only
does your business profile contain your company’s banking and payment data, it also contains critical information that other businesses, suppliers and lenders use when deciding whether to extend credit to your company and on what terms. No one knows your business better than you so it is essential that your profile is accurate. Information such as the number of years you have been in business, number of employees and gross annual sale should always be up to date. Improving your business credit scores and ratings is one of the most important steps you can take as a small business owner. Doing so will enable your business to maximize its funding potential and obtain the most favorable terms possible. Marco Carbajo is a business credit expert, author, speaker and founder of the Business Credit Insiders Circle. He is a business credit blogger for Dun and Bradstreet Credibility Corp, the SBA.gov Community, About.com and AllBusiness.com. His articles and blog, BusinessCreditBlogger.com, have been featured in Fox Small Business, American Express Small Business, Business Week, The Washington Post, The New York Times, The San Francisco Tribune, Alltop, and Entrepreneur Connect.
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CEO SPOTLIGHT
Celebrating 50 Years
Spotlight on Kenneth H. Karle of LAN Associates
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ith about 80 employees and more than 50 years in business, why is LAN Associates joining the Meadowlands Regional Chamber now? The Midland Park full-service engineering, planning, architecture and surveying firm has strong relationships with federal, state and municipal governments, boards of education, housing authorities, large and small companies, religious facilities and private clients. They earn their business through referrals, repeat business—as well as public bids, networking and trade shows. “We have a great reputation, and much of our business comes from a nice, direct referral,” says Kenneth Karle, AIA, PE, PP, LEED® AP, president of LAN Associates. “We provide real value to our clients and vendors; and this usually creates opportunities for us. Through trust and integrity, you build your business through referrals and repeat business.” In addition to creating opportunities through “honest dealings and good will,” Mr. Karle advocates the value of hiring strong employees. “Surround yourself with great people,” says Karle. “Part of building a good company relies on matching the staff to their skill set. Everybody is great at one thing. If you find that passion or thing they excel at and match it to the work, there is greater job satisfaction, which leads to a better working environment.” Another lesson that LAN Associates offers is how the long cycle of building requires a diverse portfolio and steady range of in-process projects. Because LAN Associates is a full-service firm, it is able to address facilities upgrades, environmental and remediation issues, pre-construction and project management during downturns in the economy. “Architecture and engineering are a good indicator of the economy,” says Karle. “They take lots of work, and what drives new construction is financing. We
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are looking at the demographics that are trending up and driving the next wave of projects.” With a large percentage of clients comprised of the public sector, the architects, engineers and other specialists keep busy. For example, during the 2008 recession, LAN Associates was still building. However, two years later, they focused more on facilities improvement, energy conservation and upgrades to bring schools and commercial clients up to standards. The nature of the work has changed too.
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“Buildings are more complicated now, but it’s all for good reasons,” says Karle. “What used to be ‘upgrades’ are now requisites, which makes for stateof-the-art design schools and facilities.” Recently, the firm rebuilt the James Monroe Elementary school, which burnt down in 2014. Construction was fast-tracked because the students were “homeless” taking classes in temporary locations. “This was a hard win for us because twenty other firms went after the work,” says Karle. “But the strength of our resume and previous school work
prevailed.” In addition to the school itself which had to be upgraded to modern standards (no wooden roof for starters), the Edison, New Jersey school presented environmental and code upgrade challenges. “We had fun with it and were able to fast-track a nice revitalization project from scratch,” says Karle. “We used the same footprint, but provided 67,000 square feet of space, adding a gym, better classrooms and cafeteria, air conditioning and of course state-of-the-art safety and fire detection features.” One hitch, however, was that the insurance company wanted to replace the school at the 1964 standards, so Mr. Karle served as an expert witness to defend all the code upgrades and improvements current schools require. Historically, the full-service firm has developed large facilities alone. However, the more complicated nature of financing and bidding have created opportunities to collaborate in recent years. One such project is the Vista, built by the Christian Health Care Center in Wyckoff. The senior living complex straddles two municipalities (Wyckoff
and Hawthorne) and required double permits, double licenses and even two sets of 911 emergency services. And because the units had to be 70 percent presold, actual detailed designs had to be available at every stage of the process. Another current, collaborative project is the SUNY Purchase Senior Learning Community. LAN Associates is the architect of record creating open, interactive, stunning spaces for seniors, while partnering with the university, social services, New York State and other entities. The best part about LAN Associates providing everything from architecture and engineering solutions to diverse clients such as senior housing, schools and churches—to environmental, planning and facilities services, is that, “It’s never boring” says Karle. The firm is also working on converting the Lea & Perrins factory in Fair Lawn, New Jersey, into a church, presenting remediation and aesthetic challenges. This business was a result of their work on other religious buildings, such as the Mission Church in Holmes, New York. The long cycle of the building busi-
ness provides insight into LAN Associates’ principles. Real value is developed over time. With the right people, work ethic and attitude of innovation, companies can thrive. About LAN Associates LAN Associates is headquartered in Midland Park, New Jersey. The firm also has offices in Goshen, New York and Trumbull, Connecticut. In addition to being involved in many of the school upgrades and renovations in Bergen and Passaic Counties, the firm was part of the ENCAP remediation efforts in the Meadowlands, as well as many Bergen County school renovations. In addition to holding architecture, planning and engineering licenses and wearing many hats as president of LAN Associates, Mr. Karle is a forensic engineer, exploring the geological roots of the Pennsylvania lakes in the Allegheny mountain range. His hobby is an extension of his natural problem solving abilities. Pamela Tully is a freelance writer, editor and marketing professional. She can be reached at pmtully@gmail.com.
The Power Of
ISSUES
Visit www.meadowlandsusa.com to view our media kit and editorial calendar Every issue of Meadowlands USA magazine is packed full of useful information to help you grow your business and to help other businesses find you. Talk about value? With readership at an all time high you’ll receive great exposure while paying very affordable advertising rates, much lower than any other New Jersey business publication. It’s a great investment since each issue has a shelf life of two months and appears on our website Meadowlands.org at no additional cost to advertisers. For more information and a complete 2016 editorial calendar, please contact Martha Morley, Advertising Sales Director at (201) 493-7996.
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COMMUNITY ENGAGEMENT
Charitable Giving Tax Deductions Understanding what your small business can write off
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mall businesses are known for their philanthropic gestures. In fact, surveys suggest that 75 percent of small firms donate to charities each year, averaging a contribution of six percent of their profits. Women-owned businesses tend to donate an average of 10 percent of profits, and those with the highest revenues are, not surprisingly, the most generous, according to The Chronicle of Philanthropy. Contributing to a worthwhile cause has many benefits beyond the act of goodwill itself. It gives local business owners an opportunity to embed themselves in the community and network with other donors. And, of course, there are tax deduction benefits. But what exactly are these benefits? If you are thinking of making charitable donations in the near future, here are some “frequently asked questions” to consider: What does the IRS consider to be charitable giving? In the eyes of the IRS, charitable donations are gifts made to qualified charitable organizations. These include, but are not limited to, churches, nonprofit organizations (such as a volunteer fire company), a foundation or trust fund or any other organization “operated exclusively for charitable, religious, educational, scientific or literary purposes or for the prevention of cruelty to children or animals.” Most operate as federally-approved 501(c)(3) organizations. An online search tool from the IRS lets you search for charities eligible to receive tax-deductible charitable contributions: www.irs. gov/Charities-&-Non-Profits Donations can include cash, volunteered services, sponsorship of local charity events, or donating inventory or services. All are forms of charitable giving. 54
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What tax benefits can charitable giving provide? Charitable contributions can qualify as tax deductions against your business’s annual tax liability. However, the IRS tax code is complex and it is important to note that not all contributions can be considered legitimate deductions. Here is what you need to know about what you can and cannot deduct: • Monetary contributions: Cash or other monetary contributions may be tax deductible as long as they are not set aside for use by a specific person. Contributions must also be made during the tax year to be eligible for a deduction, regardless of the accounting method you use. When you file your claim you will need to use Form 1040, Schedule A and itemize each deduction. Generally, you can deduct up to 50 percent of your adjusted gross income, but 20 percent and 30 percent limitations MARCH 2016
may apply (refer to Limits on Deductions from the IRS). • Donations of property, including business inventory: These are also considered a valid tax deduction. Donations are evaluated and deducted based on their fair market value (basically what a consumer would pay for these goods in an open market). Deductions are limited in most cases to 50 percent of your adjusted gross income. For donations of over $500 in value, you will need to complete Form 8283 which can be found at www.irs.gov. • Volunteering: While you cannot deduct the value of your service, you can deduct certain expenses incurred and related to your volunteer work. For example, you can deduct the costs if you host a party or fundraiser for the organization. Other deductibles include supplies (e.g. stationery), the
costs of a uniform and telephone expenses. • Benefits you receive as a result of your charitable contributions: If you received something in return for your donation, you can only deduct the amount of your contribution that is over and above the value of the benefit you receive. For example, say you attended a fundraiser and placed a winning bid on a weekend in Las Vegas where the trip is valued at $2,500 but you actually bid $5,000. Your deductible contribution (i.e. the fair market value of the trip, in this instance), is the value of your total contribution ($5,000, minus the benefit you receive, $2,500) for an allowable charitable contribution deduction of $2,500. Find more information about this type of deduction and other scenarios that might qualify in the IRS guide Publication 526 on Charitable Contributions: www.irs.gov/publications/ p526/
Explore the Real Meadowlands!
Join us for an Eco-Cruise, paddling tour, or a river cleanup on YOUR Hackensack River. www.HackensackRiverkeeper.org
For more info call: 201-968-0808
When in doubt, consult your accountant or tax attorney. Keep good records This is an absolute must when it comes to preparing your taxes and ensuring you can back up your deduction claims, should the IRS initiate an audit. The IRS offers information in Publication 526 on Charitable contributions on the records you need to keep for monetary, non-monetary and out-of-pocket cash expenses when donating your services.
Caron Beesley is a small business owner, a writer and marketing communications consultant. Caron has worked with organizations including the Small Business Administration (SBA. gov) and private companies to promote essential resources that help entrepreneurs and small business owners startup, grow and succeed. Follow Caron on Twitter: @caronbeesley MEADOWLANDS USA
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HEALTH & WELLNESS
A Delay & Two Extensions
Congress enacts two-year delay of Cadillac Tax & the IRS provides deadline extensions
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t the end of 2015, two critical items happened that may impact you and your business. First, a two year delay was issued on the ACA Excise Tax (“Cadillac Plan Tax”) and then an extension was issued on Forms 1095-C and 1094-C. The delay On December 18, President Obama signed bipartisan legislation for a year-end spending and tax package. As part of the package, Congress enacted a two-year delay of the ACA Excise Tax (“Cadillac Plan Tax”) provision. As such, the tax now goes into effect after December 31, 2019 (and not after December 31, 2017 as currently scheduled). This is welcomed news for employers who are currently looking at mechanisms to mitigate this potential tax burden. The Cadillac Plan tax is a 40 percent non-deductible excise tax on the value of health insurance coverage that exceeds $10,200 for self-only coverage and $27,500 for coverage other than self-only (e.g., family coverage). The legislation made the following additional ACA-related changes: • Permits a tax deduction of any Cadillac Plan tax assessment (whereas the original version of the law did not permit a tax deduction) • Authorizes a study of the age and gender adjustment benchmarks related to the Cadillac Plan tax • Suspends the medical device excise tax for two years and the annual fee on health insurance providers (the Health Insurer Tax) for one-year • Extends parity between mass transit and parking benefits under Code section 132(f). The extensions On December 28, 2015, the IRS issued Notice 2016-4 which provides an extension of the deadlines to provide Forms 1095-C to individuals and Forms 1095-C and 1094- C to the IRS and provides other related guidance. The following Q&As summarize the Notice. 1. What are the new deadlines? 2015 Forms 1095-C must be furnished to individuals by March 31, 2016 (rather than February 1, 2016). 2015 Forms 1095-C and Form 1094-C must be furnished to the IRS by: • May 31, 2016 (rather than February 29, 2016) if not filing electronically; and • June 30, 2016 (rather than March 31, 2016) if filing electronically. The deadlines have likewise been extended for carriers providing Forms 1095-B to individuals (and the IRS) for insured plans. 2. Do I need to file for the extension? No. The extension is automatic.
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3. Can I comply early? Yes. • Employers are encouraged to furnish statements to individuals as soon as they are ready. • The IRS is prepared to accept filings of the information returns beginning in January 2016. 4. What if the submissions are still late? Employers that do not comply with these extended due dates are subject to penalties. However, employers should still furnish and file the forms and the IRS will take such furnishing and filing into consideration when determining whether to abate penalties. The IRS will also take into account whether an employer made reasonable efforts to prepare for reporting such as gathering and transmitting the necessary data to an agent to prepare the data for submission to the IRS or testing its ability to transmit information to the IRS. In addition, the IRS will take into account the extent to which the employer is taking steps to ensure that it is able to comply with the reporting requirements for 2016. 5. What if employees do not have Forms 1095-C (or Forms 1095-B from the carrier) before they file their tax returns? For 2015 only, individuals who rely upon other information received from employers or carriers about their coverage need not amend their returns once they receive their Forms 1095-C or any corrected Forms 1095-C. Individuals need not send this information to the IRS when filing their returns but should keep it with their tax records. For the notice, visit: http://www.irs.gov/pub/irsdrop/n-16-4. pdf By Patti Goldfarb, an employee benefits specialist, and owner of the Employee Benefits Advisors Group. She has written and spoken about healthcare reform since its passage in 2010. If your business would like a consultation, Patti can be reached at (201) 255-6239 or pgoldfarb@ebagroup.net.
SMALL BUSINESS CORNER
Web Standards
Low-cost ways to improve your homepage
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our website is your virtual place of business. Just like your regular place of business, you want it to be neat, clean, attractive, inviting and professional looking. Here are seven low-cost ways to improve a homepage to meet today’s standards—and they may be easier than you think. 1. Freshen the content regularly Just yesterday I saw a restaurant website highlighting its Thanksgiving menu—and it is January! That restaurant had a great idea to add a special seasonal menu to the front page. However, they did not execute well, and let it stay up too long. Schedule a monthly reminder to check your website and update the content on the homepage. 2. Make sure it has a call to action Ask yourself: what is the top action you want visitors to your website to take? Here are three examples of common calls to action: • Sign up for your email list: When people sign up for your email list, you create an ongoing connection allowing you to market to them. Most email marketing software (e.g., MailChimp which is free for small lists, or Constant Contact) offer an easy way to insert a signup box. • Shop in your e-Commerce store: If you sell products online, either embed pictures of a few products on your homepage to entice buyers to click through, or add a prominent “Shop Now” button. • Fill out a lead form: If you sell services instead of products, encourage visitors to fill out what is called a lead form. It captures contact information so you can follow up. 3. Add contact information prominently Examine your homepage objectively. Are you making visitors hunt or guess to figure out how to reach you? Many small businesses add contact information in the header or footer of ev-
ery page. At a minimum, include an email address and phone number. If you receive customers at your location, add your address. If you would rather use a separate “contact” page, add a large prominent link to your contact page. 4. Add images and/or video Look at your home page. Is it text heavy? Images break up big blocks of text—and they are more inviting to visitors. Include at least one photograph showing your business, team or products. If no one in-house is a competent photographer, invest in professional photography. In most locales you can hire a professional photographer at rates starting at a few hundred dollars. Videos are also excellent. So create a how-to video or one demonstrating your product, or of you welcoming visitors. Load it on YouTube or another video platform. Then embed the code to put it on your site. 5. Update your design to current standards A website designed in 2005 will look dated compared with one designed in 2015. An outdated web design gives the impression your business is not up to date either. It is best to update the whole website. But if time and money are in short supply, at least redesign the homepage to create a great first impression. Update other pages later as time and money permits. Contact your web developer and ask for a homepage facelift. Or if you are a do-it-yourselfer, purchase a low-cost tem-
plate—you can buy a professionally designed template for under $100 from places like ThemeForest or TemplateMonster. 6. Improve page speed If your home page loads slowly, visitors may never go beyond it. And very slow pages can even negatively affect rankings in search engines. Take the speed test here: https://developers.google.com/speed/. This test will provide you with suggestions for how to improve the speed. 7. Make it mobile responsive Last but certainly not least, today’s websites need to be viewable on mobile devices. This is especially true for local businesses where customers may be searching on a smartphone from their car for a business nearby. A website that is not set up for mobile devices can be negatively downgraded in search engine results. If you give your site a facelift, make sure the new design is “responsive,” meaning it is responsive enough to adjust to mobile devices. The same goes if you purchase a template. Anita Campbell manages several online communities and information websites, reaching over 6 million small business owners, stakeholders and entrepreneurs annually—including Small Business Trends, a daily publication about small business issues, andBizSugar.com, a small business social media site.
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TECH TALK
Branding With Technology
How to leverage technology to develop, define & deliver your brand
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our business brand identity is how the world sees and interacts with your business. It includes things typically thought of when we speak about branding, such as a logo, color scheme and tagline. However, an even more important part of your brand is how you interact and communicate with clients, vendors and colleagues. Consistency is key! Clients, vendors and employees buy from you and work with you because of the total brand package and perceived value. They continue to buy from you and work with you when you are able to provide the product, service or solution in a way that is consistent with your brand. Technology can help you in several ways to meet your customers’ expectations. First and foremost, your business needs a domain (like www. meadowlands.org). The domain name is used for your website and also your email addresses. This is generally how people find, research and contact your business. Having a branded website and email address adds authenticity and legitimacy to your brand. Email should also have a company standardized logo and signature area. This is a great way to add additional marketing and contact information such as social media platforms your business uses, videos and client testimonials. To stay in touch and listen to your customers, you can use social media, newsletters, blogs and videos. Remember that all posts and images in your social media need to serve a purpose and continue the brand experience for your clients. Be sure to have a clear goal and maintain your brand. Regard-
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less of the social platform used, ensure that your visual brand and brand experience is maintained. This means that the logos and images of your business must be high resolution and the correct size. Nothing looks worse than a fuzzy or skewed image—and it reflects poorly on your business. Another way technology aids your clients’ brand experience is through customer relationship management (CRM) software. This software keeps track of your clients, their purchases, current and past projects. It can be synced with your email to track contact dates and set reminders. Collaborative software can help you employees serve your customers better by streamlining communication and processes. Employees can get work done faster and serve customers more quickly. Another way to maintain your brand experience is to make it easy for customers to purchase from you. Whether you use a smartphone credit card reader or point of sale (POS) device, they can be tied into your company’s invoicing software to provide seamless purchasing in a way that is most convenient for your customer. You can learn even more about how technology can help develop, define and deliver your brand at Bagels, Business and Branding on February 24th from 8:30 to 10:30 a.m. at the Courtyard Marriott in Lyndhurst. Co-founder and Chief Business Officer at Singularity LLC (singularityknows.com). She also serves as co-chair of the Meadowlands Regional Chamber’s Technology Committee.
MEADOWLANDS DINING
The New Park and Orchard
Restaurant with a long tradition, featuring organic products & eclectic cuisine, reopens its doors
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ark and Orchard Restaurant (P&O) has been a dining landmark since 1981. For almost four decades, brothers Buddy & Ken Gebhardt built a business with tens of thousands of loyal customers—a business predicated on healthy, organic cuisine along with one of the finest wine cellars in the country. The Gebhardt brothers were culinary pioneers. Organic cuisine or farm-to-table are common trends in the restaurant industry today, but when Park and Orchard opened their doors there was nobody doing this. Like the food they served, they grew this concept organically. New beginnings for an old favorite In July of 2015 Buddy and Ken retired, and P&O was sold to two partners, David Madison and Andrew Guarino. This marked the end of one era and the beginning of another. Guarino is a successful businessman who grew up in the restaurant business. His father was a restauranteur and butcher, and his childhood was spent in his father’s restaurants in Manhattan. Madison, former owner of the Saddle River Inn, has a reputation for creating successful restaurants. Having worked with renowned restauranteurs like Jean George, Tom Colicchio and Steven Starr, David knows what it takes to create a successful restaurant. The décor The building has been gutted and the interior and kitchen are all new. The restaurant will now feature an exhibition kitchen where patrons can see their food prepared. The interior space has been redesigned with an “industrial chic” motif. Cozy dining spaces have been created in the large room with booths and intimate lighting. Emphasis has also been placed on the acoustic environment in the new design to further enhance the intimate dining experience—allowing diners to converse com60
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Andrew Guarino
Old exterior
Interior progress
David Madison
fortably with their guests. The newly designed dining room is as perfect for a date as an important business lunch. Food & drinks Partners Madison and Guarino hinted that there will a mixture of new dishes along with their take on many of the Park and Orchard favorites—yet they are still holding close the exact menu details. “Its so important to carry on the Park and Orchard tradition while at the same time, evolving and creating new traditions in order to continue to build this great brand,” according to Madison. The new P&O will offer American fare but elevated so the familiar becomes exciting and memorable—with a wide range of ethnic influences. “We are retaining the fresh organic, locally produced meats and produce you expect from P & O. Also, we will make our own stock from scratch, nothing from a can, the way my father used to
do it. For example, we will serve pomme frites, freshly cut potatoes. We will never serve a frozen fry,” commented Andrew Guarino. “The new kitchen is outfitted with a wood burning grill and a smoker, providing that set of flavor profiles to some of our dishes. Diners will enjoy viewing the excitement of the kitchen as each meal is prepared.” The Bar is has been redesigned and rethought. “We thought this should be a really important part of the new P & O, vital and exciting,” remarked David Madison. The bar area is now a place where you can mingle, talk, enjoy a fresh cocktail or dine—and all craft cocktails are made using the freshest ingredients, juices, herbs, spices and fruit. Park and Orchard has long been known as having one of the best wine cellars in the country and that will not change. However, P & O is rolling out a twist on BYOB. They are redefining that
acronym to mean “Buy-Your-Own-Bottle.” Wine lovers will be very pleased to see pricing closer to retail prices on many bottles, rather than multiple markups as is customary for many establishments. The grand reopening While no date has been set at the writing of this article, P&O is scheduled to open in March of 2016. Both Guarino and Madison expressed how honored they are to carry on the legacy of Park and Orchard—and the importance they place on re-earning the loyalty of the many fans of the original P&O. The true test of the dedication and commitment to carrying on this storied brand will be in the dining experience itself. We invite the entire Meadowlands community to re-experience the New Park and Orchard. We will keep you updated on the status of this landmark restaurant.
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MEADOWLANDS RESTAURANTS & DINING
Al Di La Italian Bistro East Rutherford 201.939.1128
Boogie Woogie Bagel Boys Weehawken 201.863.4666
Chili’s Restaurant Secaucus 201.319.0804
Gabriel’s Grill and Bar Hasbrouck Heights 201.288.9600
Il Cafone Lyndhurst 201.933.3355
Annabella’s Fine Foods, Inc. East Rutherford 201.804.0303
Buffalo Wild Wings Secaucus 201.348.0824
Chipotle Mexican Grill Secaucus 201.223.0562
Gainville Cafe Rutherford 201.507.1800
Il Villaggio Carlstadt 201.935.7733
Giovanni’s Restaurant Elmwood Park 201.791.3000
Jack Austin’s Eat and Drink Weehawken 201.348.4444
Bagels Plus & Deli Secaucus 201.330.0744
Café Four Fifty Five Secaucus 201.864.5391
Bareli’s Secaucus 201.865.2766
Café Matisse Rutherford 201.935.2995
Bazzarelli Restaurant & Pizzeria Moonachie 201.641.4010
Caffe Capri East Rutherford 201.460.1039
Bel Posto Hackensack 201.880.8750 Biggies Clam Bar Carlstadt 201.933.4000 Bistro Six-Five Zero Hasbrouck Heights 201.288.6100 Bonefish Grill Secaucus 201.864.3004
Chit Chat Diner Hackensack 201.820.4033 Colonial Diner Lyndhurst 201.575.1696
Good Chinese Kitchen North Bergen 201.295.0806
Cosi Secaucus 201.330.1052
Candlewyck Diner East Rutherford 201.933.4446
CUPS frozen yogurt that’s hot Secaucus 201.351.5140
Carrabba’s Italian Grill Secaucus 201.330.8497
Dunkin Donuts/Subway Secaucus 201.206.6660
Chart House Weehawken 201.348.6628 Cheeseburger In Paradise Secaucus 201.392.0500
Elegant Desserts Lyndhurst 201.933.0770 Flaming Grill & Supreme Buffet East Rutherford 201.438.1115
Fresh Fish. Flown in Daily. Experience our spectacular new location with contemporary décor and indulge in tantalizing chef creations, exceptional wines and exquisite desserts. Call or visit us online and make your reservation today.
The Shops at Riverside 175 Riverside Square Mall • Hackensack, NJ 07601 201.343.8862 • theoceanaire.com
Jerry’s of East Rutherford East Rutherford 201.438.9617
Harold’s New York Deli Lyndhurst 201.935.2600
Kilroy’s Sports Bar Carlstadt 201.896.8900
Houlihan’s Hasbrouck Heights 201.393.9330
La Reggia Ristorante Secaucus 201.422.0200
Houlihan’s Secaucus 201.330.8856
Little Italy Cafe Secaucus 201.348.1400
Houlihan’s Weehawken 201.863.4000
Marco Polo Pizza/Breakfast Grill Weehawken 201.863.0057
I Am Cupcakes Little Ferry 201.440.4249
Martini Grill Wood-Ridge 201.393.2000
PRIME STEAKS. LEGENDARY SERVICE. Prime Steak • Fine Wine • Exceptional Menu
The Shops at Riverside One Riverside Square • Hackensack, NJ 07601 (201) 487-1303 • mortons.com/hackensack MEADOWLANDS USA
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MEADOWLANDS RESTAURANTS & DINING
Medieval Times Dinner Tournament Lyndhurst 201.933.2220
Morton’s Steakhouse Hackensack 201.487.1303 Muscle Maker Grill Lyndhurst 201.935.6644 Nanina’s In The Park Belleville 973.751.1230 New China Inn Rutherford 201.438.0234 Oceanos Restaurant Fairlawn 201.796.0546 Olive Garden Secaucus 201.867.3543
Panera Bread Secaucus 201.348.2846
Ruth’s Chris Steak House Weehawken 201.863.5100
Subway Hasbrouck Heights 201.727.0373
Penang Malaysian & Thai Cuisine Lodi 973.779.1128
Sabor Latin Bistro Weehawken 201.943.6366 Saladworks East Rutherford 201.939.8886
Subway Weehawken 201.865.2500
Perkins Restaurant and Bakery Lyndhurst 201.934.9100 Pink at Meadowlands Racing and Entertainment East Rutherford 201-843-2446 Redd’s Restaurant & Bar Carlstadt 201.933.0015 Red Lobster Secaucus 201.583.1902 Rutherford Pancake House Rutherford 201.340.4171
Outback Secaucus 201.601.0077
Sal’s Good Eats Teterboro 201.375.4949 Segovia Restaurant Moonachie 201.641.4266 Son Cubano at Port Imperial West New York 201.399.2020
Subway Secaucus 201.325.0300 Subway North Bergen 201.869.4469 Taverna Mykonos Elmwood Park 201.703.9200 The Balcony Carlstadt 201.933.0071
Starbucks Coffee East Rutherford 201.438.0584
The Crow’s Nest Hackensack 201.342.5445
Stefanos Mediterranean Grille Secaucus 201.865.6767
The Oceanaire Seafood Room Hackensack 201.343.8862
The Original Pita Grill Hoboken • 201.217.9777 Thistle Restaurant Lyndhurst • 201.935.0004 Tokyo Hibachi & Buffet Secaucus • 201.863.2828 Urban Plum Secaucus • 201.520.0574 Varrelman’s Bakery Rutherford • 201.939.0462 Vesta Wood Fired Pizza and Bar East Rutherford 201.939.6012 Victory Sports Bar and Club at Meadowlands Racing and Entertainment East Rutherford 201-842-5101 Volares Restaurant Rutherford • 201.935.6606 Waterside Restaurant and Catering North Bergen • 201.861.7767
THE ONLY THING WE OVERLOOK
is this...
SEAFOOD • STEAK • PRIME RIB
PIER D-T/LINCOLN HARBOR • WEEHAWKEN • 201-348-6628
SPECiAl EVEnt SPACE foR 30-500 GUEStS RESERVAtionS onlinE At CHARt-HoUSE.CoM
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10% OFF Group & Corporate Events for Meadowlands Regional Chamber Members
Il Villaggio_Oct2015_V1_Il 10/20/15 4:29 PM Page 1
“A diamond in the shadow of the Meadowlands, old-style cuisine that never disappoints” Zagat Survey, America’s Top 1000 Italian Restaurants 2008
“Best of Award of Excellence” - Wine Spectator Magazine
Come experience Il Villaggio’s distinguished cuisine in our newly renovated restaurant Since 1979, Il Villaggio has been consistently providing guests with truly memorable dining experiences. Our menu specializes in classic northern Italian dishes, which include a wide variety of fresh fish & seafood specials that change daily. Complete your dining experience with our wide selection of homemade desserts. Il Villaggio caters to Bar/Bat Mitzvahs,Weddings, and Private/Corporate Events. Monday-Friday: 11:30 am -11:00 pm • Saturday: 5:00 pm - 12 Midnight Sunday: Private Events Only 651 Route 17 North, Carlstadt, NJ 07072 Telephone: 201.935.7733 • info@ilvillaggio.com • www.ilvillaggio.com
EVENT PLANNING & CATERING SERVICES 4 Wall New York Moonachie 201.329.9878
CeCe Productions, LLC Rutherford 201.672.0050
Fiesta Banquets Wood-Ridge 201.939.5409
Nanina’s In The Park Belleville 973.751.1230
SBI Productions Secaucus 201.939.6005
16W Marketing Rutherford 201.635.8000
Chit Chat Creative Caterers Hackensack 201.820.4033
Flyte Tyme Limousine Mahwah 201.529-1452
New Meadowlands Sportservice, Inc. East Rutherford 201.916.3568
Seasons Catering Washington Township 201.664.6141
AAA Giants Limousine & Car Service Secaucus 201.679.2860 Adam Leffel Productions / Petals Premier Event Design Hackensack 201.487.1300 Al Di La Italian Bistro East Rutherford 201.939.1128 Annabella’s Fine Foods, Inc. East Rutherford 201.804.0303 Any Excuse for a Party Fairfield 973.808.8700 Audience Pleasers Upper Montclair 888.283.7532 Bayway Catering Red Bank 908.862.3207 Brennan’s Secaucus MeadowlandsFlorist Secaucus 201.876.0580 Bounce Music & Entertainment Fort Lee 201.490.1091
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Classic Party Rentals Secaucus 201.809.4840 Content Party Rentals East Rutherford 201.623.0400 Culinary Conference Center At HCCC Jersey City 201.360.5303 DDM Production Jersey City 917.418.8625 Elan Catering & Events Lodi 973.777.0503 ELS Limousine Service Meadowlands Area 877.435.9733 Entenmann’s Florist Secaucus 201.864.2320
Freeman Kearny 201.299.7400 Garden Vista Ballroom Passaic 973.777.6655 Graycliff Catering Inc. (The Graycliff) Moonachie 201.939.9233 Heights Flower Shoppe Hasbrouck Heights 201.288.5464 In-Tents Party Rentals Wood-Ridge 201.282.2026 In Thyme Catered Events Rivervale 201.666.3353 Jimmy’s Artistic Creations East Rutherford 201.460.1919
NY NJ Car Service, LLC Lodi 201.283-9400 Outsource Incentive Consulting Corp. Lyndhurst 800.842.2855 Party Makers West New York 201.580.1736 Pegasus Worldwide Limousine Carlstadt 800.877.3427 Personal Touch Caterers Hackensack 201.488.8820 Pink at Meadowlands Racing and Entertainment East Rutherford 201-842-5013
Kismet Limousine Teaneck 973.876.3410
Positive Impact Partners East Rutherford 201.939.8601
Event Journal, Inc. Bethpage 516.470.1811
Meadowlands Exposition Center Secaucus 201.330.7773
Premier Entertainment East Rutherford 201.842.1698
Fabulous Foods Meadowlands Area 800.365.4747 NJ 212.239.6700 NY
Metropolitan Exposition Services Moonachie 201.964.1800
Saint Peter’s University Conferences & Events Jersey City 201.761.7414
Evelyn Hill Events New York 212.344.0996
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Showstoppers Plus North Brunswick 732.297.0031 Sireno Communications Sussex 973.875.4079 Smooth Sailing Celebrations Oak Ridge 973.409.4456 Statue of Liberty & Ellis Island New York 212.344.0996 Sterling Affair Caterers Carlstadt 201.372.0734 Stout’s Transportation Trenton 1.800.245.7868 Sweet Dreams Studio Photo Booth Madison 703.585.4704 The Balcony Carlstadt 201.933.0071 Victory Sports Bar and Club at Meadowlands Racing and Entertainment East Rutherford 201-842-5013 The Viv Experience Ridgefield 201.390.2311
MEADOWLANDS HOTELS & ACCOMMODATIONS AVE CLIFTON by Korman Communities Clifton 973.859.3200 Candlewood Suites Hotel Secaucus 201.865.3900 Clarion Hotel Empire Meadowlands Hotel Secaucus 201.348.6900
Econo Lodge Carlstadt 201.935.4600 Embassy Suites Hotel Secaucus 201.864.7300 Fairfield Inn by Marriott East Rutherford 201.507.5222
Holiday Inn Express Paramus 201.843.5400
Hyatt Place Fair Lawn/Paramus Paramus 201.475.3888
Holiday Inn Express Hotels & Suites Carlstadt 201.460.9292
La Quinta Meadowlands Suites Secaucus 201.863.8700
Holiday Inn George Washington Bridge Fort Lee 201.944.5000
Courtyard by Marriott Lyndhurst 201.896.6666
Hampton Inn at The Meadowlands Carlstadt 201.935 9000
Courtyard by Marriott Secaucus 201.617.8888
Hilton Garden Inn Ridgefield Park 201.641.2024
Days Inn North Bergen 201.348.3600
Hilton Garden Inn Secaucus 201.864.1400
DoubleTree by Hilton Fort Lee - GWB Fort Lee 201.461.9000
Hilton Hasbrouck Heights Hasbrouck Heights 201.298.2417
Homewood Suites by Hilton East Rutherford East Rutherford 201.460.9030
DoubleTree by Hilton Hotel & Suites Jersey City 201.499.2578
Hilton Meadowlands East Rutherford 201.896.0500
Hyatt Place Secaucus/Meadowlands Secaucus 201.422.9480
Holiday Inn Hasbrouck Heights Hasbrouck Heights 201.288.9600 Holiday Inn Secaucus Meadowlands Secaucus 201.348.2000
Marriott at Newark Liberty International Airport Newark 973.623.0006 Quality Inn Lyndhurst 201.933.9800 Red Roof Inn Secaucus 201.319.1000 Renaissance Meadowlands Hotel Rutherford 201.231.3100
Residence Inn Saddle River 201.934.4144 Saddle Brook Marriott Saddle Brook 201-843.9500 Sheraton Lincoln Harbor Weehawken 201.617.5600 Springhill Suites Newark 973.624.5300 Teaneck Marriott at Glenpointe Teaneck 201.836.0600 The Meadowlands River Inn Secaucus 201.867.4400 Westin Hotel Jersey City 201.626.2900
Residence Inn East Rutherford 201.939.0020
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DESTINATION MEADOWLANDS Recreation, Sports & Entertainment
Hackensack Riverkeeper Meadowlands Museum Rutherford Hackensack 201.935.1175 201.968.0808
AMF Wallington Lanes Wallington 973.773.9100
Harlem Wizards Secaucus 201.271.3600
Aviation Hall of Fame Museum of NJ Teterboro 201.288.6344
Kerasotes Showplace 14 Secaucus 201.210.5364
Bergen Performing Arts Center Englewood 201.816.8160
Liberty Science Center Jersey City 201.200.1000
Chuck E. Cheese’s North Bergen 201.861.1799 Field Station Dinosaurs Secaucus 855.999.9010 GolfTec-Englewood Englewood 201.567.0103
Make Wine with Us Wallington 201.876.9463 Meadowlands Area YMCA Rutherford 201.955.5300 Meadowlands Environment Center Lyndhurst 201.460.1700
Meadowlands Racing and Entertainment East Rutherford 201-843-2446 Medieval Times Dinner & Tournament Lyndhurst 201.933.2220 Nereid Boat Club Rutherford 201.438.3995 New Jersey Sports & Exposition Authority (Main Ticket Number) 201.935.8500 North Arlington Bowl-O-Drome 201.998.9621 NY Giants 201.935.8222
NY Jets 516.560.8100 NY Red Bulls Harrison 201.583.7000
Pole Position Raceway Jersey City 201.333.7223
River Barge Park Carlstadt 201.460.1700 Rock Spring Club West Orange 973.731-6464 Six Flags Great Adventure Jackson 732.928.2000 Smooth Sailing Celebrations Oak Ridge 973.409.4456 Statue Cruises Jersey City 201.432.6321 The Players Club Paramus 201.483.9690 World Golf Network RiverVale 973.509.3111 Youth1 Media Montclair 973.509.3111
Health, Fitness & Beauty Alternative Two, Inc. Lyndhurst 201.729.1217 CKO Kickboxing Lyndhurst 201.438.5425
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European Wax Center Rutherford 201.935.9299 King’s Court Health & Sports Club Lyndhurst 201.460.0088
Gucci Secaucus 201.392.2670 Heights Beer & Wine Emporium Hasbrouck Heights 201.426.0555
LA Fitness Signature Club Secaucus 201.751.9940
Raymour & Flanigan Secaucus 201.809.1353
Meadowlands Athletic Club Lyndhurst 201.933.4100 New York Sports Club Hoboken 201.222.5771 Planet Sun, Inc. Rutherford 201.941.6000 Simply Face & Body Ramsey 877.57.SIMPLY The DOJO Rutherford 201.933.3050 Title Boxing Club East Rutherford 201.933-2800
Retail & Outlet Shopping Best Buy Secaucus 201.325.2277 Calvin Klein Company Store Secaucus 201.223.9760 Country Whimsey Rutherford 201.438.0488 East Rutherford Jewelry Exchange East Rutherford 201.507.0009
Tommy Hilfiger Clearance Secaucus 201.863.5600 Westfield Garden State Plaza Paramus 201.843.2121
NEWS FROM THE MEADOW
Case Real Estate Capital and NYBased Real Estate Credit Fund Enter into Joint Venture Agreement
HackensackUHN Welcomes James M. Blazar as Chief Strategy Officer & Executive Vice President
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ase Real Estate Capital, LLC (Case), a commercial real estate investment firm, has entered into a joint venture agreement with a New York-based real estate credit fund. This venture will allow Case to ramp up its investment activities. As Case expands its platform, it will remain focused on deals in the $1.5 million to $30 million range for transitional assets. “The venture will rely on Case’s mid-market expertise and local knowledge,” said Sandy Herrick, founder and managing principal of Case. The venture will continue Case’s efforts as an active high-yield private lender, a purchaser of sub- and non-performing debt, and an equity investor. “This joint venture vehicle gives us the ability to be more aggressive in securing deals. We expect to be able to lower borrowing costs and raise purchase prices where and when appropriate.” Established in 2013, Case responds to the middle market’s need for smart situational capital. Its funds are typically deployed as note purchases in addition to bridge and acquisition loans or rescue and restructure capital. The firm provides dependable financing solutions for a range of transitional properties, including industrial, multi-family, retail, land and office assets. It is based in northern New Jersey. “I have worked with the principals at this credit fund for over a decade, and we have a mutual respect for each other’s work,” added Herrick. During the course of his 30+-year career, Herrick has orchestrated investments totaling more than $5 billion of commercial properties. Case helps local entrepreneurs take advantage of near-term profit opportunities. The principals of Case evaluate each loan, property and real estate debt purchase based on its own merits, the borrower’s or seller’s situation and business plan, and whether local market conditions allow the firm to execute proven value creation strategies.
Overhead Door Company of The Meadowlands For all your Loading Dock and Overhead Door Needs Commercial • Industrial CORPORATE OFFICE: 20 Meta Lane I Lodi, NJ 07644 I 973-471-4060 CONTACT: Jai Patel I Jai@DockNDoor.com I www.overhead-doors.com Other Offices Serving: Westchester County, All Boroughs of New York City Recent Jobs: MetLife Stadium • Yankees & Citifield Stadium • World Trade Center
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ackensack University Health Network (HackensackUHN) welcomes James M. Blazar, as the new chief strategy officer and executive vice president. Mr. Blazar joins HackensackUHN from Hartford HealthCare, Hartford, Connecticut, where he served as senior vice president and chief strategy and transformation officer. Prior to that, he served as president and CEO of Cleveland Clinic Canada, Toronto, Ontario and chief marketing officer, Cleveland Clinic, Cleveland, Ohio. Preceding the successful 10+ years at Cleveland Clinic, Mr. Blazar was vice president for primary care and clinical services at Henry Ford Health System in Detroit, Michigan. “We are excited to welcome Jim to our HackensackUHN team. His consistent record of achievement with launching successful brand strategies, increasing market share, improving patient satisfaction and fostering teamwork and collaboration will help the network continue to build respect for and increase awareness of our brand,” said Robert C. Garrett, president and chief executive officer, HackensackUHN. Mr. Blazar’s professional experience most recently involved developing Hartford HealthCare’s first strategic plan including new mission, vision and values statements. He launched a new brand strategy for Hartford HealthCare and led the strategic partnership with a five-hospital network, Value Care Alliance, and Aetna to offer a new co-branded narrow network product to the market. He also led the merger and acquisition of two community hospitals and a home care agency with senior services including skilled nursing and assisted living. In his new role, Mr. Blazar will be responsible for regional strategic network growth through mergers, acquisitions, joint ventures and creative partnerships with health systems, hospitals, ambulatory centers and physicians. He will oversee annual health network and service line strategic planning and monitoring; network affiliate program growth; new business planning and development; and marketplace trends. Mr. Blazar holds governance appointments on the boards of directors of Clinical Laboratory Partners, Hartford HealthCare Rehabilitation Network and Hartford HealthCare Medical Group and is on the board of Billings Forge, a Hartford community development organization that improves housing opportunities for families, encourages economic growth, creates job training and educational advancement, and provides counseling and other services. Mr. Blazar has received numerous distinctions for his work in marketing and communications. He earned a master’s degree in business administration from the University of Chicago and a bachelor’s degree in management and marketing from the University of Cincinnati.
NEWS FROM THE MEADOW
Daniel T. McKillop Joins Scarinci Hollenbeck Environmental Practice
Bergen Volunteer Center Celebrates 50 Years
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carinci Hollenbeck has strengthened its already prominent environmental law practice with the addition of Dan McKillop as Counsel. With more than fifteen years of experience in the environmental field, Dan has represented both corporate and individual clients in complex environmental litigation and regulatory proceedings. He has appeared before state and federal courts and environmental agencies in actions arising under numerous state and federal statutes, including the New Jersey Industrial Site Recovery Act, the Spill Compensation and Control Act, the federal Resource Conservation and Recovery Act and the Comprehensive Environmental Response, Compensation and Liability Act. Dan’s areas of expertise also include issues pertaining to the Toxic Substances Control Act, the Clean Air and Clean Water Acts, federal and state Hazard Communication and Right-to-Know requirements, occupational safety and health issues, asbestos requirements, and underground storage tank regulations. Dan is also well-versed on issues pertaining to environmental permitting, environmental auditing, environmental insurance, and the environmental aspects of commercial real estate and business transactions. Immediately before coming to Scarinci Hollenbeck, Dan practiced in the environmental law and land use groups at a firm in Montvale, New Jersey. “I’m proud to join the environmental practice group at Scarinci Hollenbeck,” Dan said. “The reputation of the group and the firm are second to none, and I’m excited to contribute.” Among his honors and awards, Dan was selected as a New Jersey Super Lawyer / Rising Star in 2011, 2012, 2013, 2014 and 2015. Dan is also a Director of the New Jersey State Bar Association, Environmental Law Section, and he serves on a variety of committees and boards, including the New Jersey Commerce and Industry Association’s Environmental Business Council Steering Committee and the New Jersey Law Journal Young Lawyers’ Advisory Board. Dan graduated cum laude from Pace University School of Law in 2001, where he earned certificates in both Environmental Law and International Law. He earned his bachelor’s degree in Government and International Studies from the University of Notre Dame.
n 2016 the Bergen Volunteer Center will celebrate 50 years of service in our community. Since the very beginning, they have addressed pressing community needs by harnessing the power of volunteers. Through their exemplary work, the Bergen Volunteer Center is redefining volunteerism to ensure that compassionate and generous individuals are trained and focused to make essential contributions that have impact. Here in Bergen County, volunteerism is at the center of local government, the social safety net, arts, culture and recreation. “We are starting our 50th anniversary celebration with a makeover: a new logo, a new website and a new database of volunteer opportunities all await visitors to www.bergenvolunteers.org. Here in Bergen County, volunteerism is too important to leave up to chance. So at 50, we’re not getting old; we’re just getting started,” says Lynne Algrant, Bergen Volunteer Center CEO. The Bergen Volunteer Center is proud to continue to serve Bergen County with passion and expertise and encourages us to join them in their purpose: Look Forward. Get Involved. Give Back. For more information on how you can give back with impact, please visit www.bergenvolunteers.org
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NEWS FROM THE MEADOW
INDEX OF ADVERTISERS
Weiss Realty Appoints Mark Kirsch as Sales Associate
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eiss Realty, a leading New Jersey based full-service real estate services and investment firm, announced that Mark Kirsch has joined the company as a sales associate. Kirsch has extensive experience in sales, acquisition, development, leasing and marketing. A graduate of the Florida Atlantic University, he resides in Englewood. In his new position he will be involved in all phases of the firm’s real estate brokerage services division and Weiss Realty’s emerging medical and healthcare real estate services. He will work closely with the firm’s vice president, Matthew Weiss in leasing medical office space at Kennedy Medical Center at JFK Boulevard and 32nd Street in Union, NJ. “As Weiss Realty continues on its growth path, we’ve added a results-driven associate, Mark Kirsch, who we believe will help us maintain our position as a sought-after commercial real estate firm servicing multiple sectors including office, industrial, medical leasing, retail leasing and sales and investment services” commented Weiss. “We are excited to bring on board a bright individual who not only posses the unique skill set we seek but will infuse the company with new energy.” Recognized for its expertise in commercial real estate services, Moonachie-based Weiss Realty provides comprehensive commercial and industrial, retail, leasing, sales and investment services. Weiss represents a broad range of private investors, retailers, property owners and corporate clients. To reach Mark Kirsch please call Weiss Realty at (201) 8141800 or directly at (917) 335-5712. For more information on Weiss Realty visit www.jweissrealty.com.
Arcari & Iovino, www.aiarchs.com..........................................................................15 Autism Speaks, autismspeakswalk.org/NNJ..........................................................13 AVE, www.aveliving.com.........................................................................................39 Berkeley College, berkeleycollege.edu........................................Inside Front Cover Chart House, www.chart-house.com.......................................................................64 Comfort Guard Contracting, www.comfortguardcontracting.com.........................46 Comprehensive Behavioral Healthcare, Inc., www.cbhcare.com...........................35 COPA America, www.ca2016.com........................................................................27 DMR Architects, www.dmrarchitects.com.............................................................21 Engineers Labor-Employer Cooperative, www.elec825.org....................................5 Ernst & Young, www.ey.com....................................................................................9 Fairleigh Dickinson University, fdu.edu/petrocelli.................................................47 Frank’s GMC, www.FranksGMC.net.........................................................................43 Gehtsoft, www.gehtsoftusa.com...............................................................Back Cover Goya Foods, www.goya.com.....................................................................................2 Guzzo+Guzzo, www.gg-architect.com....................................................................29 h323HD, Inc., www.h323hd.com...........................................................................15 Hackensack Riverkeeper, www.hackensackriverkeeper.org....................................55 Hunter Group, www.TheHunterGroup.com.....................................Inside Back Cover Il Villaggio, www.ilvillaggio.com...........................................................................65 Jewel Electric, www.jewelelectric.com....................................................................43 Kearny Bank, www.KearnyBank.com......................................................................15 Meadowlands Nonprofit Vendor Fair, www.meadowlands.org..............................55 Meadowlands Regional Chamber, www.meadowlands.org...................................67 MeadowlandsUSA, www.meadowlandsusa.com............................................53 & 59 Medieval Times, www.medievaltimes.com............................................................68 Morton’s Steakhouse, www.mortonsteakhouse.com.............................................63 NAI James E. Hanson, www.naihanson.com..........................................................17 Nanina’s In The Park & The Park Savoy, www.naninasinthepark.com.....................69 Oceanaire Seafood Room, www.theoceanaire.com................................................63 Overhead Door, www.DockNDoor.com...................................................................70 Palisades Medical Center, www.palisadesmedical.org............................................7 Paramount Exterminating, www.ParamountExterminating.com...........................53 Pole Position Raceway, www.polepositionraceway.com.........................................64 PSE&G, www.pseg.com...........................................................................................37 Ramapo College, www.ramapo.edu/certificates....................................................49 Ruggles² LLC, www.ruuggles2llc.com...................................................................25 Russo Development, www.russodevelopment.com...............................................45 SaxBST, www.saxbst.com..........................................................................................1 Scarinci & Hollenbeck, www.scarincihollenbeck.com.............................................33 Studio 5 Partnership, www.studio5p.com..............................................................61 The Table: Metropolitan New Jersey Dining Guide, www.mlcvb.com..................29 TM Rybak, www.tmrassociates.com.......................................................................35 United Water, www.unitedwater.com....................................................................11 Weiss Realty, www.jweissrealty.com.......................................................................31 XCEL Credit Union, www.XCELfcu.org.com.............................................................43 For more information on advertising in Meadowlands USA magazine or online advertising at www.meadowlands.org please contact Martha Morley at 201-493-7996 or email: greerentps@aol.com Call for new items! If your organization has news or announcements to share with our audience, please send to Joe Garavente at JGaravente@meadowlands.org or call 201-939-0707
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