Network Magazine | Issue 41 | Winter 2026

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WINTER 2026

CONNECTING LEADERS | CREATING BUSINESS

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contents

06 Time For A Tune Up? The Importance Of Privacy Policy Compliance And Review In The New Year

08 Splitting the Difference: Why a QDRO Without an ERISA Lawyer Can Cost You

10 Protecting Your HOA: How Legal Counsel Guides

Boards Through Special Assessments and Reserve Deficits

12 Demystifying Guardianship 14 Regulating the Wild West of Attorney Advertising 16 Local Market Insights: The Lehigh Valley’s Real

22 Getting Used To Your Life With Hearing Aids 24 Lehigh Valley is an Anchor for the Return of American Manufacturing

26 Applying Atomic Habits to Attract Top Talent 28 From Vision to Legacy: How Leaders Build Companies That Outlive Them

30 AI in the Workplace: Why SMBs Need a Strategy Before They Touch a Tool?

18 Why 2026 Will Separate Pharma Leaders from

32 20 Years of United Way Community Schools 34 Feeding the Lehigh Valley, One Table at a Time 36 Reclaiming Carmenère: Washington’s Bold Answer

20 Rylee Freeman Story: Mighty Small NICU Baby

38 Redefining All-Inclusive Luxury: A Look at the New

Estate Renaissance Followers

to Bordeaux’s Lost Grape

Fights for Her Life With All Her Might

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15 Alcom Printing 27 Anthony Limousine 17 ASAP Business Support Services, Inc.

05 Bridgeman Strategic Concepts

19 Buckno Lisicky & Company 39 Carroll Engineering Corp 35 Cellar Beast Winehouse 13 Daigle Cooper & Associates 07 Fitzpatrick Lentz & Bubba 03 Historic Bethlehem Museums & Sites

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09 Lehigh Financial Group 21 Lehigh Valley Health Network 31 MC IT 17 Morganelli Properties 33 Network Magazine Golf 09 Norris McLaughlin Attorneys at Law

25 Olde Homestead Golf Club 40 Punch Garage

11 Rich Mar Florist 39 Richter Total Office 01 St. Luke's University Health Network

23 The Barristers Club 23 Tim Harakal Music 25 The Seltzer Group 29 Turnstone Creative LLC 11 TWG Security 33 United Way of Greater Lehigh Valley

37 Wilhelm & Roemersma, P.C.

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Our leading contributors will continue to change quarterly, sharing information that stays fresh and current. The opinions, tips, and insights on how to best navigate business pitfalls are all provided by the Lehigh Valley's best thought leaders. Our writers are un-censored giving you profound insight from their years of experience from their given field of expertise.

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All Materials © 2026 Network Magazine, LLC. NETWORK MAGAZINE™ is a trademark of Network Magazine, LLC. All rights reserved. Reproduction in part or in full is strictly prohibited. NETWORK MAGAZINE™ is a quarterly publication. The views and opinions expressed in this publication are those of the authors and do not necessarily reflect the official policy or position of NETWORK MAGAZINE™. NETWORK MAGAZINE™ assumes no responsibility for content of advertisement. No representation is made as to the accuracy hereof and is printed subject to errors and omissions.

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Time For A Tune Up? The Importance Of Privacy Policy Compliance And Review In The New Year ELIZABETH M. WORTMAN, FITZPATRICK LENTZ & BUBBA ATTORNEYS AT LAW

As consumers, we often visit websites and quickly click the "I accept" banner that pops up, overlooking the terms and policies it aims to alert us to. Despite this common oversight, businesses must recognize that privacy policies are among the most crucial texts on any website.

With a fresh year ahead, now is the perfect time to review and update your website's privacy policies to ensure they accurately reflect your business practices and comply with relevant state laws.

What Is A Privacy Policy And Why Do I Need One For My Website?

If your website is involved in gathering, processing, selling, or sharing personal consumer data, you are likely required by law to publish and display a privacy policy. The term "privacy policy" is often used interchangeably with other terms like privacy notice, privacy policy statement, privacy page, privacy clause, and privacy agreement. A privacy policy is a legally binding document that serves as a guideline for consumers. It explains how their personal data is treated when they visit your website, mobile applications, and other online platforms. It addresses key topics, such as the different categories of personal data collected, the purposes behind how and why data is used, shared, and disclosed, as well as information related to specific state consumer laws.

What Are The Key Elements Of A Privacy Policy?

You want to ensure that your privacy policy accurately reflects how your business operates and how it is collecting and storing consumer data. A privacy policy should be tailored to reflect a business's actual practices, rather than using a generic template. Some key elements to consider and potentially incorporate into your privacy policy include: • Details related to the categories of personal data that are being collected and/or processed, directly or indirectly. State consumer privacy laws may require businesses from collecting personal data that the privacy policy does not disclose; • Information on how and why you use the personal data; • Methods that you use to maintain the accuracy and relevance of personal data; • The means by which you are storing personal data; 6

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• Details on if and how you share personal data, who it is being shared with, which may include parent companies and subsidiaries, and any legal obligations you have to disclosure personal data; • Any third parties that have access to personal data; • Consumer rights related to how they can request access to information that you have about their personal data, how they can request corrections or deletion, or how they can opt out of you collecting their personal data; • How consumers are notified when the privacy policy is updated; and • Information related to specific state consumer privacy laws.

Why Should You Review Your Privacy Policy?

Consumer privacy laws have been undergoing changes and becoming more rigorous on a state-by-state basis. The past two years have highlighted a clear trend: state consumer privacy obligations are becoming increasingly complex and evolving rapidly. In 2025 alone, eight states (Delaware, Iowa, Maryland, Minnesota, Nebraska, New Hampshire, New Jersey, and Tennessee) enacted new consumer privacy laws, with three more states (Indiana, Kentucky, and Rhode Island) having new laws with effective dates set for 2026. Failure to comply with state privacy laws could lead to serious legal action or regulatory penalties.

As new state regulations emerge, businesses handling personal data across multiple jurisdictions must take proactive steps to adapt to the evolving requirements. This involves not only understanding the specific legal obligations in each state, but also implementing and conducting regular privacy reviews to ensure that their privacy policies are up to date. By doing so, businesses can build trust with consumers and maintain compliance in an increasingly stringent privacy landscape.

If it has been a few years since your business has updated its website privacy policy or if you do not have a website privacy policy, using legal counsel to review or draft your website documents may be a prudent investment. Consumer data privacy laws are ever changing, especially with the rise of artificial intelligence, and it is best to be proactive to ensure your business is compliant with all relevant laws.

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Splitting the Difference: Why a QDRO Without an ERISA Lawyer Can Cost You CHARLES A. BRUDER, ESQ. & BROOKE E. PRIESTAS, ESQ, NORRIS MCLAUGHLIN ATTORNEYS AT LAW

If you experience a divorce or child custody event in your life, your first thought may be to engage a family law attorney to guide you through much of the process. While family law attorneys can undoubtedly be crucial to navigating these life events, you may also consider seeking the help of an ERISA attorney. If you have an employer-sponsored retirement plan, an ERISA attorney can help you ensure your retirement plan benefits are legally and properly divided if such events occur.

The Employee Retirement Income Security Act of 1974 (ERISA) is a federal law that establishes minimum standards for most employersponsored retirement and health plans, protecting the benefits of individual participants. ERISA attorneys advise on compliance with ERISA and the employee benefit plans it governs, including pension plans and 401(k) plans.

One hallmark provision of ERISA is its “anti-assignment clause," which prevents participants in ERISA retirement plans from assigning their benefits to other individuals. For example, a pension benefit recipient generally cannot decide that they would rather transfer their pension benefit to someone else. However, ERISA also provides an exception to this anti-assignment clause in the form of a Qualified Domestic Relations Order (QDRO).

A QDRO is a legal judgment or order that allows for the division of retirement plan benefits between a plan participant and an alternate payee, such as a spouse, former spouse, or dependent. ERISA attorneys can assist with QDROs by drafting and reviewing them to ensure compliance with ERISA and retirement plan specific rules, as well as representing clients in disputes over QDRO implementation.

QDRO Basics: An ERISA attorney can help guide an individual through the QDRO process outlined below. A QDRO is referred to as a Domestic Relations Order (DRO) until the plan administrator qualifies it as such.

The following provides an outline of the lifecycle of a QDRO: 1. Drafting and Pre-Approval • Drafting: An ERISA attorney and the plan participant will collaborate to draft a DRO, which will include specific details on the percentage or amount of the retirement plan to be assigned and information about the alternate payee.

For purposes of ERISA, an alternate payee is a spouse, former spouse, child, or other dependent of a retirement plan participant who is granted the right to receive all or a 8

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portion of the plan participant’s benefits.

• Plan pre-approval: the draft DRO is sent to the plan administrator for review and pre-approval to ensure it meets the plan’s specific requirements regarding QDROs. 2. Court Approval • Final Review and Signature: Both parties and their attorneys review and sign the pre-approved draft.

• Court Submission: The signed DRO is submitted to the court for a judge’s approval.

3. Plan Qualification and Distribution • Plan qualification: The certified, court-approved DRO is submitted to the plan administrator for final qualification.

The plan administrator has up to 18 months to approve the DRO. • Distribution: Once qualified by the plan, the DRO is deemed a QDRO, and the plan administrator will create a separate account for the alternate payee and distribute the specified portion of the retirement benefits to that separate account.

Common QDRO Mistakes ERISA attorneys frequently observe the types of mistakes that prevent an individual and an alternate payee from properly dividing retirement assets. Often, individuals wait too long to prepare a QDRO, include incomplete or incorrect plan information in their DROs, confuse the type of retirement plan they are attempting to divide, fail to address survivor benefits, disregard pre-filing guidance from the plan administrator, or mishandle taxes on distributions. These mistakes can lead to incorrect benefit allocations to alternate payees and the loss of an alternate payee’s entitlement to a portion of retirement funds.

Working with an ERISA attorney can ensure that these mistakes are avoided, and both parties’ rights to a participant’s retirement benefits are protected.

Conclusion While various types of attorneys, including family lawyers, can assist in preparing a QDRO, complex pensions, multiple plans, and ERISA disputes, such as survivor benefits, may fall outside the scope of a family lawyer's practice and may require an ERISA attorney's expertise. Engaging an ERISA attorney from the outset in retirement or child custody proceedings can ensure that both the participant and alternate payee walk away from the QDRO proceedings with the portion of the benefits to which they are entitled.

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Protecting Your HOA: How Legal Counsel Guides Boards Through Special Assessments and Reserve Deficits TAISHA TOLLIVER-DURAN, ESQ., KINGSPRY ATTORNEYS & COUNSELORS Special assessments and reserve fund shortfalls are among the most stressful financial challenges a Homeowners Association (“HOA”) can face. A special assessment is an additional fee levied on homeowners, typically outside the regular monthly dues, to cover unexpected or extraordinary expenses such as major repairs, capital improvements, or shortfalls in the reserve fund. Regardless of the circumstances that trigger the need for a special assessment, HOA boards must manage the process with care and precision. These assessments impact every homeowner, can place strain on community relations, and must comply with strict legal requirements.

Legal counsel plays a crucial role in guiding HOA boards through this process, helping them protect the HOA’s financial health while navigating complex procedural and legal obligations.

Determining the Board’s Legal Authority The first and often most important step is determining whether the HOA has the legal authority to impose a special assessment.

Governing documents vary widely: some allow the board to levy special assessments without a vote by the membership, while others require approval from a majority of unit owners. State laws may also impose caps, notice requirements, or specific voting thresholds.

Legal counsel reviews the declaration, bylaws, covenants, and applicable state statutes to determine the exact procedures that must be followed. This prevents the HOA from making decisions that could later be challenged as legally insufficient or unenforceable.

Establishing a clear legal framework from the outset also helps the board communicate effectively with owners about what the law and governing documents require.

Guiding Procedural Compliance and Notice Requirements Special assessments are highly regulated, so it is crucial for boards to strictly adhere to procedural rules governing notice, quorum, voting methods, and meeting timelines. Legal counsel ensures that each procedural step complies with both the governing documents and relevant state law. This may include preparing or reviewing notice letters, meeting agendas, ballot language, and voting materials.

Proper procedure not only protects the HOA’s legal position but also strengthens owner trust by demonstrating that the board is acting transparently and responsibly.

Drafting Clear and Enforceable Resolutions Once a board decides to move forward with a special assessment, it typically adopts a formal resolution outlining key details such as the purpose of the assessment, the total dollar amount, the perunit allocation, due dates, and penalties for nonpayment. Clarity is essential: unclear or overly broad language can create confusion, undermine enforceability, or expose the board to subsequent challenges or disputes.

Legal counsel can assist with drafting or reviewing these resolutions so that they are consistent with governing documents and legally enforceable. Counsel can also help ensure that the assessment is properly allocated among owners in accordance with each unit’s ownership interest or other formula specified in the declaration.

Supporting Communication and Managing Community Expectations Reserve shortfalls and special assessments may lead to frustration and questions from homeowners. While boards need to be honest and transparent, they also must avoid statements that unintentionally admit liability, misstate the board’s authority, or create unrealistic expectations.

The HOA’s attorneys assist boards in developing communications that are accurate, clear, and legally sound. They help explain the financial need, the legal process, and the board’s fiduciary responsibilities.

Effective communication reduces conflict, enhances owner understanding, and minimizes the risk of misinformation spreading through the community.

Advising on Collections and Enforcement Once a special assessment is adopted, the HOA must act to collect it.

Legal counsel is available to provide guidance on how to enforce the obligation lawfully, including: • Drafting demand or delinquency letters • Implementing payment plan policies • Recording liens when necessary • Ensuring compliance with the Fair Debt Collection Practices Act (FDCPA) • Addressing bankruptcy considerations Counsel will also help boards explore options, such as adjusting the annual budget, reducing expenses, or phasing specific capital projects,

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to make decisions that are both legally permissible and financially sustainable.

Addressing Claims of Mismanagement or Financial Irregularities A reserve deficit may prompt homeowners to question whether current or prior boards properly managed reserve funds. Counsel may help investigate these concerns, advise on the board’s fiduciary duties, and recommend corrective actions. They also sometimes coordinate with accountants, auditors, or reserve study professionals to provide a comprehensive picture of the HOA’s financial condition.

This process helps restore owner confidence while protecting the board’s credibility.

expectations. By providing clear legal guidance, ensuring procedural compliance, and facilitating effective communication, attorneys enable HOAs to navigate these challenges with confidence and transparency.

At KingSpry, we encourage both homeowners and HOA boards to understand the legal and financial considerations surrounding special assessments and reserve shortfalls. By working with experienced legal counsel, HOAs and owners alike can ensure that assessments are correctly structured, compliant with governing documents and state law, and fairly allocated. From drafting clear resolutions to guiding procedural compliance and collections, our real estate attorneys provide practical guidance to help communities navigate these challenges with confidence and transparency. If we can be of any assistance, please contact our real estate attorneys at 610-332-0390 or ttolliver@kingspry.com.

Key Takeaways HOA Boards facing special assessments and reserve shortfalls must balance legal obligations, financial realities, and community

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Demystifying Guardianship HANNAH E. BETZ, ESQUIRE, DAIGLE COOPER & ASSOCIATES LLC

There are few areas of the law that impact as many people as guardianship— the process of appointing a representative for an incapacitated person. Despite this, it can still be an exercise in frustration: where do you start? When is the appropriate time to initiate proceedings? Why should you start this process?

Guardianships arrive on attorneys' desks by a few different avenues.

They typically represent one of three different parties: the "alleged incapacitated person" or AIP, their family, or even the facility where the AIP is housed. When the attorney represents a facility— such as an assisted living facility, a nursing home, or a hospital—they likely represent the facility in a variety of similar proceedaings. When they represent the AIP, it is typically because a local Orphans' Court has appointed them to do so. Representing the family, however, can take many forms, and it is often here that people become confused and hesitant.

Who has the right to initiate a guardianship case? The majority of cases fall under one of two "umbrellas:" either a family member, like a parent, sibling, or child, initiates proceedings to protect the AIP's health and financial well-being, or the facility where the AIP resides initiates proceedings to identify an appropriate guardian to communicate with and ensure the AIP's position at the facility is secure. In each case, the initiating party has identified the need to protect the interests of an individual who may not be able to make informed decisions on their own.

Part of guardianship proceedings, of course, is determining whether an AIP really is incapacitated— whether their mental competency is so diminished that it is not possible for them to comprehend complex issues and make their own decisions with consideration of the full context and consequences of those issues. The court will evaluate this question through various methods, the most common of which is an evaluation of their mental capacity completed by an expert physician.

Counsel may agree to use this expert report as the sole evidence of the AIP's capacity, or they may employ additional methods, such as their own independent report, interviews with those around the AIP, and even personal testimony from the AIP. Should the court determine that the AIP is not, in fact, incapacitated, the guardianship action will typically be dismissed, and no guardian will be appointed. If, however, the court accepts that the AIP is sufficiently incapacitated, it will proceed with appointing an appropriate guardian.

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Guardianship traditionally consists of two components: guardianship of the person and guardianship of the estate. A guardianship of the person appoints a guardian to make medical and health decisions for the AIP, as little as confirming a change in medication and as big as arranging end-of-life care. A guardianship of the estate appoints a guardian to make financial decisions on behalf of the AIP, protecting their assets and handling expenses that may arise using funds from the AIP's accounts. These guardians may be different people, or the same person can fill both roles. Courts can get creative with these guardianships; the competency of the AIP may be such that a limited guardianship may be justified in one or both pieces, allowing the AIP to collaborate with the guardian on their decisions rather than being constrained to following the guardian's choices. If an AIP has been shown to struggle with financial decisions but is still well-acquainted with their health history. In that case, the court may appoint a limited guardianship of the person but a plenary guardianship of the estate. It is a highly individualized field of law, one in which the personality and abilities of each party matter to the final decision.

If a court determines that a guardianship is necessary, who then becomes the guardian? Traditionally, when a family member initiates a guardianship proceeding, they also petition for their appointment as guardian. Pennsylvania does have barriers to guardianship, but they are easily satisfied: the family member will likely need to complete a criminal background check and a few courses on pertinent matters, as well as ensure they have a plan for the AIP's care— whether that means living in an accessible home with the family member or being placed in a facility that suits their needs. If a family member cannot act as a guardian or is not considered an appropriate option. In that case, the court may also appoint a guardian service, an organization with employees specially trained to act as guardians for their clients. In any case, the court's job is to appoint an appropriate guardian to protect the AIP's rights.

So why pursue a guardianship? Families often initiate them because they can see that a family member's condition necessitates or will soon necessitate that somebody else get involved to make decisions on their behalf. A guardianship ensures that the AIP's health and security are safeguarded in the absence of previous instructions, such as a Power of Attorney document or advance directives. If you find that a loved one is in need of this kind of protection, contacting an attorney with expertise in these proceedings can help you protect their interests for years to come.

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Regulating the Wild West of Attorney Advertising ISAAC A. HOF, ESQ., HOF & REID, LLC

Attorney advertising is everywhere. If you have driven around the Lehigh Valley, particularly on Route 22, Route 78, or Route 33, then you've inevitably seen the billboards. If you have local news or daytime television on, then you've likely seen the commercials too. The space that was formerly dominated by local attorneys has more recently become infiltrated by lawyers spanning from Philadelphia all the way down to Arizona and Florida. Not only have the ads become more widespread, but they are also less subtle, with the saturated market making it more difficult for law firms to stand out. While it may seem like attorney advertising has been here forever, it is a relatively recent phenomenon.

Rule 7.1 also regulates an attorney's ability to report achievements. If you have passed attorney billboards near each other, especially on I-95 in Philadelphia, then you've likely seen their competing efforts to showcase large verdicts or recoveries for clients. That is permitted by the Rules, so long as the results are not misleading. In other words, it cannot create an unjustified expectation that the potential client, seeing the advertisement, would necessarily obtain the same result for their case. However, this may be cured with a disclaimer, which is why you often see small print that says something to the effect of "Each Legal Matter is Unique. Prior Results Do Not Guarantee a Similar Outcome."

Historically, many in the legal profession viewed advertising by lawyers as beneath the dignity of the profession — the idea was that a lawyer's reputation, word of mouth, or bar membership alone should determine trust. Over time, as more people needed legal help and legal problems became more common, attorney advertising seemed more and more necessary. However, before the 1970s, most state bar associations had banned all forms of attorney advertising. That changed in 1977, following Bates v. State Bar of Arizona, when the U.S. Supreme Court held that a state’s blanket prohibition on attorney advertising violated the First Amendment.

Often missing from billboards and commercials is a claim by the attorney to be an "expert" or "specialist" in their particular field of law. That is not humility. It is because even where an attorney has decades of experience in a particular area of law (e.g., personal injury, family law, criminal defense, etc.), Rule 7.2 prohibits, with very limited exception, a lawyer from stating or implying that they are a specialist or expert in a particular field of law. Rule 7.2 also regulates the use of endorsements in attorney advertising. Any paid endorsement must be disclosed. In some states, law firms may hire celebrities or public figures for endorsements, which sometimes include college athletes, minor league baseball players, or former television stars. However, the Pennsylvania Rules of Professional Conduct blanketly prohibit endorsements from celebrities or public figures.

Following the Bates decision, attorney advertising slowly became the norm — but not without guardrails. Like most states, Pennsylvania has adopted the Rules of Professional Conduct, which sets forth codes that promote ethical behavior in the legal profession. The Rules, which emphasize integrity, competence, and professionalism, have several provisions that directly cover attorney advertising — aiming to strike a balance between public access to legal services and protecting the public from misleading, opportunistic, or exploitative marketing.

Perhaps the most important ethical guardrail for attorney advertising, Rule 7.1 ensures that all advertising must be truthful. Under Rule 7.1, a lawyer may not make false or misleading communications about their services. This includes misrepresenting facts, omitting important context, or using statements that are likely to create unjustified expectations. For example, an attorney cannot advertise "I've never lost at trial" if that attorney has never actually been to trial. Although the statement is technically true, the omission of critical context makes it run afoul of Rule 7.1.

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Lastly, Rule 7.3 governs the solicitation of clients, which is defined as live, person-to-person contact initiated by a lawyer to a specific individual for the purpose of obtaining legal work. A lawyer generally may not solicit a person where the significant motive is pecuniary gain. Solicitation includes direct text messages, but excludes targeted direct-mail advertisements. With some exceptions, solicitation is appropriate if the person being solicited is a lawyer, a personal friend, or has a prior professional relationship with the soliciting lawyer. The purpose of regulating solicitation is to remove undue pressure from the potential client.

Despite Pennsylvania’s guardrails, attorney advertising shows no signs of slowing down. For now, at least, the Professional Rules of Professional Conduct provide some hope that it will not become the total wild west.

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Local Market Insights: The Lehigh Valley’s Real Estate Renaissance HEATHER K. MCFADDEN, BROKER OF RECORD/ PARTNER, MORGANELLI PROPERTIES

As the Lehigh Valley continues to thrive, so does its real estate market — a reflection of both growth and a grounded way of living. At Morganelli Properties, we have witnessed an exciting evolution across Allentown, Bethlehem, Easton, and the surrounding communities. What was once a quiet, steady market has become one of the most dynamic and desirable regions in Pennsylvania, blending history, culture, and opportunity with an unmatched sense of community.

The Lifestyle Revolution Today's homebuyers are no longer chasing square footage alone. They are seeking a feeling, a lifestyle that connects comfort, convenience, and authenticity. Across the Lehigh Valley, that means smaller towns with strong identities are thriving. Bethlehem's walkable streets and artistic energy attract professionals who are leaving larger metropolitan areas. At the same time, Lower Saucon, Coopersburg, and Emmaus appeal to families who crave charm and unique identities. Buyers are drawn to places where they can stroll to coffee shops, enjoy live music, and know their neighbors' names. It is not just about owning a home— it's about belonging somewhere that feels real.

The Hybrid home takes Center Stage Remote work isn't a temporary trend. It is a lifestyle shift. As more buyers work from home, the demand for flexible, functional spaces has skyrocketed. Finished basements, guest suites, and home offices are priorities. Buyers want interiors that can easily transform from a workspace to a relaxation zone, and outdoor living has become equally important. Covered patios, fire pits, outdoor kitchens, and fenced yards now add substantial appeal. In this market, a home that supports both productivity and well-being tends to sell faster — and often at a premium.

are well-presented, priced realistically, and marketed strategically continue to sell quickly and often with multiple offers. We have found that storytelling plays a crucial role in marketing success. Highlighting proximity to weekend farmers' markets, local breweries, walking trails, or downtown shops can turn a listing into a lifestyle.

Value, Growth, and Migration Momentum Out-of-state buyers are discovering the Lehigh Valley and are leaving the metropolitan areas of New York, New Jersey, and Washington, DC., seeking affordability without compromise. Mid-range homes between $350,000 and $700,00 remain the foundation of the Lehigh Valley Market. Still, luxury properties are also seeing a renaissance of their own. Historic estates, farmhouses, and modern new home builds are also turning heads. Investors are also capitalizing on the region’s strong rental demand, fueled by stable employment and continued population growth.

The Road Ahead: Community, Culture and Confidence The outlook remains bright for 2026 and beyond for the Lehigh Valley. Infrastructure improvements, thriving local businesses, and a continuous influx of remote professionals are setting the stage for sustained appreciation. Even as interest rates fluctuate, lifestyle-driven buyers continue to keep the market healthy. What sets the Lehigh Valley apart isn't just its location — it is its soul. It's the sense of balance where modern living meets historic charm, where every home has a story, and the sense of community is strong.

Real estate is not just about property—it's about people, purpose, and place.

A Golden Window for Sellers While inventory has improved since the height of the pandemic market, demand in the Lehigh Valley remains strong. Homes that 16

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health & sciences

Why 2026 Will Separate Pharma Leaders from Followers NATHAN ROMAN, PRESIDENT, TRINITY VALIDATION

The compliance model that worked for decades is reaching its breaking point. Here's what smart leaders are doing about it.

Walk into most pharmaceutical facilities today, and you'll see validation systems that haven't fundamentally changed in over twenty years.

Thick binders. Paper logs. Sequential handoffs between departments.

Validation events that happen every few years, followed by crossed fingers that nothing changes before the next cycle.

It's worked until now.

The problem isn't that these systems are broken. It's that everything around them has evolved while they've remained the same. The FDA and EMA are asking harder questions about data integrity.

Digital manufacturing technologies have matured. Market pressures demand faster product releases. Regulators are increasingly expecting companies to demonstrate control continuously, not just during scheduled validation events.

2026 is shaping up to be the year this catches up with the industry.

THE COST OF STANDING STILL Here's what most business leaders don't realize about validation: it's no longer just a quality department problem.

When validation systems lag behind operational reality, the entire organization pays the price. QA can't release batches fast enough.

Manufacturing operates in the dark without real-time quality feedback.

IT struggles to integrate legacy systems with modern platforms. And when an audit happens, everyone scrambles to compile documentation that should already exist.

The organizations that figure this out first won't just achieve better compliance; they will also gain a competitive advantage. They'll gain a competitive advantage that's hard to replicate.

FOUR SHIFTS THAT DEFINE THE NEW STANDARD The pharmaceutical companies pulling ahead aren't making incremental improvements. They're fundamentally rethinking how validation works.

From Periodic Events to Continuous Verification Traditional validation asks: "Did these three batches meet specifications?"

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The new model asks: "Is our process in control right now?"

It's the difference between a few photographs and a continuous video. Companies that adopt Continuous Process Verification identify problems before they become crises. They reduce unplanned downtime because deviations are caught and corrected in real-time.

More importantly, they shift costs from unpredictable emergency expenses to manageable, planned investments.

But here's the part that matters most to business leaders: this approach breaks down walls between departments. When QA and Manufacturing view the same data simultaneously, collaboration replaces finger-pointing. Decisions speed up. Trust increases.

From Paper Trails to Digital Integrity Regulators have shifted their focus. They're no longer just checking if you have documentation. They're examining how data moves through your systems, who touched it, when they touched it, and whether anything changed along the way.

Uncontrolled spreadsheets, incomplete audit trails, and missing metadata aren't just compliance gaps anymore. They're red flags that can derail an entire inspection.

Modern organizations embed integrity into their systems from the start. Validated software platforms. Complete traceability. Audit trails that capture everything automatically. It's compliance by design, not by scramble.

From Manual Processes to Intelligent Systems Digital transformation in pharma isn't about replacing people with technology. It's about freeing talented professionals from repetitive documentation tasks so they can focus on strategic decisions.

Wireless sensors monitor critical parameters continuously. Digital twins simulate scenarios before validation runs begin. Analytics predict potential problems before they happen. Automated systems generate documentation that's immediately audit-ready.

The result? Validation teams spend less time managing paperwork and more time managing risk.

From Siloed Departments to Integrated Operations This might be the most important shift of all.

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When Quality, Manufacturing, Laboratory, and IT all operate from the same real-time data environment, the entire organization moves faster. Manual handoffs disappear. Delays evaporate. Everyone sees the same truth at the same time.

Even legacy equipment can participate in this integrated approach through the use of retrofitted sensors and middleware solutions. You don't have to replace everything to move forward.

THE LEADERSHIP QUESTION Most pharmaceutical executives recognize that their validation systems need modernization. The question isn't whether to change.

It's a matter of when and how much pain they're willing to accept while they wait.

Here's a simple assessment: How much of your validation data currently exists only on paper? Can your teams view process performance in real time, or do they wait for reports? When an inspector asks to see your documentation, do you confidently pull it up, or do people start making phone calls?

The gap between where you are and where you need to be isn't just a compliance issue. It's a business performance issue.

WHY THIS MATTERS NOW The Lehigh Valley has long been a hub of pharmaceutical innovation.

From established manufacturers to emerging biotech firms, this region understands the industry's challenges and opportunities.

But understanding and acting are different things.

In 2026, companies that treat validation as a necessary cost will be separated from those that leverage it as a strategic capability. The tools

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exist. The regulatory pathway is clear. The business case is proven.

What's often missing is leadership alignment.

Quality teams can't modernize validation systems alone. They need IT support for integration. Manufacturing buy-in for new workflows.

Executive sponsorship for capital investment. And a shared recognition that validation excellence increasingly equals operational excellence.

The organizations that get this right won't just achieve better compliance. They'll achieve faster product releases, more stable processes, stronger regulatory relationships, and more predictable costs.

In an industry where trust, safety, and speed are the key to success, that's a significant advantage.

It's the difference between setting the standard and struggling to meet it.

About the Author Nathan Roman is a 25-year leader in pharmaceutical and biotech validation, specializing in CQV, temperature mapping, calibration strategy, and audit-ready compliance. He has built a reputation as one of the industry’s most practical and trusted voices, helping organizations qualify equipment, startup facilities, and build validation programs that run with clarity, consistency, and control.

Today, Nathan serves as President of Trinity Validation, a new division formed through a strategic partnership between Trinity Solutions & Services and Validation Management Solutions (VMS).

Together, they deliver end-to-end compliance services—combining Trinity’s operational strength with Nathan’s proven CQV methodology, validation frameworks, and training systems.

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health & sciences

Rylee Freeman Story

Mighty Small NICU Baby Fights for Her Life With All Her Might CARLY KUCHOVA, LEHIGH VALLEY HEALTH NETWORK, PART OF JEFFERSON HEALTH

Born 11 weeks prematurely, Rylee Freeman shows her strength, growing from a 2-pound baby to a thriving 2-year-old Becoming parents was a bumpy road for Vanessa and Jaison Freeman.

After four rounds of intrauterine insemination (IUI), they felt blessed to be expecting a little girl. However, at the beginning of the third trimester, they learned that Vanessa’s high-risk pregnancy grew increasingly riskier.

“At the beginning of my pregnancy, I was pregnant with twins.

Unfortunately, in the middle of my first trimester, we lost one of our babies, which already made my pregnancy high risk,” Vanessa says.

“But my age and being that I’m a black woman made my pregnancy even higher risk.”

This meant that the obstetrics-gynecology (OB-GYN) and maternalfetal medicine (MFM) teams at Lehigh Valley Health Network (LVHN), part of Jefferson Health, were working together to closely monitor Vanessa throughout her pregnancy, conducting more frequent and indepth scans. It’s because of this close monitoring that what could have ended in heartbreak ultimately resulted in a very happy ending.

A big discovery At 28 weeks pregnant, Vanessa and Jaison went to MFM for a 3D scan – during which the MFM team made an unexpected discovery.

The Freeman's baby was tracking significantly smaller than she should for her gestational age.

Because of a placenta abruption – a serious pregnancy complication where the placenta separates from the uterine wall before the baby is 20

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born – their daughter wasn’t receiving the nutrients she needed, and as a result was nearly four weeks behind on her growth. The severity of this complication put both Vanessa’s health and her daughter’s life at risk. Vanessa would have to spend the rest of her pregnancy at Lehigh Valley Hospital–Cedar Crest for monitoring.

Holding onto hope in the hospital After arriving at the hospital, Vanessa was given a steroid shot to help with her daughter’s lung development. It was then just a matter of waiting while closely monitoring Vanessa and the baby. “We were playing a game of how much time can we give our daughter before the decision has to be made to deliver,” Vanessa says.

A week and a day later, things took a turn for the worse, and the Freemans were told it was time to deliver.

“It seemed like the fetal condition was deteriorating rapidly, and the greatest fear is stillbirth," says maternal fetal medicine specialist William Scorza, MD, with LVPG Maternal Fetal Medicine. "We can treat prematurity, and we can treat respiratory distress and premature babies, but you can't treat stillbirth. So, it was really expediting the delivery and getting that baby to the neonatal intensive care unit (NICU) where they could provide the care the baby needed.”

On Aug. 4, 2023, at 5:19 p.m., Rylee Morgan Freeman was born, weighing just 2 pounds. She was rushed a few floors up to Lehigh Valley Reilly Children’s Hospital’s Level IV NICU.

Navigating the NICU Thankfully, Rylee had a pretty “straightforward” stay in the NICU, reaching the most important milestones – from needing continuous MyNetworkMag.com

positive airway pressure (CPAP) breathing support, then transitioning to a cannula and then room air, to coming out of the Isolette, to eating without a feeding tube.

“It was really hard coming home from the hospital without her,” Vanessa says. "But knowing we had such dedicated, professional, kind people watching over her every day made a tough situation a lot more manageable. We are so grateful for the NICU staff that cared for Rylee as if she were their own."

On Oct. 9, 2023, after spending 66 days in the NICU and weighing just over 5 pounds, Rylee was cleared to go home.

Living in Rylee’s world Today, Rylee – whose name was chosen as a nod to “Reilly” Children’s Hospital and “Riley” Road behind the maternal fetal medicine office where Vanessa received her high-risk pregnancy care – is now 2 years old and full of life. Small but mighty, Rylee is strong, fearless, and never stops moving. She loves making her family laugh and continues to exemplify her strength every day.

The Freemans are grateful for the care they received through Lehigh Valley Reilly Children's Hospital and the MFM team.

“We would like to say to Dr. Scorza and the NICU team, thank you.

That doesn't feel like enough to express the gratitude for the care, consideration, and kindness they've given us, and continue to give the other families and us in the NICU,” Vanessa says. “To them it’s work, but to us it’s our life, our story forever, and I hope they know they leave an imprint on the folks that come through.”

It's this gratitude that inspired Vanessa to give back, which she does by volunteering for Today Is a Good Day – a program designed specifically for families in the NICU, providing them with the support they truly need – helping host their monthly support group, Navigating the NICU. "You can't quite get what it's like to have a baby in the NICU unless you're in it,” Vanessa says. “And when I do the Navigating the NICU sessions and share that my daughter was here two years ago and is now thriving, you see it brings other families hope in a moment that’s so uncertain and can feel so hopeless. And if I can do that for other families, then I consider it a good day.”

Care that’s kid-approved.

Kid-centric spaces.

Kid-sized medical equipment.

Kid-focused doctors.

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health & sciences

Getting Used To Your Life With Hearing Aids JENNIFER STINSON, AU.D., OWNER STINSON AUDIOLOGY SERVICES, LLC

Good hearing helps make life more enjoyable – from listening to music and being involved in conversations to appreciating the sounds of nature. When you have difficulty hearing the sounds and conversations around you, social interactions and gatherings can be exhausting and overwhelming. The good news is that hearing aid users report an increase in overall quality of life, engaging in meaningful conversations for the first time in a long while.

However, not all significant change happens overnight. It can take a little while to get used to wearing hearing aids, and you may experience some sensory overload. Some people think, “Does the world really sound like this?” It does! Soon you’ll appreciate all the sounds that everything and everyone around you has to offer, but it may feel a bit overwhelming at first.

Enjoy new conversations!

Talking with other people, both in face-to-face conversations and on the phone, is a rewarding experience for most new hearing aid users. Suddenly, speech sounds clear and focused.

You’ll find yourself following and participating in conversations on a different level compared with what you were used to doing in the past.

If your hearing loss is severe, you may have been avoiding talking on the phone. Your new hearing aids can open up an entirely new world of social and professional contacts with improved phone communication.

Here are three tips that can help you ease into your new life with hearing aids.

Use them consistently It’s important you wear your hearing aids for most of the day.

The true benefits of hearing aids are only achieved through frequent use, even if they feel slightly uncomfortable at first.

As you first begin your hearing aid routine, you may sometimes forget to put them in altogether. Don’t worry; this happens to many first-time users. If this is the case for you, consider leaving yourself a note on your nightstand or mirror, or set a reminder on your phone until it becomes second nature.

Wear your hearing aids around the house, even when you’re alone, and in everyday situations. You might notice sounds in your home you haven’t heard in a while – dripping faucets, creaking stairs, the clanking of silverware. These may surprise you at first, but will quickly become a natural part of your life.

Just live your life as you always do, and you'll quickly adjust to all the new sounds and experiences.

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Many people with hearing loss may have been avoiding social gatherings and interactions. Now’s the time to get back out there and try again. You may be amazed at what you’ve been missing!

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Write down your experiences Journaling during your first few weeks with new hearing aids can help you gather your thoughts and impressions. Note the sounds that are new to you. What unfamiliar sounds have you noticed? Are there any particular sounds or situations you find unpleasant? What physical sensations do you feel when wearing your hearing aids – do they feel comfortable or uncomfortable?

These notes also serve as a valuable tool for when you visit us. When we understand exactly how you're adjusting to your new hearing aids and what's working (and what's not), we can provide you with the best possible service – making your hearing health journey much easier.

Bonus tip: It’s okay to take them off when you need to.

One more thing! If wearing your hearing aids becomes

too intense or you feel overwhelmed, it's okay to take them off when you need a break from the sound. Your brain will eventually adjust to your hearing aids, and you won't always feel overwhelmed. In the meantime, don't feel any pressure if you feel uncomfortable in certain situations at first. Simply take them off and put them back on when you are ready.

And don’t forget your follow-up appointments. We can answer all your questions and address any issues you might be experiencing.

Hearing Care is Health Care™ If you’re just beginning your hearing health journey, find out how we can help you find a hearing aid solution that works best for your unique needs and keeps your hearing health in mind.

To schedule an appointment, call Stinson Audiology Services at (610) 871-5252.

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Lehigh Valley is an Anchor for the Return of American Manufacturing DON CUNNINGHAM, PRESIDENT & CEO, LEHIGH VALLEY ECONOMIC DEVELOPMENT CORPORATION

In a sea of international tumult over tariffs, trade, and tension about producing more in America, the Lehigh Valley remains an anchor of manufacturing stability, quietly growing jobs, output, and the variety of products produced.

In just the last year, this two-county market in eastern Pennsylvania - tucked between New York City and Philadelphia - has surpassed $9 billion in manufacturing GDP, cracked more than 37,000 skilled manufacturing jobs, and added more than a dozen new manufacturers in a half-dozen different industries.

As manufacturing recipes are rewritten every four years in Washington, D.C., our mid-sized market – one of the country's fastest-growing – has kept its head down over the last 20 years and rebuilt an economy based on making and moving goods.

Manufacturing is the largest part of the Lehigh Valley’s economy. It’s 16% of the region’s $55.7 billion GDP, which is more economic output than three U.S. states. In comparison, manufacturing is 12% of the U.S. economy.

Success has come from a regional strategy focused on developing employment talent with the right skills, a diversified manufacturing base, quality infrastructure, and a quality of life and place that attracts a growing population. It builds off the region’s natural assets of location, technical and higher education, quality health care, and a non-partisan cooperation centered on the greater good of the region.

Over the past year, the Lehigh Valley has welcomed new or expanded manufacturing facilities for pharmaceutical supplies, food, candy, beverages, backup power technology, HVAC filters, semiconductors, optical electronics, flow meters, metal fabrication, and medical supplies.

In a reversal of trends that began during the COVID-19 pandemic, manufacturing jobs, at 37,197, now surpass the number of jobs in transportation and warehousing, at 36,535. The region's average annual manufacturing wage is now $83,583. The average annual wage in transportation and warehousing is $59,344.

Combined, the industrial economy of making and moving products is the region's largest employer at 73,732 workers, with the majority 24

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working at about 700 manufacturers. Health care and social assistance is the second-largest employer, with 69,582 jobs, accounting for 20.6% of the region's total employment of 341,325.

The latest vacancies for industrial buildings also reflect a shift.

Buildings under 200,000 square feet, which are most often used for manufacturing, are in high demand, with a vacancy rate of only 3%.

Larger industrial properties used primarily for e-commerce or logistics are now 9% vacant, a still-low rate but higher than during the pandemic.

While the trend lines on manufacturing and distribution have inverted during the last year, they are opposite sides of the same industrial economic coin and will forever be linked. Proximity to large consumer markets, rail lines, and ports – and the ability to store and distribute goods with quality infrastructure – is foundational to growing a large and diverse manufacturing economy.

The ability to bring in raw materials and component parts is as vital as the need to move products out to consumers. Lehigh Valley manufacturers often rely on global supply chains, just as they source component parts or export end products to other countries. Tariffs, or taxes, on both incoming and outgoing materials are a disruptor that has driven the region's manufacturing executives into boardrooms to crunch numbers on current cost equations in comparison to their competition.

While the impact of tariffs varies depending on a company’s products, supply chains, and the relative position of their competition, the uncertainty and ever-evolving deadlines of the current process create instability that delays decision-making. It remains to be seen if new federal policy and increased tariffs will help or hurt the growth of manufacturing in the region.

On a more local front, to rebuild and grow American manufacturing, it must be cost-competitive with producers worldwide. Being able to make, move, and store products near large markets, like the onethird of American consumers located within an eight-hour drive of the Lehigh Valley, makes the region cost-effective.

Industrial buildings and distribution centers, typically referred to as warehouses, are a critical ingredient of a manufacturing economy. It's the region's availability of cold storage for pharmaceuticals and food MyNetworkMag.com

and beverage products, as well as dry storage for items such as guitars, crayons, and medical devices, that attracts and retains manufacturers.

A cost-effective market for moving goods becomes an attractive one for making them.

The irony is that making things in America is generally loved, while moving them about and storing them in warehouses is generally hated.

The not-in-my-backyard movement has slowed the development of all industrial buildings as local elected officials have reacted to resident opposition. The construction of new industrial space has been at its lowest point in the Lehigh Valley over the past decade, at approximately 1 million square feet. During the pandemic period from 2019 to 2023, new construction ranged from 5 to 7 million square feet every year.

With vacancy rates creeping up for logistics and distribution, there is no pressing need for new, large industrial buildings. To keep making things here, however, there will need to be new and expanded industrial flex buildings of 350,000 square feet or less. Zoning laws and decisions need to recognize the difference.

Lehigh Valley is unique in America. Without protectionism or a helping hand from Washington, D.C., the region has rebuilt a manufacturing economy. We found a formula for Made in the USA. Let’s hope that we can keep it.

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NETWORK MAGAZINE'S EXECUTIVE EDGE WITH KATELYN MACK | CEO, LINC

Applying Atomic Habits to Attract Top Talent The Lehigh Valley is thriving. With an all-time high of 340,087 jobs, low unemployment, and job growth projected to continue, talent is the competitive edge in 2026. Leaders who fail to prioritize talent risk falling behind in a region where opportunity outpaces availability.

prizes. Use social reinforcement: a simple thumbs-up or “wow” emoji in chat creates positive feedback loops. You can even gamify the process by tracking who shares the most engaging regional content. Building habits while fostering a positive workplace culture is a win-win.

At LINC, we’ve championed a 4-Part Talent Attraction Strategy: Inspire, Inform, Guide, and Advise. This framework helps organizations attract and win talent. Yet, strategy is only as good as its execution.

3. Make It Easy

As we begin a new year, I’m reminded of the timeless truths shared

by James Clear in his book, Atomic Habits. His insights are simple, yet transformative. By making habits obvious, attractive, easy, and satisfying, leaders can ensure their hiring teams have a winning formula for attracting talent from anywhere to our community.

By nurturing consistent, repeatable behaviors (habits) alongside effective business systems and processes, we can generate the talent results we seek.

Applying Atomic Habits to Talent Attraction One tip from LINC’s 4-Part Strategy is to Inspire candidates to want to work and live in a thriving community. If your goal for 2026 is to cultivate the habit of showcasing the Lehigh Valley's vibrancy in every candidate interaction, begin by applying the four principles from Atomic Habits.

1. Make It Obvious Visibility drives consistency. Add a mandatory checklist item for recruiters: “Include Lehigh Valley lifestyle highlights in every job post and candidate conversation.” Post this checklist where it can’t be missed, such as on your Teams board, in your ATS dashboard, or even as a pop-up reminder during job posting creation. You can also create a visual banner in your recruiting software or a weekly email prompt to remind teams to showcase the region's strengths.

2. Make It Attractive Turn the habit into something people want to do. Build a culture of sharing by encouraging recruiters to post fun facts or photos about the Lehigh Valley in internal channels. Celebrate creativity. For example, you can run a monthly “Best Lehigh Valley Highlight” contest with small 26

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Reduce friction so the habit feels effortless. Create ready-to-use templates for job descriptions, interview scripts, and candidate followup emails that already include regional highlights. Automate the inclusion of Lehigh Valley lifestyle language in your ATS so recruiters don't have to reinvent the wheel. Make content easy to find by subscribing to newsletters like Lehigh Valley Economic Development or Discover Lehigh Valley and storing updates in a shared folder. The easier it is to access and apply, the more likely the habit will stick.

4. Make It Satisfying Reward drives repetition. Recognize recruiters who consistently showcase the region—mention them in team meetings, give shoutouts on internal channels, or tie this behavior to performance reviews.

Celebrate wins when candidates cite community appeal as a deciding factor. You could even create a leaderboard or offer small incentives for those who make the biggest impact. As James Clear says, “What is rewarded is repeated.” Make the payoff visible and meaningful.

Make Your New Habits Last Embedding these habits will not just improve candidate experience; it can accelerate time-to-hire, strengthen your employer brand, and reduce offer declines. What is one habit you will champion in your organization to make talent attraction a competitive advantage in 2026?

LINC is a Lehigh Valley-based nonprofit that envisions communities and workplaces where everyone feels welcome, gets rooted, and thrives. LINC partners with employers to attract and retain talent from diverse backgrounds from all over the world.

To learn more, visit www.linc-lv.org.

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From Vision to Legacy: How Leaders Build Companies That Outlive Them ASHLEY RUSSO, CO-FOUNDER & TINA HASSELBUSCH, CO-FOUNDER, TURNSTONE CREATIVE

Change is a constant in business, but the way leaders respond to it determines whether their organizations simply weather the transitions or emerge stronger because of them. Building a future-ready company requires intention. It means thinking beyond immediate needs and recognizing that the decisions we make today shape the stability, culture, and leadership of tomorrow.

As two leaders who have worked alongside each other in the Lehigh Valley for many years, we have seen how thoughtful planning and shared leadership can transform the trajectory of an organization, or not. Through successes, challenges, and countless conversations, we have reached a shared belief: succession planning is not an endof-career conversation. It is a mindset that influences how leaders develop teams, structure organizations, and prepare for change long before it arrives.

For many business owners, succession planning is kicked down the road like an old can. For us, the process began not out of necessity but out of a shared vision of our futures. It was not a last chapter, but a series of conversations and possibilities for a new brand, Turnstone, that started to take shape when both companies were thriving. Ashley's understanding of succession planning's value began in her childhood, within her family's multigenerational business, where the continuity of leadership was an integral part of daily operations and dinner conversations. Tina learned the lesson differently, having watched her father's business come to an end without a plan to carry it forward despite his last-ditch best efforts. Together, these experiences have shaped a shared view that protecting a company's future must begin well before circumstances force it.

Over the past year, we have taken an even deeper look at what succession planning truly requires and realized it's more than identifying who will lead next. It involves an honest examination of financial health, future revenue goals, philanthropic commitments, and the hard decisions that determine long-term stability. These are the kinds of choices that are significantly easier to confront earlier rather than later. While every organization will approach the process differently, we have found immense value in facing these realities with transparency and curiosity… and approaching them together.

We are fortunate to have a friendship that far surpasses our business relationship. While friendship isn't a necessary cornerstone, planning for the future can become even more powerful when paired with meaningful partnerships. Businesses that create strong, intentional relationships expand capacity, strengthen impact, and increase resilience. We have both seen how the right partnerships can 28

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accelerate growth and extend a mission's reach far beyond what a single team could accomplish.

ASR Media's long-standing relationship with St. Luke's University Health Network has demonstrated how two teams can function seamlessly when aligned around a shared purpose and effective communication. Together, we have developed shared systems for creative exchange, aligning messaging and content in a way that elevates both organizations. The partnership has allowed each team to innovate more quickly, tell richer stories, and ultimately achieve more together than either could have alone.

Social T Marketing & PR's relationship with United Way of the Greater Lehigh Valley has reinforced the same truth from a different vantage point. When United Way approached its centennial without a marketing lead, Social T stepped in to provide steady guidance during a pivotal moment. What began as tactical support soon evolved into a partnership rooted in trust, strategy, and a shared vision. Even as United Way built its internal team, Social T continued to play a key strategic role in shaping communications and supporting essential community work. These experiences have shown us how vital it is for organizations to build relationships that support their missions in moments of both certainty and transition.

Our combined experiences have taught us that the future will belong to businesses that think ahead with clarity and welcome collaboration as a tool for long-term stability. Succession planning and partnership are deeply connected. When leaders prepare people early, communicate with openness, and build healthy relationships across sectors, their organizations are better equipped to navigate uncertainty.

Leadership plays a central role in this. Teams look to their leaders for steadiness, enthusiasm, and a clear sense of direction. Not every internal decision can be shared, but the vision always can. When a leader communicates confidently about where the organization is heading, the uncertainty of change becomes easier for people to navigate. Vision is what anchors a team, even when the details are still shifting.

Our encouragement to other business owners is simple: begin earlier than you think you need to. Invest in people long before they are required to lead. Seek out partnerships that expand what your organization can accomplish. Take time to understand your financial reality and long-term goals. These actions, taken consistently and intentionally, place an organization on a path to grow stronger through change rather than be disrupted by it.

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NETWORK MAGAZINE TECH TALK FOR SMBS With Eric DiFulvio, Co-CEO, MCIT

AI in the Workplace

Why SMBs Need a Strategy Before They Touch a Tool?

Tech Talk for SMBs helps small and medium-sized businesses become informed technology decision makers. The goal of this column is to bust the myths and show SMBs how to make technology work for them. I'm Eric DiFulvio, Co-CEO of MCIT, a local Managed Services Provider (MSP), and I'm here to share practical insights from over a decade of IT leadership and leading digital transformation at enterprise-level businesses. Through this column, I'm thrilled to extend that knowledge to you.

AI is already in your market.

Even if you are not using it yet, your competitors are testing it, your vendors are baking it in, and your customers are being trained to expect faster, smarter service. So, the question is not. “Should we use AI?” The real question is. “How do we adopt AI in a way that actually helps our business instead of creating chaos?” Jumping into tools without a plan is one of the fastest ways for a small or mid-sized business to waste money, frustrate staff, and increase risk.

AI will not fix your problems. It will multiply them.

If your processes are inconsistent, your data is scattered, and nothing is documented, AI will not be able to save you. It will just help you do the wrong things faster.

Think of AI like a power tool.

With a clear plan, it is a game-changer.

Without a plan, it is both dangerous and expensive.

Before you bring AI into the business, you need to decide exactly what you want it to do.

Start with business problems. Not tools.

buy a few licenses and see what happens.” That’s backwards. You should be asking: • Where are people stuck doing repetitive, copy and paste work?

• Where are we slow to respond, quotes, proposals, tickets, emails, scheduling?

• Where are we flying blind? No reliable reporting, no clear view of what is happening • Where do things live in one person’s head and fall apart when they are out?

Those are the first places AI can help. Once the problem is clear, choosing tools is easy. When the problem is vague, everything looks shiny, and nothing sticks.

A simple AI approach for SMBs You do not need a 50-page roadmap. You need a practical plan you can execute.

1. Process before AI - Do not automate a mess.

Pick one workflow. Proposals, ticket triage, onboarding, collections.

Map the steps, who does what, and where it stalls. Clean it up and standardize it. Only then ask, "Where could AI draft, summarize, or route this better?"

2. Data and security first - AI needs information to be useful. That does not mean it should see everything. Decide what data is in bounds and what is not. Put simple guardrails in place. Policies, permissions, approvals. Train staff on what is safe to share and what is off limits. A small business cannot afford an AI-related mistake with customer or employee data. An AI Acceptable Use Policy is a great first step here!

Too many companies start with. “We should try ChatGPT,” or “Let’s

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3. Invest in people, not just licenses - Most failed AI projects are really failed training projects.

Show your team how AI fits into their role. Give clear expectations.

When to use it, when not to. Make it clear that roles will change as AI takes on busywork. The goal is not to bolt AI on top of their day. The goal is to redesign the day so people spend more time on judgment and relationships, less on low-value tasks.

4. Tie AI to real results - “Cool demo” is not a business outcome.

Track time saved per task or per person. Reductions in errors, rework, or missed follow-ups. Revenue impact from faster quotes, increased outreach, and improved retention. If you cannot measure it, do not roll it out. Prove value on one process, then expand.

5. Move in phases. Not all at once - You do not have to become an "AIpowered company" in a year, but you do need to move with a purpose.

Start with a foundation: policies, training, and one to three highimpact use cases. Then expand to more departments. Then scale with deeper automation, integrations, and reporting. That keeps you from chasing every new shiny tool and lets you build momentum without overwhelming the team.

What this actually looks like Picture a small company that consistently struggles to submit proposals on time. The owner decides they "need AI," buys a few licenses, and tells the team to use the new tools to be more productive. A few people try it. A few ignore it. Six months later, proposals are still slow, nobody can explain the value, and AI has turned into just another subscription.

Now flip it. Same company, same constraints. This time, they start by naming the real problem. "Our proposals take too long, and we lose

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deals." They sit down and map the process: how requests come in, who gathers information, who writes, and who approves. They identify the bottlenecks, eliminate unnecessary steps, standardize the format, and establish a clear path from request to delivery.

Only then do they bring AI into the mix. It drafts first versions based on a standard template. It turns client notes into clear bullet points. It suggests options or add-ons that the rep might forget. They measure how long proposals used to take compared to now. They track close rates and follow-up speed. Within a few months, proposals go out faster, sales spend more time talking to customers and less time formatting, and leadership can point to real numbers showing the impact.

Same market. Same technology available. One business messes around with tools. The other uses AI as a lever on a specific problem and gets paid for it.

Why this matters now It is tempting to say. “We are small. We can wait.”

You cannot.

Bigger competitors are already utilizing AI to respond more quickly and operate more efficiently. Smaller competitors are using it to look bigger and more polished than they are. If you ignore AI, you are not staying level. You are sliding backward. If you rush in without a strategy, you are just burning time and money. The path forward is not “no AI” or “AI everywhere.” The path forward is intentional AI. Start small. Pick real business problems. Protect your data. Train your people. Measure results. Build from there. SMBs that treat AI as a core business decision, not a tech toy, will be the ones that keep up and then pull ahead.

philantropy

20 Years of United Way Community Schools UNITED WAY OF THE GREATER LEHIGH VALLEY

Students supported. Families connected. Communities strengthened.

At United Way of the Greater Lehigh Valley, we believe that thriving students are the foundation of thriving communities.

But for too many students in our region, the path to success is filled with challenges like language barriers, anxiety, housing instability, and lack of access to basic needs that make learning harder than it should be.

In the Greater Lehigh Valley: • Two in three third graders are not reading on grade level • Nearly one in three children isn't ready for kindergarten • Two in five teens report feelings of depression The Community School model began in 2005 with a simple yet powerful idea: when students face barriers such as hunger, housing instability, or a lack of access to healthcare, their attendance, behavior, and academic performance suffer. By connecting families to trusted relationships and essential resources, schools can become the center of a thriving community.

counties, the results speak for themselves. Community Schools have improved attendance, strengthened family engagement, and fostered a sense of belonging that carries from the classroom to the neighborhood. In the past two years alone, students in Community Schools have outperformed their peers across the region and the state in academic growth.

Each school is supported by a full-time Community School Coordinator who brings together educators, nonprofits, local businesses, and caring volunteers to meet the unique needs of students and families. Together, these partnerships have helped nearly 20,000 children access after-school programs, health services, and opportunities to learn and lead.

As United Way celebrates this 20-year milestone, the vision ahead is clear: to continue expanding opportunities, deepening partnerships, and aligning systems so that every child in the Lehigh Valley has what they need to succeed.

Looking forward, United Way has announced a new bold vision: Every School a Community School. This next chapter builds on two decades of success. It aims to ensure that every student, in every neighborhood, is surrounded by the support they need to learn, grow, and thrive.

From that first partnership to today's network of 34 schools across five school districts in Lehigh, Northampton, and Carbon 32

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Network Magazine 4th Annual Golf League Spring/Summer 2026

Shepherd Hills Golf Club 2-Person Teams $25 / Week / Golfer with Cart Monday’s – Tee Times 4:30pm to 5:30pm Start date April 20th (16 weeks) Contact David Olson (m) 610-504-4880 davidolson@bmimergers.com

lifestyle

Feeding the Lehigh Valley, One Table at a Time BOBBY HOWELL, CHEF / OWNER, HOSTED BY HOWELL & WINSOR DELI I’m Chef Bobby Howell, and I build community by feeding people.

Sometimes it’s a private in-home dinner, sometimes it’s a busy lunch rush at Winsor Deli, and sometimes it’s cooking for a room full of strangers who leave feeling like friends.

I've been in kitchens for more than twenty years. I trained at the Culinary Institute of America. I helped open some of the Lehigh Valley's best-known spots, including what's now Wind Creek's Chop House, Emeril's Italian Table, Carnegie Deli, and St. James Gate. I loved the energy and the standards in those rooms, but I also saw something missing: the intimacy. In a huge restaurant, you might crush service, but you don’t always get to look someone in the eye and feel how that meal changed their day.

Hosted by Howell is my answer to that. It started as a private chef and catering company built around one simple idea: you should actually enjoy your own party. I come into your home or venue, plan a menu tailored to your guests, cook from scratch, serve, clean up, and disappear—leaving you with compliments and none of the chaos. Over time, it has grown into weddings, showers, corporate events, and other moments where people want great food without the stress.

Then Winsor Deli entered the picture. When the opportunity came up to take over a neighborhood deli on Tilghman Street in Allentown, it clicked immediately. I thought, “Why should chef-level food only live in special-occasion dining rooms?” Now “Hosted by Howell presents Winsor Deli” is our everyday home base for breakfast, lunch, and catering. We’re slinging breakfast sandwiches, soups, cheesesteaks, big loaded salads, and weekly specials you can actually get on a lunch break—no white tablecloth required. The idea is comfort food with a chef's brain behind it: house-made dressings, thoughtful flavors, generous portions, zero pretense.

If you want the polished version of that story, you can now find us online at windsordeli.com. The site is new, but the heart of it is simple: it’s the digital front door to what we’re already doing every day—feeding people well, answering questions, making catering easier to book, and giving folks a sense of who’s behind the counter. I’m not interested in hiding behind stock photos and buzzwords. If you walk into the deli after seeing us online, I want it to feel like what you expected—just with better smells.

Community isn’t a marketing line for me; it’s the business model. We host and cater events that raise money and awareness for things 34

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that matter here, including Dine + Donate dinners at Winsor Deli. We collaborate with local partners, show up for fundraisers, and say “yes” to a lot of things that don’t always make perfect spreadsheet sense but feel right for the Valley. That’s the stuff that turns “a place to eat” into “our place.”

On paper, I wear a lot of hats—private chef, caterer, deli owner, and licensed real estate broker. It sounds like three different careers until you zoom out. What I really do is build spaces where people feel taken care of, whether that's a dining room, a backyard tent, or a new home.

Food is the fastest way I know to knock down walls between people.

You sit, you eat, you talk, and suddenly strangers aren’t strangers anymore.

Looking ahead, my vision is straightforward: keep Winsor Deli a neighborhood staple, grow Hosted by Howell into the go-to name for chef-driven events in the Lehigh Valley, and use both to lift up the community that supports us. That means more collaborations, more cause-driven dinners, more teaching moments, and more chances for busy people to slow down around a table—without adding one more thing to their to-do list.

If you’ve read this far, you’re probably the kind of person who cares about local businesses, relationships, and real stories—not just logos and taglines. So, here’s my ask: if you’re planning a gathering, need lunch for the office, or want to turn a life moment into something guests actually remember, reach out. Come see us at Winsor Deli, explore Hosted by Howell, poke around windsordeli.com, or just stop in and say hi.

I’ll be the guy in the kitchen, doing what I do best—feeding our guests, listening to the community, and quietly plotting the next way we can make the Lehigh Valley feel a little more like home.

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lifestyle

Reclaiming Carmenère:

Washington’s Bold Answer to Bordeaux’s Lost Grape KIM MCCULLOUGH, CO-FOUNDER & OWNER, CELLAR BEAST WINEHOUSE

Some grapes are born into stardom, such as Cabernet Sauvignon, Chardonnay, and Pinot Noir. Others must wait centuries to be rediscovered. Carmenère, once a staple of Bordeaux, nearly vanished after phylloxera devastated French vineyards in the 19th century. Misidentified for decades, it quietly survived in South America, only to be recognized again in the 1990s. Now, in the volcanic soils and cool nights of Washington State, Carmenère is finding yet another new home, with Cellar Beast Winehouse helping lead its revival.

From Bordeaux to Yakima Carmenère was once cherished in Bordeaux for its deep color, plush texture, and aromatic intensity. But its susceptibility to disease and inconsistent ripening made it vulnerable. When the phylloxera epidemic ravaged vineyards in the late 19th century, Carmenère fell out of favor. Most assumed it was extinct.

Unbeknownst to many, Carmenère had already made its way to Chile, where it was mistakenly planted and labeled as Merlot. It wasn’t until 1994 that a French ampelographer discovered the truth, that Chile’s Merlot was, in fact, Carmenère. The country quickly adopted this revelation, making Carmenère its signature red grape.

Today, Chile boasts more than 25,000 acres of Carmenère, primarily in the Colchagua, Maule, and Rapel Valleys, where the warm, dry climate supports lush, fruit-forward wines known for notes of ripe plum, blackberry, green bell pepper, and soft spice. Chile remains the global benchmark for Carmenère, but other regions are quietly redefining its potential.

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A New Home in Washington Washington State, by comparison, grows Carmenère on a far smaller scale, fewer than 30 acres statewide. It remains one of the rarest vinifera plantings in the region, typically reserved for micro-blocks and experimental bottlings. But in this underdog status lies opportunity.

For winemakers who value distinction, Carmenère offers a canvas with which few others are working.

Among those embracing the challenge is Cellar Beast Winehouse.

Since 2021, we’ve been sourcing Carmenère from the family-owned Pontin del Roza Vineyard in Yakima Valley, where hot summer days and cool desert nights give the grape the full hang time it needs to ripen while retaining acidity and structure. Gravelly soils and minimal irrigation further concentrate flavor and balance.

“We love working with Carmenère because it walks a line between classic elegance and rustic intensity,” says Mark Pagliaro, Winemaker at Cellar Beast. “It has all the aromatic intrigue of Cabernet Franc but finishes with this smoky, spicy grip that makes it totally its own.”

A Beast Worth Taming In 2021, we released Dark Angel, our first Carmenère-forward blend, featuring 94% Carmenère and 6% Petit Verdot, aged 16 months in French oak, with 20% of the barrels new. It’s a wine designed to showcase the grape’s complexity without overshadowing its core identity.

The aromatics open with charred poblano, cracked pepper, and black MyNetworkMag.com

raspberry. On the palate, the structure is polished yet firm, with silky tannins framing layers of dark fruit, roasted herbs, and earth. The finish is marked by savory depth and a lasting echo of spice.

Unlike Chile’s richer, more fruit-forward expressions, Washingtongrown Carmenère expresses restraint and balance. Our approach emphasizes whole-berry fermentation, minimal extraction, and the use

extended aging, and patient blending. This philosophy is rooted in respect for the fruit’s origin and expression.

“Carmenère fits naturally into that philosophy,” says Head Winemaker Matt Check. “It’s a grape that asks for your full attention; if you give it the space and time, it repays you in complexity and balance. You can’t rush it, but when it’s right, it sings.”

That hands-off mindset shines through in Dark Angel, which has quickly become a signature offering for Cellar Beast. Its depth and uniqueness have made it a favorite among wine club members, tasting room visitors, and sommeliers looking to diversify their lists.

Looking Forward

of neutral French oak, allowing the fruit, spice, and mineral character to shine without distraction.

The Cellar Beast Philosophy At Cellar Beast, we take pride in applying Old World winemaking methods to premium West Coast fruit. Every vintage, we hand-pick grapes at peak physiological ripeness, then transport them across the country under cold-chain conditions, arriving at our Pennsylvania winery within three to four days of harvest.

Once the fruit is in the cellar, we rely on gentle, hands-on techniques: native or carefully selected yeasts, small-batch fermentations,

As American wine drinkers continue to explore lesser-known varietals, Carmenère is poised for discovery. Its distinctive profile of ripe fruit, peppery spice, and earthy depth offers a compelling alternative to more familiar reds. For those seeking wines with a sense of place and character, Carmenère delivers both.

While plantings in Washington remain small, their impact is growing.

Each vintage, we see the potential deepen, not just for Carmenère as a varietal, but for the story it allows us to tell: one of resilience, rediscovery, and craft.

At Cellar Beast, we believe Carmenère has more to say. With thoughtful sourcing and a philosophy grounded in patience and precision, we’re helping shape a new chapter for a grape nearly lost to time.

For Carmenère, that voice is finally being heard again - deep, spicy, and resonant. Visit www.cellarbeastwine.com to learn more about Carmenère and other varietals.

lifestyle

Redefining AllInclusive Luxury: A Look at the New SLS Playa Mujeres JENNIFER DONCSECZ, CTIE, PRESIDENT, VIP VACATIONS INC CERTIFIED TRAVEL INDUSTRY EXECUTIVE

A new all-inclusive resort, located north of Cancun, Mexico, offers an upscale experience for families and couples. The concept of all-inclusive luxury has been dramatically elevated with the debut of the SLS Playa Mujeres. This SLS is the brand's first venture into the all-inclusive resort market, strategically located in the exclusive, gated community of Playa Mujeres, situated just north of Cancún, Mexico. This location is ideal, offering the best of both worlds: tranquil seclusion away from the crowded Hotel Zone, yet with convenient proximity to the region's main attractions and just 30 minutes from the Cancún airport. I traveled to this resort in November 2025 and was blown away.

Opening its doors in late 2024, this sophisticated Mexican Caribbean retreat promises a blend of the brand's signature extravagant style and an unparalleled array of upscale amenities. Part of the luxury ACCOR hotel brand, this SLS features 498 lavish rooms and suites, many of which offer swimout access or private terraces with rooftop Jacuzzis. For the ultimate indulgence, the all-new SLS Elite category introduces personalized butler service, private check-in, and exclusive access to a dedicated pool and beach area.

The resort's public areas, including the lobby and bars, are designed to be inviting and stylish with striking art installations that create an atmosphere of sophisticated entertainment and posh surroundings.

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Culinary artistry is also a cornerstone of the experience at this resort! This all-inclusive resort has 18 distinctive restaurant and bar concepts. The resort has made a concerted effort to create dining options with a focus on unique, upscale menus.

The food is incredible and lives up to the 5-star rating. Two of my favorites are the Italian Trattoria called Fi'lia, and the New York-style steakhouse called Union. This resort also features an Asian fusion restaurant and a Mexican restaurant, along with several other dining options. Closer to the beach is their Mediterranean beach club, which is a definitive departure from the typical all-inclusive fare. One of their fun bars is "Smoke & Mirrors," which is a Speakeasy and Cigar bar.

Beyond the dining, the resort is a true destination for wellness and entertainment. The sprawling 20,000 square foot Ciel Spa offers thermal baths (hot & cold plunge pools) and 20 treatment

rooms. There is also a state-of-the-art fitness program and a large fitness center called SLS Sculpt.

For families, the Coati Club and Teen Lounge offer a range of fun activities, and there is also a water park available. For kids and adults, there is a plush indoor theater/cinema. The resort also features four swimming pools, a private marina, and a nearby Greg Norman-designed golf course.

The new SLS Playa Mujeres successfully marries the ease of all-inclusive travel with high-design, world-class dining, and a vibrant, luxurious lifestyle. The amenities are extensive and cater to every guest, from families to couples seeking luxury and relaxation.

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