™
FALL 2026
CONNECTING LEADERS | CREATING BUSINESS
Join the Lehigh Valley's first ever. high end, business leader driven, B2B magazine. Advertise@MyNetworkMag.com MyNetworkMag.com
NETWORK MAGAZINETM is direct mailed to Lehigh Valley’s professional services industries as highlighted below along with manufacturing companies and attorney’s representing Lehigh County and beyond. • Accounting • Construction • Consulting • Engineering • Financial • Human Resources • Legal • Marketing • Medical • Real Estate • Technology
NETWORK MAGAZINE™ Summer 2026 Release Party at Legends Cigar Bar PHOTOS BY KATE LYNN OF K8 PICS
SUBTLY REFINED. Authentically You. The most beautiful results never look overdone. They simply look like you at your very best. At St. Luke’s Plastic & Reconstructive Surgery, our skilled plastic surgeons combine artistry with precision to achieve natural-looking results tailored to your individual goals. Whether refreshing, refining, or restoring, we’re here to help you feel more confident and radiant in every aspect of life.
484-526-1260 | sluhn.org/plastics
contents
06 Regulating Short-Term Rentals in HOA
26 Planning the Bottle Years Before Someone
08 Not Your Father's Handshake Deal: Protecting
30 Three Cigars, Three Evenings 32 Network Magazine Fitness Talk For The Busy
Communities
Opens It
Your Rights in the Digital Age of Litigation
10 East Stroudsburg Mom Sets Daily 'Gratitude Alarm' After Surviving Breast Cancer
12 Building Tomorrow’s Success Stories Today 14 Exploding Technology’s Effect on Professional Tax Preparation Services
16 Medicare & ACA History Unfolded 18 A Market in Transition: Where Real Estate Opportunity Is Emerging
22 The Smart Buyer’s Guide To Purchasing Commercial Real Estate
Professionals
34 Caribbean Overwater Bungalow Without The Long Flight
36 WOW, this is different! 38 When Experience Gets in the Way of Innovation 40 Network Magazine's Executive Edge: Illuminate the Hidden Costs of Turnover
42 The Human Edge: Ready, Fire, Aim 44 Gratitude and Gentleness at Work
24 Network Magazine Tech Talk For Smbs: Green, Amber, Red
•adindex
07 Alcom Printing 21 American Cancer Society 35 Anthony Limousine 21 ASAP Business Support Services, Inc.
13 Ben Franklin Technology Partners
37 Bridgeman Financial 17 Bridgeman Strategic Concepts
15 Buckno Lisicky & Company 28 Cellar Beast Winehouse 39 Daigle Cooper & Associates 37 enTrust Merchant Services
2
NETWORK MAGAZINE™
09 Fitzpatrick Lentz & Bubba 03 Historic Bethlehem Museums & Sites
20 Kaplan Private Lending 31 Legends Cigar Bar 43 Lehigh Financial Group 11 Lehigh Valley Health Network, Part of Jefferson Health
33 Made of Muscle Training 25 MCIT 05 McCarthy's Red Stag Pub and Whiskey Bar
15 Morganelli Properties 23 Norris McLaughlin
33 Olde Homestead Golf Club 29 Punch Garage Marketing 41 Rich Mar Florist 01 St. Luke's University Health Network
41 The Barristers Club 43 The Seltzer Group 33 Timbre Productions 19 TWG Security 05 Wilhelm & Roemersma, P.C. Back Cover (Inside) Desales University
Back Cover
Desales University
MyNetworkMag.com
Make Your Next Event
Truly Historic! • Corporate Retreats • Team-Building Events • Anniversary Celebrations
• Retirement Parties • Luncheons • Weddings
Host your next gathering in the heart of history. Unforgettable venues. 18th-century charm. Modern hospitality. Ask about our new Bethlehem & the Revolution Tour. Contact: Rachel Bell rbell@historicbethlehem.org
610-882-0450 HistoricBethlehem.org
The partners of NETWORK MAGAZINE™ proudly present the latest edition of the Lehigh Valley's first ever, high end, business leader driven B2B magazine. Our goal is to continually present our readers relevant content to build your organization, from the region's top business leaders and experts on today’s industry news and trends. 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. To learn more about how you can become a part of NETWORK MAGAZINE™ as a Contributor or an Advertiser, please contact Ray Bridgeman: ray@mynetworkmag.com.
PUBLISHERS
Ray Bridgeman & Chris Morganelli ART DIRECTOR Casey Damrose EDITORIAL DIRECTOR Ray Bridgeman EDITORIAL ASSOCIATE Jenn Ebert COVER PHOTO DeSales University EVENT PHOTOS Kate Lynn of K8 Pics
For advertising inquiry and rates please contact Ray Bridgeman 610.573.7585 or email ray@MyNetworkMag.com
™
Join our Network
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.
4
NETWORK MAGAZINE™
MyNetworkMag.com
MyNetworkMag.com
NETWORK MAGAZINE™
5
Regulating Short-Term Rentals in HOA Communities TAISHA K. TOLLIVER-DURAN, KINGSPRY PARTNER, COUNSELS HOMEOWNERS
Short-term rentals have become increasingly popular in recent years, offering homeowners an opportunity to generate additional income while providing travelers with flexible lodging in desirable communities. For homeowners’ associations, however, the rise of short-term rental platforms has created new questions about safety, enforcement, insurance, and the residential character of the community. As more owners consider listing their homes for weekend or vacation stays, associations must determine whether their governing documents permit short-term rentals, whether restrictions are appropriate, and how those restrictions can be adopted and enforced.
Association Restrictions on Short-Term Rentals The definition of a short-term rental may vary by association, but it commonly includes the lease or occupancy of a home for fewer than thirty (30) days. In Pennsylvania, homeowners’ associations may have authority to restrict or prohibit short-term rentals in their communities, depending on the language of their governing documents and applicable statutory requirements under the Uniform Planned Community Act.
What Are Some Common Restrictions? Common restrictions may include requiring owners to obtain approval before listing a property, registering short-term renters with the association, providing occupant information, maintaining adequate rental insurance, or limiting the number of rentals permitted each year. Associations may also restrict access to amenities, apply pet rules to renters, and impose conduct standards intended to reduce disruption within the community.
Why Do Associations Restrict Short-Term Rentals? Although short-term rentals may generate income for homeowners and support local economies by generating tax revenue, various issues can arise when non-owners rent out a home for the weekend. Associations may be concerned with: • Damage to the leased premises and surrounding common areas; • Noise disturbances due to non-owners and their guests; • Violations of association rules by non-owners; and • Overcrowding in the community, particularly in parking lots.
To be enforceable, short-term rental restrictions must be authorized by and consistent with the association’s declaration, its supreme governing document. Pennsylvania courts have interpreted an association’s declaration as “the equivalent of a contract between the members of the homeowners’ association and the association itself.” Chan v. Ass'n of Prop. Owners of the Hideout, Inc., 323 A.3d 92, 102 (Pa. Cmwlth. 2024).
Associations may also experience increased exposure to claims, including the risk of damage to common areas by non-owners and potential gaps in standard homeowners’ insurance policies that do not cover short-term rental activity. Given these concerns, many associations view short-term rentals as both a safety issue and a source of liability exposure, prompting some to adopt restrictions or to prohibit short-term rentals altogether.
In practical terms, this means an association cannot enforce restrictions through its bylaws or rules if those restrictions would conflict with or exceed the authority granted to the association in its declaration.
Compliance Recommendations for Homeowners
6
NETWORK MAGAZINE™
Homeowners interested in short-term renting should check their association’s governing documents before listing the rental. By MyNetworkMag.com
obtaining a copy of the governing documents, they can determine the extent to which short-term rentals are allowed. From there, homeowners can make informed decisions about their obligations and whether to list their property. When homeowners violate short-term rental rules, they will likely receive a notice from the association directing them to stop. This allows the homeowner to correct the violation by discontinuing the rental activity and avoiding further enforcement action. However, if violations continue, an association may escalate to its formal enforcement process, which could result in fines, legal action, or other consequences set forth in the governing documents.
Effective Strategies for Homeowners’ Associations For associations considering how to regulate short-term rentals, clear and carefully drafted rules are essential. These rules should address a host of issues, including:
• The person responsible for enforcing the short-term rental restrictions; • The investigation process for violations of the rules; and • Consequences for non-compliance. Once legally enforceable rules are established, associations should enforce them fairly and consistently. If the rules are not enforced, homeowners may have little incentive to comply. Moreover, if the rules are enforced selectively against some members and not others, the association may expose itself to claims of discriminatory or inconsistent enforcement. Ultimately, short-term rental restrictions are most effective when they are clearly authorized by the governing documents and consistently enforced. Associations are encouraged to take a proactive approach by reviewing their declarations, identifying community-specific concerns, and adopting legally enforceable rules that meet their needs.
• What constitutes a short-term rental; • The type of restrictions imposed, including whether the association categorically bans short-term rentals or permits them up to a certain extent; • Conduct policies for renters and occupants, including their use of common areas, parking, and trash services;
KingSpry Partner, Taisha K. Tolliver-Duran, counsels homeowners’ associations to ensure compliance with their governing documents and applicable laws. If we can be of assistance, please contact our real estate attorneys at 610-332-0390 or ttolliver@kingspry.com.
• Maximum occupancy limits in accordance with applicable building codes and safety regulations; • The person complaints about short-term rentals should be reported to;
SMART MARKETERS KNOW: PERSONALIZATION ISN’T OPTIONAL - IT’S POWERFUL. Today’s most effective campaigns use variable printing to turn data into meaningful connections. Alcom helps brands create personalized print pieces that capture attention, build loyalty, and drive measurable results.
See how personalization drives performance
alcom-ad-q4-2025-2.indd 2
MyNetworkMag.com
11/13/25 9:50 AM
NETWORK MAGAZINE™
7
Not Your Father's Handshake Deal: Protecting Your Rights in the Digital Age of Litigation MAXWELL ALLANSON-DUNDON, ASSOCIATE ATTORNEY AT FITZPATRICK LENTZ & BUBBA “Back in my day, a handshake used to mean something.” I hear this (and similar versions of this) phrase often as an attorney. Even to this day, many relationships and agreements are governed by handshakes, nods, oral statements of acceptance, all without writing anything down. This includes deals on informal property distributions, contractor projects, promotions at work, etc. Unfortunately, time passes, parties' memories fade, circumstances change, and money, family, or otherwise become involved. Then the next thing you know, you have a disagreement and a real problem on your hands. Contrary to popular belief, the handshake deal isn’t gone, but in order to maintain its strength, parties need to protect their rights with specific documentation and physical evidentiary support to avoid conflicts in this digital era.
Agreeing to a Degree A handshake can still be legally binding in particular circumstances. In Pennsylvania and most states across the country, the handshake is generally still considered evidence of the acceptance and formation of a legally enforceable oral contract. The required elements to form a contract are an offer, acceptance, and consideration. Simply put, that means you need one party to offer terms of an agreement to another party; the party being offered must agree to those terms, and in those terms, there needs to be a quid pro quo of sorts, or as I often refer to it, both parties need to have some "skin in the game." As with most simple contracts entered into every day, a handshake can still govern. Certain contracts, the list of which varies from state to state, such as contracts for the sale of goods over $500, sales of real estate, or contracts that cannot be performed within one year, among others, must be in writing. These contracts fall under what is called the "statute of frauds." For those particular contracts, the handshake deal is entirely unenforceable and does not create a valid agreement. This is just another reason why you should always think twice before entering into an agreement with a handshake, because it may not mean anything at all.
Agree to Disagree What happens when the "bulletproof" agreement made over dinner and capped off with a handshake falls through, and both parties are now fighting over what was agreed upon? We've now entered the "he-said, she-said" scenario, where everyone is losing time, money, 8
NETWORK MAGAZINE™
and energy fighting over an agreement that both parties thought was unbreakable. It is usually at this point that an attorney is hired and will ask their client for documentation or evidence regarding the purported agreement, such as: • Emails and text messages - Discussions about price, scope of agreed-upon work, mandatory deadlines, responsibilities of the parties, payment terms, etc. • Invoices and payments - An invoice that was sent and paid (or not paid) is a strong indication that both parties understood there was an obligation and what was owed as a result of failure to perform. • Proposals, estimates, and quotes - Even if not a signed contract, these types of documents help provide insight into what terms were offered and what terms parties thought they had agreed upon. • Actual performance by the parties - Evidence of what either party actually performed as a result of the alleged agreement can be really powerful support one way or the other. Having any of these in your back pocket, even when the original deal was a handshake over dinner, can be extremely helpful should litigation arise.
Let’s Shake on It (With a Writing Outlining our Terms) This article should not be read as an opinion piece urging parties to stop building and cultivating the professional relationships between business partners and colleagues that older generations tell us about. It is still extremely important to be active in our communities and to enter business relationships founded on trust and respect, in which both parties would be happy to enter a "handshake deal" without batting an eye. However, it is crucial to remember that in business, protecting your rights and assets must always be at the forefront of your actions. You never know when a disagreement may arise, or when a differing understanding of terms that were orally agreed upon decades ago may prove extremely costly in the future. Regardless of which deals are legally required to be in writing, it is this author’s understanding, and strong call to action, that every single deal or agreement entered—no matter how large or small—should be in writing, signed by both parties, outlining the key terms and obligations thereof. Deals should be well-documented, recorded, drafted, edited, revised, and highly scrutinized before both parties agree to "shake on it."
MyNetworkMag.com
FLB BUILDS THE CASE. YOU BUILD WHAT’S NEXT.
Trial Strategists. Advocates. Relentless Defenders. When disputes escalate, experience and strategy matter. The Litigation & Trial Practice Attorneys at FLB build litigation approaches designed to protect what you’ve built—your business, your assets and your future. WE REPRESENT: • Businesses navigating complex commercial disputes, contracts and high-stakes risk • Individuals protecting their rights, reputations and financial interests • Organizations facing regulatory, operational and industry-specific challenges From early strategy through trial, we prepare every case with precision and purpose, positioning you for resolution, or victory when it counts.
ALLENTOWN | CENTER VALLEY | EASTON F L B L A W. CO M • 6 1 0 - 7 9 7 - 9 0 0 0
health & sciences
East Stroudsburg Mom Sets Daily 'Gratitude Alarm' After Surviving Breast Cancer LORI MCFERRAN, LEHIGH VALLEY HEALTH NETWORK, PART OF JEFFERSON HEALTH 'Extraordinary healthcare professionals' carried her through her darkest moments A woman full of life, Tiffney Lane, works as a quality-of-life director, is a wife, and mother of three "amazing" children, and is now a breast cancer survivor with an inspiring story to tell. She says that while hearing the word "cancer" initially filled her with fear, she kept her focus on the "right now." She put her faith in her healthcare team and in God, believing whatever it was, she'd get through it. "I had no other choice but to persevere," she says. "And I had the best doctors."
Warning signs not to be ignored Tiffney was visiting a friend in Texas in 2022 when she first had some telltale symptoms of breast cancer. When she got home, she saw her OB-GYN, who ordered a magnetic resonance imaging (MRI) test. From there, she had a biopsy, which revealed ductal carcinoma in situ (DCIS), a noninvasive, stage 0 breast cancer fueled by hormones. She was referred to surgical oncologist Krista Bott, MD, at Lehigh Valley Topper Cancer Institute, part of Jefferson Health. Tiffney's case went to the tumor board, a group of doctors from multiple specialties. It was discussed with Tiffney 10
NETWORK MAGAZINE™
at the multidisciplinary clinic. This is where breast surgery, radiation oncology, and medical oncology all meet with the patient to discuss the most effective plan. The recommendation was surgery first, followed by treatments to reduce the risk for recurrence afterward. Chemotherapy is not needed for DCIS because of the absence of invasive cancer. "DCIS is breast cancer that grows in the milk ducts," Dr. Bott says. "Sometimes, it can extend 'down the tube' of the milk duct and involve a wider area in the breast. Tiffney had a component of this, complicated by the involvement of the ducts going into her nipple. Therefore, her surgery required her nipple to be removed to get those ducts out."
A decision to make Dr. Bott says Tiffney had the option of a kind of lumpectomy where the nipple and areola are removed, or a mastectomy (removal of the entire breast). Both options offer equivalent survival rates and are equal as far as treating cancer. "The cancer was in my left breast. Dr. Bott gave me the facts and let me know there were no guarantees about cancer occurring in the right," MyNetworkMag.com
Tiffney says, noting there was no genetic aspect. She did not have dense breast tissue. "She let me make the decision myself and gave me the time to do it." Tiffney ultimately chose to have a mastectomy with reconstruction. She consulted Randolph Wojcik, MD, Chief, Division of Plastic Surgery, Lehigh Valley Institute for Surgical Excellence, part of Jefferson Health. During the initial consultation, the team reviews all reconstruction choices, weighs the pros and cons, and selects what's best for that patient. Considering that all surgery carries risks, including the possible need for additional surgery, Tiffney had to undergo several procedures to achieve a good reconstructive solution. She successfully received gel implants in October 2025. Today, Tiffney is "doing great, cancerfree," Dr. Bott says. "We will continue to watch her, but she is at a very low risk for recurrence."
More than a physical disease Dr. Wojcik emphasizes that there's more to cancer than physical recovery. "After 20-plus years, I've found addressing the mental side of the disease – along with strong support and positivity – leads to better outcomes stage to stage," he says. This rang true for Tiffney.
Throughout her experience, she never lost consideration for her family. Even as she faced her first surgery on Dec. 20, 2022, she made sure her family would be able to celebrate the holidays. She prepared her usual six Christmas trees and got matching pajamas for everyone ahead of time. She was also very sensitive to their reaction to her illness. "We focus on the patient, but children just sort of come along on the journey," she says. "They're scared, but there's no space for them to express their feelings." This acknowledgment caused Tiffney to create a workbook with pages for journaling, so families can work through their feelings. This dedication to family and her own emotional health aided Tiffney's healing process. "When I was going through this, I started setting a 12:30 p.m. grateful alarm every day," she says. "I would force myself to find something to be grateful for. I prayed to God, saying, 'I don't want this.' But the alarm, which I still set today, helped me find some joy." Tiffney says her recovery – both physical and emotional – was guided by her excellent care and a simple question: "Life is not always going to be the way you like, but what are you going to do with it?"
Learn about cancer care at LVHN.org/cancer.
More birthdays. More memories. More reasons to get a mammogram. Once you turn 40, you’re ready for an annual mammogram. Choose Lehigh Valley Health Network, part of Jefferson Health, for your screenings, clinical expertise, and unwavering support close to home. Same Day/Next Day Care virtual appointments available. 888-402-LVHN | LVHN.org/mammo
MyNetworkMag.com
NETWORK MAGAZINE™
11
accounting & finance
Building Tomorrow’s Success Stories Today ANGELO VALLETTA, PRESIDENT AND CEO, BEN FRANKLIN TECHNOLOGY PARTNERS OF NORTHEASTERN PENNSYLVANIA
In June, Nokia announced a $30 million expansion and the creation of more than 250 new jobs in the Lehigh Valley. This is a major win for Northeastern Pennsylvania’s economy. This investment reinforces what many of us already know: our Commonwealth can compete in advanced manufacturing, semiconductor technology, and other high-growth industries when we create the right environment for innovation. The story behind that announcement began more than twenty years ago. In 2002, a small team of approximately 10 employees was working in Allentown to develop promising new technology known as photonic integrated circuits. The company, Infinera, was young and largely unknown, and its future was far from certain. What happened next offers an important lesson about economic development: successful companies rarely become industry leaders overnight. They need investment, expertise, and partners willing to support innovation before success is guaranteed. Between 2003 and 2005, Ben Franklin Technology Partners of Northeastern Pennsylvania invested approximately $450,000 to help support Infinera’s Allentown operation. The local team 12
NETWORK MAGAZINE™
played a critical role in developing and manufacturing the photonic chips that became the foundation of the company’s breakthrough optical networking technology. Ben Franklin’s Chief Investment Officer, Wayne Barz, interacted with Infinera’s founding team. “We saw in the team the elements we always look for: passionate and talented leadership, amazing technology innovation, and an understanding of a rapidly growing market.” By 2007, Infinera had gone public. The Allentown operation had expanded significantly and become an important center for innovation and advanced manufacturing. Over time, that expertise and technology continued to grow, culminating in Nokia’s decision to acquire Infinera to strengthen its R&D capabilities and growth strategy in data centers. Nokia closed on the acquisition in February 2025. "The work being done at Nokia in Allentown today builds on more than two decades of technical expertise, investment, and innovation," said Darrell Engell, VP Optical Manufacturing & Allentown Site Leader at Nokia. "The collaborative business environment here, including the early support Infinera received from Ben Franklin, helped establish a foundation for growth that continues to support advanced technology development and manufacturing. Nokia is proud to keep MyNetworkMag.com
building its presence in the Lehigh Valley and contributing to a region that has played such an important role in advancing communications technology." Today, the Commonwealth has invested once again in that legacy of innovation through Nokia’s expansion. This is the story of an entire innovation ecosystem working as intended. Successful economies are built when entrepreneurs, researchers, investors, universities, economic development organizations, manufacturers, and public-sector partners work together over the long term. In the Lehigh Valley, organizations such as the Lehigh Valley Economic Development Corporation (LVEDC), Ben Franklin Technology Partners of NEPA, educational institutions, local governments, PA Department of Community and Economic Development (DCED), and privatesector leaders each play a role in creating the conditions that allow innovative companies to start, grow, and thrive. For more than four decades, we’ve been helping the Pennsylvania economy refresh, retain, and reimagine. We help companies refresh their products, technologies, and processes so they can remain competitive in a rapidly changing economy. We help retain innovative businesses, talented workers, and investment opportunities that might otherwise leave the Commonwealth. And we help entrepreneurs and
manufacturers reimagine what is possible, turning new ideas into companies, jobs, and economic growth. The Nokia story reflects all three. Their expansion demonstrates what is possible when Pennsylvania commits to innovation. And the same pattern can be seen in our work throughout Northeastern Pennsylvania. Companies we supported at their beginnings, like OraSure Technologies, American Paper Bag, Computer Aid (CAI), Strong Spas, FMI, Custom Processing Services, and others, today employ thousands of Pennsylvanians. The public often sees the final chapter of these stories: ribbon cuttings, expansion announcements, and press conferences celebrating success. At Ben Franklin Northeast, we envision those things long before they happen, creating the future alongside our founders, investing in and supporting their journeys, sometimes across decades. We look forward to celebrating their successes in the years ahead…and perhaps their own expansion announcements in 2046. Facebook: @BenTechNEPA Instagram/ LinkedIn: @bentechnepa
STI N G
IN
I
N
VE
Pennsylvania’s Future Ben Franklin Technology Partners of Northeastern Pennsylvania
has built an ecosystem that fosters innovation and drives entrepreneurial success by providing investment capital and business support services to technology startups and established manufacturers. We support companies to:
Create and refresh, retain, and reimagine highly paid, sustainable jobs
Visit nep.benfranklin.org/networkmagazine
Accelerate technology-based economic growth in Northeastern Pennsylvania
Advance technologies that improve the human condition
116 Research Drive Bethlehem, PA 18015 610.758.5200 | info@nep.benfranklin.org Ben Franklin Northeast is part of the statewide Ben Franklin Technology Partners network, four independent nonprofit organizations that each cover a distinct geographic territory in Pennsylvania. Ben Franklin Technology Partners is an initiative of the Pennsylvania Department of Community and Economic Development and receives funding from the Ben Franklin Technology Development Authority.
MyNetworkMag.com
NETWORK MAGAZINE™
13
accounting & finance
Exploding Technology’s Effect on Professional Tax Preparation Services ROBERT BUCK, CPA, SHAREHOLDER, BUCKNO LISICKY & COMPANY If I had a dime for every time a new technological breakthrough was supposed to eliminate my livelihood, I'd have, well, a lot of dimes. Professional tax preparation services are often viewed as a necessary evil each Spring, and technology is often looked at as a way to eliminate the need for the added cost of engaging a professional.
together in a meaningful manner? Will it clutter up and confuse the input by scanning and including duplicitous, frivolous, and totally unnecessary items, and attempt to include them in the tax return? A tax professional, even at the lowest level, can discern the proper items to include and exclude.
We’ve been through the introduction of the PC, canned preparation software, the internet explosion, right up through e-filing and the proliferation of various online “free” preparation and filing services. Some may even say it dates back to the popularization of the handheld calculator. Now, AI (Artificial Intelligence, of course) is all the rage, and we are once again facing the threat of elimination and replacement. The thought is that with little effort and low cost, one will be able to compile, process, and file an accurate tax return in short order. And not only that, but planning ideas, advice, and consulting services will also be built into the whole process.
Remember, ultimately, the tax return is a product that is being presented to the IRS, a state revenue department, or other government jurisdiction. Historically, the CPA or other professional tax preparer has always played the important role of gatekeeper for this information transfer between the taxpayer and the taxing authorities, regardless of the form of delivery.
My firm has invested in and begun implementing forms of AI assistance across our overall technological platform. One example is a scanning add-on to our preparation software that can read, organize data, and populate the input screens normally requiring manual input. Also, the research services that we use draw on AI to answer questions posed to it, then offer suggestions, alternatives, and even deliverables such as letters and memos. Copilot is also a powerful tool for organizing and summarizing data. Some of the processes that it can perform, and perform quickly, are hard to believe. This level of technological advancement would have been hard to envision just a decade or two ago. There is a reason the accounting profession has earned its reputation for being boring and undynamic for generations. That is because a good deal of the tasks are just that, necessary but mundane. The old joke is that CPA stands for "cut, paste, and assemble." AI certainly has a place in changing the way these basic tasks are performed. There is no doubt that AI will increasingly replace lower-level accounting functions to a great extent. The real question is, apart from streamlining and eliminating the mundane tasks, can it also become your trusted advisor? That trusted advisor will know you, not just what your data tells about you. Scanning software programs, designed to accurately read documents fed into them, are amazingly adept at recognizing particular fields associated with specific lines on a tax return. However, without the full picture of that person's financial life, can it really ensure completeness and tie a multiplicity of disparate items 14
NETWORK MAGAZINE™
Increasingly, I have used the AI function within our research service, for which we subscribe, to help find planning ideas and solutions for more complex tax issues. That technology differs from the random AI searches through Google Gemini, ChatGPT, and other widely used AI platforms in that it draws on limited, vetted, and finite sources of data and information to research questions and formulate recommendations. As a professionally trained tax consultant, I find that the trust built into the known (and paid-for) systems provides a certain level of comfort with the output. However, knowing that it is limited also shuts off a whole world of resources and potential creativity, which can reduce the value of the research. Here is where the professional, be it a CPA or another qualified individual, with years of training, experience, and, most of all, human interaction, can provide value to the whole process. How you frame the question you pose to the research service or AI platform will yield vastly different outcomes. I have found that asking AI the" correct," targeted question coming from a place of experience will produce the best and most accurate answers and suggestions. The inclusion of the right buzzwords and technical terms, and perhaps more importantly, the exclusion of others, produces vastly superior outcomes and avoids mistakes and flat-out wrong or misleading advice. So, the question remains: will AI sound the death knell for the need of a trained professional to assist with tax planning and return preparation? Perhaps future AI advancements can add the human touch, acquired wisdom, and the necessary tact to make the client/ customer feel comfortable with what is being reported to the government. In the meantime, I'll be ramping up for the next busy season. MyNetworkMag.com
MyNetworkMag.com
NETWORK MAGAZINE™
15
accounting & finance
Medicare & ACA History Unfolded MIRIAM BRIDGEMAN, BRIDGEMAN STRATEGIC CONCEPTS
The evolution of the United States healthcare system has been shaped by two monumental legislative milestones: the creation of Medicare in 1965 and the enactment of the Affordable Care Act (ACA) in 2010. Separated by nearly half a century, both pieces of legislation transformed how Americans access, experience, and pay for medical care. While Medicare was originally designed to protect the elderly from the catastrophic costs of aging, the ACA aimed to extend health insurance to millions of working-age Americans who were priced out of the private market. Together, these programs form the bedrock of the modern American social safety net and represent major ideological shifts in public health.
The Genesis of Medicare Before 1965, growing old in America often meant facing financial ruin if a serious medical illness struck. In the mid-20th century, roughly half of all Americans aged 65 and older had no health insurance whatsoever. Private insurers viewed the elderly as highrisk, expensive clients and either denied them coverage outright or charged unaffordable premiums. The roots of reform stretched back decades, with President Theodore Roosevelt adding health insurance to his 1912 Progressive Party platform, and President Harry S. Truman aggressively pushing for a national health insurance plan in 1945. However, it was not until President Lyndon B. Johnson's administration that the political momentum shifted. As part of his "Great Society" initiatives, Johnson signed the Social Security Amendments of 1965 into law, officially establishing the Medicare program. At its inception, 16
NETWORK MAGAZINE™
Medicare was divided into two primary components: Part A, which covered inpatient hospital stays, and Part B, which provided medical insurance for doctor visits and outpatient care. The program was funded through federal payroll taxes and monthly premiums, creating a universal social insurance system in which workers contributed during their working years to secure healthcare in retirement. On the day the bill was signed, former President Truman was enrolled as Medicare's very first beneficiary to honor his early crusade. According to historical documents detailed by the National Archives, nearly 20 million beneficiaries enrolled within the first three years, rapidly reducing poverty among seniors and ensuring that aging did not automatically equate to medical destitution.
The Evolution and Expansion of Care As the decades progressed, Medicare adapted to changing medical landscapes. In 1972, eligibility was extended to individuals under age 65 with long-term disabilities and those suffering from EndStage Renal Disease (ESRD). Later, the Balanced Budget Act of 1997 introduced Medicare Part C, later known as Medicare Advantage, allowing beneficiaries to receive their coverage through private insurance plans. In 2003, the Medicare Modernization Act added Part D, establishing a critical outpatient prescription drug benefit that went into effect in 2006.
The Birth of the Affordable Care Act Despite Medicare's success for seniors, a massive gap remained in the American healthcare system for the non-elderly population. MyNetworkMag.com
By the late 2000s, nearly 50 million Americans were completely uninsured. Private employment-based insurance was the norm, but those who were self-employed, worked part-time, or had low-wage jobs often went without coverage. Furthermore, private insurance companies routinely denied coverage or charged exorbitant rates to individuals with pre-existing conditions, such as diabetes, cancer, or heart disease.
plan must cover, including maternity care, mental health services, prescription drugs, and preventative care at no out-of-pocket cost. Additionally, the ACA expanded Medicaid eligibility to adults with incomes up to 138% of the federal poverty level, significantly widening the safety net for low-income populations.
To address these inequities, President Barack Obama signed the Patient Protection and Affordable Care Act into law on March 23, 2010. As noted in the federal repository on NCBI, the ACA represented the most significant regulatory overhaul of the U.S. healthcare system since the creation of Medicare. Its primary objectives were to make affordable health insurance available to more people, expand the Medicaid program, and support innovative medical care delivery methods designed to lower costs generally.
While Medicare and the ACA targeted different demographics, their historical trajectories are deeply intertwined. Medicare demonstrated that government intervention could successfully manage healthcare for a vulnerable population. The ACA took those principles and applied them to the commercial market, creating a hybrid system where public funding and private insurance coexist to expand coverage. Today, both programs continue to shape the financial and physical well-being of millions of Americans, moving the country closer to the ideal of accessible medical care for all.
A Shared Legacy of Modern Healthcare
The Mechanics of ACA Plans The cornerstone of the ACA was the creation of Health Insurance Marketplaces, or exchanges. According to guidelines managed on HealthCare.gov, these online platforms allowed individuals and small businesses to compare private health insurance plans side by side. To make these plans affordable, the law introduced federal subsidies in the form of premium tax credits, distributed based on household income. ACA plans fundamentally altered consumer protections. The law mandated that insurers could no longer deny coverage or charge higher premiums to individuals with pre-existing health conditions. It also established ten Essential Health Benefits that every marketplace
When to Change Plans Whether you are eligible for Medicare plans or ACA plans through Pennie in Pennsylvania, it is important to note the annual enrollment dates. These allow you to change your plan for the upcoming new year. Medicare plans for annual enrollment run from October 15 through December 7. ACA/Pennie plans annual enrollment runs from November 1 through January 15. Ideally, you would connect with an insurance agency that specializes in helping you choose the correct plan for your specific healthcare needs. There is no cost to connect with the agent, as they are paid via the carrier you choose.
Health Care Made Simple. We help individuals and families find the right Medicare and health insurance plans — with clear guidance, honest answers, and support every step of the way.
Coverage that fits your life. Medicare Plans • Under-65 Health Insurance • Plan Reviews • Annual Enrollment
(610) 614-6007
info@bridgemansc.com
bridgemanstrategicconcepts.com
MyNetworkMag.com
NETWORK MAGAZINE™
17
real estate
A Market in Transition: Where Real Estate Opportunity Is Emerging RAY DOMINGUEZ, CO-FOUNDER, KAPLAN PRIVATE LENDING
As housing inventory, financing conditions, and investor strategies evolve, understanding the changing market may be more important than ever.
substantial rehabilitation may not fit easily into that structure, even when the economics of the completed project are attractive.
Real estate investing across Pennsylvania and the MidAtlantic is entering an interesting period. Higher borrowing costs, elevated property values, limited housing inventory, and rising renovation expenses have changed the economics of many deals. At the same time, the region continues to have a substantial supply of aging housing that needs investment, creating opportunities for investors who understand how to navigate a market that looks very different than how it did several years ago.
Private and asset-based lending helps fill that gap by placing greater emphasis on the property, purchase price, renovation scope, investor experience, and potential value after improvements are completed. Rather than competing with conventional mortgages, this type of financing serves a different part of the real estate cycle, helping move properties from acquisition and rehabilitation toward the point where they can be sold or qualify for longer-term financing.
Across communities such as Allentown, Bethlehem, Scranton, Wilkes-Barre, and Philadelphia, much of the existing housing stock was built decades ago. Many of these properties have tremendous character and are located in established neighborhoods. They may also need significant improvements to electrical systems, plumbing, roofing, HVAC, kitchens, and other major components before they are ready for today's buyers or renters. This creates an important gap in the housing market. There are properties with the potential to become desirable homes, but they require capital, construction expertise, and a clear investment strategy to get there. For investors, understanding how to finance that transitional period has become increasingly important. Conventional mortgage financing generally works best for completed, habitable properties and borrowers who fit established underwriting criteria. A distressed property requiring 18
NETWORK MAGAZINE™
That distinction matters because today's investors are becoming more strategic about how they use capital. When margins were wider and financing costs lower, a property could sometimes absorb unexpected expenses or delays without fundamentally changing the outcome. In the current environment, investors have less room for error. The purchase price, construction budget, financing costs, timeline, and exit strategy all need to be considered before the property is acquired. The definition of a successful exit is also changing. Fix-andflip remains an important investment strategy, but selling immediately after renovation is no longer the automatic choice for every investor. Depending on rental demand, financing conditions, and the economics of the property, some investors are choosing to refinance completed projects and hold them as rentals. Others are becoming more selective about the neighborhoods, property types, and renovation scopes they pursue. MyNetworkMag.com
This does not necessarily mean opportunity is shrinking. It means opportunity is becoming more disciplined.
contribute to better housing stock, stronger property values, and additional rental and ownership opportunities.
That is an important distinction in today's market. Real estate has always moved through cycles, and periods of adjustment tend to reward investors who understand their numbers, maintain realistic expectations, and remain flexible enough to change their strategy when conditions require it. The opportunity may no longer be simply finding a distressed property at a low price. Increasingly, it is recognizing where value can be created and having the capital and operational plan necessary to execute.
For investors looking at the remainder of 2026 and beyond, the environment calls for preparation rather than speculation. Understanding financing options before pursuing a property, developing realistic renovation budgets, building relationships with experienced professionals, and establishing multiple potential exit strategies can provide considerably more flexibility when conditions change.
The economic impact of this activity also extends well beyond the individual investor. Every substantial renovation puts contractors, electricians, plumbers, roofers, HVAC technicians, painters, and carpenters to work. Materials are purchased from suppliers, vacant or deteriorating properties are improved, and homes that may have effectively fallen out of the usable housing supply can return to the market. That is particularly relevant in a region where creating enough new housing remains difficult. Renovating an existing property does not create new land or a new subdivision. It can return an underutilized home to productive use much faster than building from the ground up. When repeated across neighborhoods and communities, that investment can
This Summer, Don’t Let Security Blind Spots
There is still opportunity in real estate, but the nature of that opportunity is evolving. Aging housing stock, constrained inventory, and continued demand for quality homes mean there is significant work to be done throughout the MidAtlantic. The investors best positioned to participate will likely be those who recognize that today's market rewards more than access to capital. It rewards discipline, adaptability, and the ability to see value in properties that still have another chapter ahead of them. Facebook: Kaplan Lending Instagram: @kaplanlending Facebook: Jose Rayniel Dominguez (@Jose.r.dominguez.37) Instagram: @raydominguez_pl
Traditional surveillance can leave threats unnoticed until it’s too late. AI-powered video analytics helps security teams detect suspicious behavior in real time, reduce false alarms, and strengthen perimeter security before incidents escalate. TWG Security delivers intelligent, integrated security solutions designed to help organizations move from reactive monitoring to proactive protection.
SUSPICIOUS MOVEMENT DETECTED
Scan the QR code to read our blog, 4 Benefits of AI-Powered Video Analytics
Schedule your safety consultation today. twgsecurity.com | 484.985.9473
MyNetworkMag.com
NETWORK MAGAZINE™
19
SEE THE OPPORTUNITY. UNDERSTAND THE POSSIBILITIES. DISCOVER HOW PRIVATE LENDING HELPS TURN REAL ESTATE OPPORTUNITIES INTO REAL-WORLD RESULTS. Private lending is helping real estate investors move faster, improve properties, and bring new opportunities to life. Kaplan Private Lending takes a relationship-first approach to real estate financing, with straightforward decisions based on the deal and the asset. Whether you’re an investor, business owner, or simply interested in learning how private lending works, we’re here to help you understand the opportunity. B EF O R E
AFTER
BEFORE
AF TER
READY TO LEARN MORE?
Meet Ray Dominguez for a complimentary conversation about how private lending works, the opportunities it can create, and how you can become more involved in the lending side of real estate.
Ray Dominguez | Partner at Kaplan Lending RAY@KAPLANLENDING.COM | (484) 695-9435
Visit KaplanLending.com and Learn More About Kaplan
JOIN US FOR AN ELEGANT EVENING OF INTRIGUE AS WE UNLOCK A FUTURE WITHOUT CANCER November 12 | 5:30-9:00pm | Vault 634, Allentown Mystery-Themed | Cocktail Attire | 300 Community Leaders Expected One Vision: End cancer as we know it, for everyone.
Secure Your Spot and Help Unlock Hope! lehighvalley.ascgala.org
MyNetworkMag.com
NETWORK MAGAZINE™
21
real estate
THE SMART BUYER’S GUIDE TO PURCHASING COMMERCIAL REAL ESTATE SCOTT R. LIPSON, ESQ., MEMBER & VIVIAN S. HADIAN, ESQ., ASSOCIATE REAL ESTATE ATTORNEY, NORRIS MCLAUGHLIN, P.A. Purchasing commercial real estate is a complex undertaking that goes far beyond finding the right piece of property. From negotiating the purchase and sale agreement to navigating financing requirements and closing logistics, each stage presents distinct legal considerations that can impact the transaction’s outcome. An informed buyer who engages experienced counsel early and conducts thorough due diligence is well-positioned to avoid costly surprises and protect their investment.
Read the Contract! (and Get a Lawyer)
Do Diligence Where Diligence Is Due
Key negotiated provisions include representations and warranties, which often survive closing for six to twelve months. Seller covenants generally require the seller to operate the property consistently with prior practices during the contract period. Risk of loss provisions address the allocation of responsibility in the event of a casualty or condemnation. Regarding remedies for breach, the seller’s exposure is typically limited to liquidated damages through retention of the earnest money deposit. In contrast, the purchaser's remedies are generally limited to termination with return of the deposit or specific performance. Specific performance is a legal order from a judge that forces a buyer or seller to complete a real estate contract instead of simply paying money damages.
Why Is Due Diligence So Important in a Commercial Real Estate Purchase? In a real estate transaction, due diligence is a critical process that involves inspecting and assessing a property. The due diligence period is typically negotiated as part of the purchase and sale agreement. It can last anywhere from several days to several months, depending on the property's history, size, land use, zoning classifications, and other complexities. In some transactions, purchasers negotiate a "free look" period that permits termination for any or no reason, while others allow termination only upon dissatisfaction with specific items, such as environmental problems or the condition of the property. Due diligence encompasses a wide range of inquiries. It typically includes reviewing existing leases, title and survey documents, zoning and land use compliance, environmental assessments, and existing loan documents. The findings from due diligence directly impact purchase and sale agreement negotiations—particularly the scope of representation and warranties, indemnification obligations, and purchase price adjustments. 22
NETWORK MAGAZINE™
What Should You Know Before Signing a Purchase and Sale Agreement? The purchase and sale agreement (a.k.a., an “agreement of sale”) is the backbone of any commercial real estate transaction. Its provisions allocate risk between buyer and seller and establish the transaction’s structure, ideally setting the parties up for a smooth closing.
Financing and Lender Requirements How Does Financing Affect a Commercial Real Estate Purchase? Whether a financing contingency is included in the purchase and sale agreement depends on market conditions and the parties’ relative leverage. Purchasers may negotiate for a mortgage commitment letter contingency to allow additional time to secure financing.
MyNetworkMag.com
Existing mortgage considerations also come into play. Loan assumption—involving assumption of fees, lender consent, and potential amendments to loan terms—may be preferable to obtaining new financing. The lender independently conducts its own due diligence regarding title and survey matters in order to protect its security interest.
Title and Survey Matter Why Are Title and Survey Reviews Critical? Buyers must thoroughly understand the state of title, including all liens and encumbrances affecting the property. Title insurance shifts the risk of undiscovered defects to the title company, providing important protection for the buyer’s investment. A land survey confirms property boundaries, depicts easements, reveals potential encroachments, and eliminates the general survey exception from the title policy. Purchasers should pay close attention to title objection periods, which are strictly enforced. Missing a deadline to raise objections can result in defects becoming permitted exceptions that the purchaser must accept at closing.
Wrapping Up the Deal: Closing and Post-Closing Obligations What Happens at Closing and After the Deal Is Complete? The closing of a commercial real estate transaction involves coordinating multiple parties, including the title company, the lender, surveyors, counsel for each party, and various consultants. The key closing documents include the deed, assignment and assumption of
leases, bill of sale, FIRPTA certificate, and bring-down certificates confirming the continued accuracy of representations. Prorations and adjustments cover rent, real property taxes, utilities, operating expenses, and security deposits. These calculations can account for many factors, particularly in multi-tenant properties with varying lease structures. Post-closing obligations include preparation of final prorations once actual figures become available, delivery of recorded documents and the final title insurance policy, and resolution of any holdback escrows established for representation survival periods or unsatisfied closing conditions.
Closing Remarks Every commercial real estate purchase presents its own set of legal challenges, depending on the type of property, market conditions, and the parties involved. Engaging experienced real estate counsel early in the process—ideally before signing a letter of intent—helps to ensure that potential issues are identified and addressed proactively, paving the way for a smooth and successful transaction.
Scott R. Lipson and Vivian S. Hadian are real estate attorneys in the firm’s Allentown office, where they represent clients in the Lehigh Valley in connection with the acquisition, sale, and development of their commercial, industrial, and residential real estate.
tech
NETWORK MAGAZINE TECH TALK FOR SMBS With Eric DiFulvio, Co-CEO, MCIT
Green, Amber, Red The question I get more than any other is some version of is it safe for us to use AI. I don't have a good answer because the question can't be answered as asked. It's like asking whether a truck is safe. Safe doing what, carrying what, driven by who? So, here's the version that does have an answer. Stop asking whether AI is safe for your business. Start asking which of your information it's allowed to touch. I use colors because people remember colors. I touched on these a few issues back, and they're what people ask me about most, so let's do it properly. Green is public. Anything already out in the world, or anything you wouldn't care if it was. Website copy. A job posting. Marketing material. The first draft of a proposal built from your own standard language. Real work, real hours, and it can move today. Most businesses have far more green work than they think, and they're frozen on it all because they're worried about the red stuff. That's the real cost of never sorting this out. It isn't a breach. It's a year of standing still while a competitor gets faster.
Amber is internal. Yours, but not dangerous. Standard operating procedures. Project notes. Meeting recaps. Operational numbers with nobody's name attached. If amber leaked, it would be embarrassing, not a phone call to your attorney. Before AI touches amber, you want a written policy people have actually read, one approved tool instead of whatever everybody found on their own, and somebody who can see what's being used. Red is where I need you to slow down, because most people treat red as one bucket, and it's really two. The first kind is sensitive. Financials. Employee files. Signed contracts. Internal strategy. Information that would hurt you if it got out, but it's yours, and you get to decide. Sensitive can go into AI if you build the protections first. Controlled access, so not everyone in the building can reach it. A documented approval, so there's a record of who said yes. And a person reviewing every output before it goes near a customer. The second kind is restricted, and restricted doesn't go in at all. Client production data. Health information. Payment card numbers. System credentials and passwords. Anything covered by a compliance obligation you've signed, and anything a client handed you under an NDA. Our own written policy says restricted data is not permitted in any AI tool, and that's the rule I'd give you. Not be careful with it. It does not go in. The difference matters because the fix is different. Sensitive is a control problem, and you can go build controls. Restricted is a contract or a regulator, and being careful doesn't get you out of it. When you can't decide which class something falls in, take the stricter one. You lose a day. The other mistake costs you a client. One thing cuts across all three. The account matters as much as the data. Nothing belonging to your business goes into a personal consumer account. Not the free tier, not somebody's personal subscription. Those are consumer products on consumer terms. No administrator can see what's in them, and when that person leaves, everything they put in there goes with them.
24
NETWORK MAGAZINE™
MyNetworkMag.com
estimate with the client's numbers in it is sensitive. A wealth manager's market commentary is green, and anything with a client name on it is restricted. So don't think in departments. Write down your ten most repetitive workflows, the ones that eat time every week, and put a color next to each. That's the whole exercise. What comes out usually surprises people. Half the list is green and can start Monday. A few are amber, waiting on a policy you don't have yet. One or two are red, and now you know which you can build toward and which is never going in at all. One last rule, and it's the one underneath all of this. The security work sets the speed limit. It is not something you catch up on later.
Business plans work differently. Your content isn't used to train the model by default; you have a real administrator, and you can see what's happening. That's the line between a tool you can put company work into and one you can't. We build on Claude, and I'll say that plainly so you know where my bias sits. The team is the floor for a business, and regulated shops go to Enterprise for audit logs. Pick something else if it fits you better. Just get the business version. Now the part almost everybody gets wrong. Don't classify your company. Classify the workflow. Owners keep trying to answer whether they're a green business or a red business, and there's no answer to that either. Everybody is mixed. Your marketing is green, and your HR files are red, same building, same week. A contractor's boilerplate bid language is green, and the
I've watched it go the other way plenty of times. A tool goes out to the whole team, everybody starts pasting whatever's on their screen into it, and six months later, a client asks what your AI policy is. Now you don't have a policy problem. You have a discovery problem, because nobody can tell you what's already in there. The old me would have said get the tools working and sort the rules out after. I don't say that anymore. Move fast on green, take your time on amber, build carefully toward sensitive, and leave restricted alone. That isn't slowing you down. It's the thing that lets you keep going. So that's your hour this week. Ten workflows, three colors. Nothing to install, nothing to sign. My guess is you'll find you're allowed to start on more than you thought. That's all. Just something to sit with.
Your business technology should help you grow. Stay secure while reaching your goals. We can help.
MCLVIT.COM | Allentown | Bethlehem
MyNetworkMag.com
NETWORK MAGAZINE™
25
lifestyle
Planning the Bottle Years Before Someone Opens It KIM MCCULLOUGH, CO-OWNER, CELLAR BEAST WINEHOUSE
Most businesses buy inventory expecting to sell it relatively quickly. Wine has a very different clock. When we purchase red grapes at harvest, we may not have a finished product to sell for another two or three years. During that time, we have already paid for fruit, transportation, labor, barrels, cellar space, bottles, and countless other expenses. That makes premium winemaking an unusual exercise in forecasting. We are making decisions today about what we believe our customers will want years from now.
Planning Before the Grapes Arrive At Cellar Beast Winehouse, production planning begins early each year, long before harvest. We map projected supply against anticipated demand across our wine club, tasting rooms, Private Reserve Program, commercial accounts, and planned areas of growth. Some fruit is secured through longer-term vineyard relationships and contracts, while other volumes remain flexible, allowing us to respond to changing demand or opportunities. We study past performance and seasonality, but forecasting is never simply repeating what sold last year. We also have to consider where we expect the business to grow and through which channels. Then we make commitments. For premium red wines, the time from harvest to bottling typically takes 18 to 20 months. After bottling, our goal is at least another year of aging before release. As a startup winery, we always intended to release wines when they were truly ready. In our first few years, business necessities sometimes pushed those timelines. Today, our inventory and production cycles allow us to follow the aging program we originally envisioned. That patience has a cost.
Financing Something You Cannot Sell Wine inventory is capital sitting quietly in barrels and bottles. Grapes must be paid for at harvest. Employees, barrels, storage, utilities, and packaging all need to be paid for, even when the product that generates those expenses may still be years away from generating revenue. For a growing winery, that creates a constant conflict. Releasing wine earlier improves cash flow. Holding it longer may produce the better wine. We have increasingly chosen patience.
26
NETWORK MAGAZINE™
MyNetworkMag.com
Early in our business, production skewed more heavily toward white wines, which generally provided a shorter path from harvest to release. Today, our portfolio has transitioned primarily toward reds, with wines given the time we believe they need before reaching customers. That means carrying significantly more inventory. We have generally erred on the side of having more wine aging rather than less, to the point that continued growth may require additional space to allow those wines to mature properly.
Experiment Without Gambling the Vintage Long production cycles also complicate innovation. If an experiment fails, you may not fully understand the consequences for months or years.
For certain premium labels, however, quality is non-negotiable. If only a small portion of a vintage meets the standard, we will release an extremely small batch rather than increase production to satisfy a forecast.
Growth Is Not Always More Perhaps the most important lesson we have learned is that growth does not necessarily mean producing more wine. We are approaching a production level that gives us the quality fruit, vineyard relationships, and capacity to support our current business and potentially another location or two. We do not intend to dramatically increase production simply because we can.
Our solution is controlled experimentation.
The objective is sustainable growth without compromising what made the wine worth growing around in the first place.
We frequently divide fruit from the same source among multiple fermenters, using proven yeast and malolactic strains for the majority while experimenting with new strains or techniques on a smaller portion.
Wine teaches patience in an unusually tangible way. Every harvest involves investing in something whose final outcome lies years in the future.
The same philosophy applies to vineyard sourcing. New sources typically enter our program in limited quantities. Our winemaking team evaluates how those wines develop. If the quality is there, we may increase our commitment in the following harvest. The challenge is timing. By the next harvest, we may have less than a year of information about how the previous vintage is developing. Once again, we are making tomorrow’s decision before today’s answer is complete.
You forecast. You experiment. You adjust. You wait. And eventually, someone opens the bottle. By then, the decisions that shaped what they taste may have been made years before they ever knew that bottle existed.
Email: info@cellarbeastwine.com Website: www.cellarbeastwine.com Socials: @cellarbeastwine
IS AI RECOMMENDING YOUR BUSINESS?
People aren’t just searching Google anymore — they’re asking AI. Make sure your business shows up in the answers, gets noticed, and turns curiosity into customers. INCREASE YOUR EXPOSURE Get your business featured in AI search results like ChatGPT, Google’s AI Overviews and more.
ATTRACT HIGH-QUALITY LEADS Be visible when people are ready to take action.
DRIVE MORE SALES Greater visibility means more opportunities — and a stronger bottom line.
Want your business to show up in AI? See how we can help.
SCAN ME
484-686-0699 | hello@punchgarage.com
PUNCHGARAGE.COM
lifestyle
Didier Rachel Body: Mild to Medium Best Moment: An easy afternoon, with something crisp in the glass Didier is the name most people at the table won’t know yet.
Three Cigars, Three Evenings LARRY HOLMES JR., FOUNDER, LEGENDS CIGAR BAR There’s more than one way to make a great cigar. One maker spends decades perfecting a blend until consistency becomes part of its reputation. Another is a boutique most people have never heard of, making one cigar for each line and nothing more. A third grows its own tobacco and lets the land do a lot of the talking. Different philosophies. Same result — a cigar worth your time. One thing I’ve learned standing behind the bar at Legends is that the cigar I recommend isn’t always the one someone walks in asking for. Sometimes it’s the name they know. Sometimes it’s one they’ve never heard of. What matters is whether it belongs on the shelf in the first place. These three do. Each earns its place in a different way.
Padrón 1964 Anniversary Series Príncipe Body: Medium to Full Best Moment: A short, rich window — a celebration, or the close of a good day Some names don’t need an introduction. Padrón is one of them. The 1964 Anniversary Series was created to mark Padrón’s 30th anniversary. The Príncipe is the smaller format — a shorter smoke that still gives you the richness and character people expect from the line. I get cocoa, espresso, and toasted nuts, with some pepper and that underlying sweetness Padrón does so well. You may taste something different, and that's fine. Tasting a cigar isn't a test. What matters here is the balance, construction, and consistency. This is a cigar that rewards your attention without asking you to give up the whole evening. Pair it with something equal to it — an aged rum, or a bourbon with some years of its own. When you want the benchmark, this is the benchmark. 30
NETWORK MAGAZINE™
That’s part of the fun. It’s a small boutique that does one thing at a time — a single cigar for each line, blended until it’s right, then left alone. The Rachel is a big cigar, six and a half by 54, under an Ecuadorian Connecticut wrapper. Don’t let the size fool you. It’s smooth and creamy, with a nuttiness and clean mineral quality, but none of the weight you might expect from a cigar this size. This is the kind of cigar I like introducing people to. There's no famous band doing the work for it. You hand it to someone who wants something smooth, they light it, and a little while later, they ask what it was. That tells you more than a rating ever could. Pour something light and bright next to it — sauvignon blanc, rosé, champagne, even a light liqueur. This one likes a cold glass and good company.
Plasencia Alma del Cielo Body: Medium Best Moment: Any time of day — the versatile one The Plasencias have grown tobacco for five generations. Alma del Cielo shows what can happen when a family that knows its land that well decides not to overpower you with it. This isn’t the heavy, pepper-forward Nicaraguan some people expect. That’s what I like about it. It's refined and balanced, with a natural sweetness underneath the smoke. I get cedar, honey, toasted nuts, and a little citrus, with some spice showing up later. But again, don't get too caught up trying to find every tasting note. Smoke it and pay attention to how it feels as it comes together. Nothing is fighting for your attention. It’s easy to reach for — with morning coffee, during an afternoon pause, or as the first cigar of the evening. The name means “soul of the sky.” The tobacco is grown at altitude, but you don’t need to know any of that to appreciate what’s in your hand. This is the one I hand to someone who tells me they don’t usually like Nicaraguans.
The Legends Standard Three makers. Three philosophies. One bar to clear. An icon that earned its reputation over decades. A boutique most people haven’t discovered yet. A family controlling its craft all the way back to the soil. They come from completely different directions and end up in the same place — a cigar made with intention. That’s what I look for when deciding what earns a place on our shelf at Legends. Not the biggest name. Not the highest rating. Not the strongest cigar. Is it made well? Does it deliver what it promises? And, most importantly, would I put it in someone’s hand and tell them it’s worth their time? These three pass the test. Choose the one that fits the moment in front of you. The rest takes care of itself. MyNetworkMag.com
lifestyle
NETWORK MAGAZINE
FITNESS TALK FOR THE BUSY PROFESSIONALS RYAN DRURY, CEO, MADE OF MUSCLE TRAINING®
How to Stay Healthy During the Holidays and Avoid Unhealthy Distractions The holidays test even the most disciplined professionals. Between year-end workloads, travel, social events, and endless festive temptations, it’s easy for routines to slip. Made of Muscle Training® teaches a different approach: stay intentional, stay structured, and remain committed to the strongest version of yourself even when life gets chaotic.
• Movement stacking — Integrate movement into your daily workflow. Even three short sessions per week can preserve muscle, reduce stress, and keep you mentally sharp.
1. The Made of Muscle Training® Holiday Mindset — Control the Chaos
4. Stress Management and Mental Discipline
Busy professionals don't need perfection during the holidays; they need a plan. Made of Muscle Training® emphasizes a "minimum effective dose" mindset: protect the essentials and keep your momentum alive.
The holidays amplify stress: deadlines, travel, social expectations, and disrupted routines. Made of Muscle Training® teaches professionals to protect their mental performance with the same intensity they apply to their physical health.
• Holiday mindset — Focus on consistency, not restriction. • Micro habits — Small, repeatable actions that anchor your routine. • Energy management — Prioritize sleep, hydration, and recovery to stay sharp. This mindset keeps professionals grounded, disciplined, and in control — even when schedules get unpredictable.
2. Strategic Holiday Nutrition — Fuel Like a Professional Made of Muscle Training® teaches clients to navigate holiday nutrition with intention, not avoidance. You can enjoy the season without sacrificing your health. • Balanced plates — Lead with protein and vegetables, then add festive favorites. • Hydration habits — Water first, indulgence second. • Strategic indulgence — Choose what you truly enjoy; skip the mindless extras. Professionals who fuel consistently perform better, think more clearly, and avoid the energy crashes that derail productivity.
3. Efficient Workouts for High-Demand Schedules Made of Muscle Training® specializes in time-efficient, results-driven programming — perfect for the holiday rush. You don't need long workouts; you need effective ones. • Micro workouts — 10–15 minutes of focused movement to maintain strength. • Strength circuits — Full body patterns that deliver maximum return. 32
NETWORK MAGAZINE™
• Boundary setting — Protect your time and energy. • Mindful moments — Short resets to keep your nervous system balanced. • Recovery rituals — Mobility, journaling, or light walks to decompress. Mental discipline is the secret weapon of high-performing professionals — especially during the holiday season.
5. Accountability The Made of Muscle Training® Advantage Accountability is the backbone of Made of Muscle Training®. Busy professionals thrive when they have structure, support, and a coach who keeps them aligned with their goals. • Routine anchors — Choose 2–3 non-negotiables to protect daily consistency. • Progress tracking — Simple weekly check-ins to stay aligned. • Community support — A strong fitness community keeps motivation high. Made of Muscle Training® provides the guidance, accountability, and structure professionals need to stay strong through the busiest time of the year. The holidays don’t have to derail your health. With the right mindset, strategic nutrition, efficient workouts, and strong accountability, busy professionals can enjoy the season while staying disciplined, energized, and in control. Reach out to Ryan Drury, Owner, Made of Muscle Training®, to stay fit during the Holidays! MyNetworkMag.com
LIVE SOUND REINFORCEMENT ENTERTAINMENT BOOKINGS EVENT CONSULTATION
/ TIMBREPRODUCTIONS
TIMBREPRODUCTIONSLV.COM
TIMBREPRODUCTIONSLV@GMAIL.COM
One unique location Two incredible venues
The ideal place to celebrate your next banquet, holiday party, corporate outing, wedding, or golf tournament!
New Tripoli, PA 18066 • 610-298-4653 • OldeHomesteadGolfClub.com
ANOTHER 5-star review
Now g ptin Acce
& FSA ! HSA
Serving the Lehigh Valley, New Jersey & South Carolina
Made of Muscle has been coming to my house twice a week to help me get back in shape following my 2 knee replacement surgeries.
I feel better and continue to build muscle! I’d have a hard time pushing myself to work out without them! -Neville G.
Your LOCATION. YOUR SCHEDULE.
OUR RESULTS.
610.570.0554 MADE OF MUSCLE.COM
lifestyle
Caribbean Overwater Bungalow Without The Long Flight JENNIFER DONCSECZ, C.T.I.E., VTA PRESIDENT, VIP VACATIONS INC CERTIFIED TRAVEL INDUSTRY EXECUTIVE VERIFIED TRAVEL ADVISOR
Dreaming of an over-the-water bungalow but dreading a 12-hour flight to the South Pacific? Look no further than a 30-minute drive from the Cancun International Airport, and the adultsonly Palafitos Overwater Bungalows at El Dorado Maroma! This stunning resort delivers the same exotic experience of sleeping above turquoise water, without crossing the globe! Set a short distance off the powdery shores of the famous Maroma Beach in the Riviera Maya, these exclusive overwater suites hover directly above the warm Caribbean. Transparent glass-floor panels reveal the marine life swimming beneath your feet. At the same time, the private wooden deck opens onto a personal infinity plunge pool, lounge seating, and a ladder that drops straight into the sea. Inside, a dual hot tub and the signature outdoor "Aguas del Amor" shower complete the sense of private indulgence. Personal butlers manage every detail, from unpacking to arranging tailored experiences. The only decision you will have to make is how deeply you want to relax. 34
NETWORK MAGAZINE™
The gourmet all-inclusive program at El Dorado Maroma further ensures your luxury experience is seamless. Guests of the Palafitos also enjoy exclusive access to an overwater grill and wine bar with its own glass viewing sections. Additionally, other dining options are ashore and include a collection of specialty restaurants and lively swim-up bars. There is also an overwater spa that incorporates traditional regional botanicals into its treatments. In these adults-only overwater bungalows, the MexicanCaribbean offers a 5-Star, bucket-list experience without having to endure the long flights to journey to the distant South Pacific! MyNetworkMag.com
lifestyle
WOW, this is different! SUSAN DREXINGER AND EMILY CUSACK, CO-FOUNDERS OF SINCERE EVENT CO Have you ever entered a wedding, a gala, or a meeting and thought, WOW, this is different?
important reasons to have an experienced event planner who listens and cares enough to create something authentic.
You may not have been able to explain why immediately. Maybe it's the way you were welcomed when you arrived, or how the atmosphere naturally felt warm and inviting. Perhaps there were unexpected details, the conversations felt natural, or the entire experience flowed effortlessly. Whatever it was, you experienced something more than just another event.
An event planner doesn't simply manage a timeline, coordinate vendors, or make sure the flowers arrive on time. A great planner listens to their client to sincerely understand the purpose of the event. They ask questions to determine how the event should flow from the invitation to the final thank-you. They think about the experience from the guest's perspective: What will they see when they walk through the door? How will they feel when they are welcomed? Will they naturally connect with others? Will some moments surprise and delight them? Most importantly, will they leave feeling that they were part of something unique?
That feeling doesn't happen by accident. It happens because someone cared about creating an experience. The most memorable events are designed to make people feel something - welcomed, connected, appreciated, inspired, or even surprised. They don't feel like a copy of another wedding, gala, or corporate gathering. This is one of the most
Creating that kind of experience requires intentionality. Every element should have a purpose. The setting, menu, entertainment, lighting, seating, and all the small details come together to tell a story. When those elements reflect the host, the occasion, and the guests, the event begins to feel personal rather than predictable, leaving a lasting impression on every guest.
Plan with confidence. Protect what matters. Retirement • Insurance • Business Planning
Let’s build a plan that works for you. miriam.bridgeman@natfin.net
484-523-0573
bridgemanfinancial.com
Registered Representative of Park Avenue Securities LLC (PAS). OSJ: 150 SOUTH WARNER ROAD, SUITE 120, KING OF PRUSSIA PA, 19406, 267-4680822. Securities products offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America? (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. BRIDGEMAN FINANCIAL is not an affiliate or subsidiary of PAS or Guardian. 8780374.1, Exp 2/2028
MyNetworkMag.com
NETWORK MAGAZINE™
37
leadership
When Experience Gets in the Way of Innovation WILLIAM CHILDS, ADVERTISING DESIGN INSTRUCTOR, LEHIGH CAREER & TECHNICAL INSTITUTE
Every year, organizations spend millions teaching employees to think differently. Yet many of those same organizations continue solving tomorrow’s problems with yesterday’s assumptions. The greatest obstacle to innovation isn’t a lack of talent; it’s a lack of perspective. If someone’s work experience alone determined innovation, organizations would consistently generate new ideas. Yet many companies with highly qualified, experienced staff still face the same challenges year after year. Despite investing in training, conferences, and benchmarking against other successful organizations, genuine innovation remains hard to grasp. Experience shows us what has worked before, building trust and knowledge. But it can also lead us to view problems through familiar patterns. Over time, those patterns become assumptions that can be mistaken for facts. Every environment I worked in offered lessons. At the newspaper, deadlines were immovable. There was no waiting for inspiration because the presses rolled every night. I learned that creativity often emerges from constraints rather than unlimited time. Looking back, every career move added another lens through which I viewed problems. Signs taught visibility. Advertising taught persuasion. Newspapers taught speed. Marketing taught strategy. Technology taught adaptability. Education taught empathy. Individually, these experiences helped improve my performance in each new role. Collectively, they changed the way I think. Early in my teaching career, I tried applying the same structured planning that had served me well in marketing. It didn’t work. Students weren’t responding to polished lesson plans; they responded when ideas intersected with their own curiosity. Organizations often hire people who resemble themselves, understand the industry, and appear to be a good fit for the culture. But comfort has never been a good indicator of innovation. Innovation occurs when someone feels comfortable asking challenging questions or seeing connections others miss because of different experiences. Many of the most valuable ideas in my career came from challenging the status quo. Students have challenged my long-held assumptions about education, and business leaders have changed my understanding of creativity. Perspective is the competitive advantage nobody lists on 38
NETWORK MAGAZINE™
a résumé. Measuring years of experience is simpler than assessing the breadth of someone's thinking, which can lead to confusing familiarity with wisdom. Leaders often focus on demographic diversity, which is important because multicultural teams make better decisions. But diversity of experience also deserves equal attention. Consider whether your next key hire should be someone with broad problem-solving experience from another field, rather than only deep industry experience. This isn’t merely personal experience. Some of the world’s most innovative companies intentionally recruit outside their industries. For example, when IDEO, a global design company, began hiring leaders from fields as diverse as medicine, architecture, and software engineering, they saw an immediate increase in the variety and originality of solutions their teams produced. While every industry faces different challenges, most are trying to serve their customers, build public trust, create value, generate action, and adapt to change. These principles are universal, not limited to any single profession. Steve Jobs once remarked that you cannot connect the dots of your career looking forward; you can only connect them looking backward. Now, I can see how the dots connected in my career. The innovation process will always be messy; there’s no clear manual for how to do it. That’s why leaders must hire people who bring different perspectives to the table and then create a culture where those perspectives can be heard. The goal isn't simply to assemble a team of talented people. It's to create an environment where someone can say, "What if we're looking at this the wrong way?" and know the question will be welcomed rather than dismissed. Innovation isn’t about hiring people who know the most about your industry. It’s about hiring people who know something your industry has never considered.
William Childs is an author, educator, and marketing professional. His book, Childs Play, explores creativity, leadership, and the power of seeing things differently. MyNetworkMag.com
xp
A
erienc
e
60+ Years tt
orney
d
E
s
Defending Your Rights, Protecting Your Family Legal challenges can be complex—our attorneys provide trusted guidance and strong advocacy to protect your interests. Whether you’re facing a business dispute, employment issue, family law matter, or personal legal challenge, we bring decades of experience to every case.
Contact us today for a consultation. (610) 351-2264 535 W. Hamilton Street Suite 105 Allentown, Pa 18101 DaigleCooper.com
leadership
NETWORK MAGAZINE'S EXECUTIVE EDGE WITH KATELYN MACK | CEO, LINC
Illuminate the Hidden Costs of Turnover It may seem counterintuitive that talent attraction and retention remain among the top challenges facing businesses, especially at a time when job seekers appear plentiful. Even with job openings in Pennsylvania at a 5-year low according to the Bureau of Labor Statistics, employers in the state continue to replace and recruit large numbers of workers each year. This makes talent attraction, retention, and advancement strategies critical to organizational success. Turnover is a significant cost, yet few executives can clearly articulate what the value of turnover is for their business. When annual turnover was approaching 26%, Gallup estimated it cost U.S. businesses $1 trillion annually. Turnover varies widely by industry, role, and region. To give a sense of more recent benchmarks, an analysis by Turnozo as of May 2026 places annual turnover in the professional and business services sector at 54%, healthcare and social services at 33%, and manufacturing at 28%. Failure to calculate and monitor the cost of turnover to your business is a mistake. When recruiting expenses, vacancy costs, lost productivity, onboarding, and training are accounted for, turnover can affect financial performance and long-term growth. Furthermore, employee turnover is often preventable. At the end of 2025, Gallup reported that 51% of U.S. employees were either actively looking for a new job or watching for opportunities. Most workers intending to leave are seeking better pay or benefits. But pay only tells half the story. More than 1 in 4 employees report that their intent to leave is a result of either lack of opportunities for professional growth, workload and schedule inflexibility, or dissatisfaction with managers or organizational leaders. Making this hidden cost visible enables leaders to develop a strategy to address the worst types of turnover: the attrition of top performers or those in hard-to-fill positions.
40
NETWORK MAGAZINE™
5 Steps to Reduce Turnover 1. Calculate the cost of turnover for your own organization. Establish a process for tracking turnover and its associated costs. According to the Society for Human Resource Management (SHRM), replacing an employee typically costs between 6 and 9 months of that employee's salary. Without this data, interventions to prevent turnover seem like business expenses rather than investments. 2. Ensure managers, especially hiring managers, understand that employee engagement is their primary responsibility. Managers need training to learn how to model effective practices around role clarity, purpose-driven communication, demonstrating care and support, and coaching team members effectively. Often, hiring managers focus on filling roles, but retention starts before their first day on the job, with onboarding playing a critical role. 3. Make sure that employees’ basic needs are met. If employees are struggling to afford housing, transportation, childcare, and groceries or have unmet mental health needs, expecting strong engagement and loyalty is unrealistic. Check out the ALICE data published by the United Way to understand basic costs of living for where you operate. ALICE stands for Asset-Limited, IncomeConstrained, Employed. This can vary considerably by county and is worth comparing to your base compensation for every position, including shift work, in your organization. 4. Make community connection a priority. Family considerations and life circumstances are among the leading drivers of turnover. And while many employers invest heavily in recruiting and even relocating talent, few invest in helping employees establish roots in their new community. Employees who feel connected to the community are significantly less likely to leave, even when approached by recruiters. MyNetworkMag.com
5. Create clear career paths and learning opportunities for all employees. Employers often overestimate the power of compensation and underestimate the impact of employees feeling valued and respected, as well as the importance of professional growth opportunities. Consider leadership academies in collaboration with local colleges and universities, as well as skill certification courses and apprenticeships. When you understand the true cost of turnover, you are more likely to align your talent strategy to the investments that will make the biggest difference. These investments may include community transition services for relocating employees, expanded paid parental leave, childcare benefits, or enhanced compensation and benefits packages.
With more than half of departing employees saying something could have been done to keep them, the lesson for employers is clear: turnover is not simply a cost of doing business. It is often a preventable expense and an opportunity to invest in strategies that help employees succeed at work and in life.
Katelyn Mack is President at LINC, 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 by creating meaningful community connections that turn candidates into longterm employees. To learn more, visit www.linc-lv.org.
Celebrate LIFE'S OCCASIONS We are a full-service florist for any event or occasion, large or small. Our retail stores offer a wide variety of gift items and fresh flowers. If you are planning a wedding or special event, we have an entire showroom of displays to fit your needs.
MyNetworkMag.com
Call 610-437-5588 or visit RichMarFlorist.com PROUD PARTNER OF
NETWORK MAGAZINE™
41
leadership
THE HUMAN EDGE
READY, FIRE, AIM ERIC BARTOSZ, FOUNDER AND PRESIDENT OF BAR40 FRACTIONAL SOLUTIONS I don't know about you, but I'm a longtime fan of leadership and business trends reports, and I'm especially susceptible to the clickbait pull of "what’s on the horizon" headlines. I know they're often wrong, sometimes wildly so. But every so often, they surface high-quality data from genuinely relevant sources. Case in point: I was reading Deloitte's 2026 Global Human Capital Trends survey, and one statistic jumped out at me. Seventy percent of business leaders say their primary competitive strategy over the next three years is to use AI to move fast and nimbly, quickly capitalizing on changing business needs. What strikes me most, though, is that this number sits in direct opposition to another: 70% of change initiatives fail, according to McKinsey research. Put those two side by side, and you've got a "ready, fire, aim" trap that's all too easy to fall into. We pull the trigger on a new strategy or technology rollout without taking the steps to prepare the people who have to execute it. Here's the reality: expecting your organization to pivot and adapt at the speed of every new AI rollout isn't just an impossible dream. It actively contributes to change fatigue, burnout, and, eventually, turnover. As someone who provides SHRM-accredited training, I regularly talk with HR leaders and hear battle stories firsthand. And there's a pattern: the managers responsible for implementing these changes are often the least trained and least prepared to lead their teams through it. That's the heart of the issue. New technology emerges every week, capable of moving our businesses faster than ever, but the people we depend on to do the work are consistently left out of the preparation equation. The good news: what's predictable is preventable. Adaptability, nimbleness, and change tolerance aren't fixed personality traits; they're trainable skills that live squarely under the emotional intelligence umbrella. When I work with leadership and management teams, I focus on four core areas to build tolerance for ambiguity, increase comfort with dynamic environments, and keep people steady in the chaos of a high-motion culture. Self-Awareness: Know your own resistance before you ask others to overcome theirs. Leaders often assume resistance to change is a "them" problem. It rarely starts there. Before rolling out a new tool or process, get honest about your own triggers — where does your discomfort with ambiguity show up? Teams take their emotional cues from the top. A leader who names their own uncertainty out loud ("this is new for me too, and here's how I'm approaching it") builds more trust than one who projects false confidence. Self-awareness is the domain that makes the other three possible; you can't manage what you haven't first noticed in yourself. Self-Management: Build the pause before the pivot. Fast and nimble doesn't mean reactive. The instinct when a new AI capability or competitive pressure surfaces is often to move immediately, which typically looks like this: announce the initiative, set the deadline, and 42
NETWORK MAGAZINE™
expect adoption. That instinct fuels the 70% failure rate. Build in a deliberate pause between decision and rollout: a short window to map who's affected, what's being asked of them, and what support they'll need. Regulation isn't slowing down for its own sake; it's strategically shaping your organization's response rather than reacting to the pressure of "everyone else is doing this." Social Awareness: Read the room before you read the results. Most change initiatives generate signals long before they show up in adoption metrics or turnover numbers. These can include tension in a team meeting, a manager going quiet in a 1:1, hallway conversations that never make it to your inbox. Leaders who tune in to those signals can intervene while it's still cheap to fix. Leaders who wait for dashboard data are managing a problem that's already compounded. This is where change fatigue gets caught early: not through a survey six months later, but through paying attention now. Relationship Management: Acknowledge before you accelerate. Here's where most rollouts break down. Leadership announces the change, expects buy-in, and treats resistance as a compliance problem rather than a trust problem. Acknowledging the disruption, “I know this changes how you've worked for years, and that it’s going to feel different," isn't the same as agreeing to slow down. It's the step that makes people willing to move with you instead of around you. As an extra insurance policy against failure, when we supply the "why" and provide context for the reasoning behind the change and the benefits it will deliver, the team is much more likely to buy in and support the effort. Leadership isn't just about having a vision for success, but also about the ability to inspire and influence others to share your passion for achieving it. When we skip these steps, we’re not managing change; we’re just managing compliance, and compliance doesn't scale resilience. The businesses that win in 2027 won't be the ones with the most AI tools. They'll be the ones whose people can absorb what those tools make possible. Ready, fire, aim might feel fast. But aim- the deliberate, human work of preparing your team- is what determines whether the shot hits the mark. Before you chase the next fast pivot, ask yourself: are we actually ready, or just firing? Eric Bartosz is the Founder and President of BAR40 Fractional Solutions, working with business owners and leadership teams to optimize the performance of people and processes. Eric is a certified EQ trainer, bestselling author, and adjunct MBA professor. MyNetworkMag.com
Seltzer Group
Your Trusted Lehigh Valley Insurance Partner
keystone platform partner
Serving the Lehigh Valley and Beyond
Why Clients Choose Seltzer Group Personalized Service Trusted Expertise Proactive Guidance Long-Term Partnerships
Emmaus Office 901 Chestnut St. Emmaus, PA 18049
Insurance Solutions
Bethlehem Office 60 W. Broad Street Suite 202 Bethlehem, PA 18018
Personal Insurance Business Insurance Employee Benefits Risk Management Credit Insurance
Let's Build a Protection Plan 888.366.100
That Works for You.
services@seltzergrp.com
www.seltzergrouppartners.com
#1 Commercial Mortgage Brokerage Firm In the Lehigh Valley for over 25 Years Offering Commercial Real Estate Financing, SBA Lending & Bridge Loans For Real Estate Investors and Small Business Owners
Jeff Barber
Lewis Edwards
Antonia Trigiani
Kim Saraka
122 North 5th Street • Allentown, PA 18102 Office: 610-821-6870 • lehighfinancialgroup.com MyNetworkMag.com
NETWORK MAGAZINE™
43
leadership
Where Purpose Meets Practice REV. JAMES J. GREENFIELD, OSFS, DESALES UNIVERSITY PRESIDENT
Gratitude and Gentleness at Work With the 250th celebration of our nation’s birth on the Fourth of July this summer feeling long gone, we may forget a rich piece of the founding document that marked that anniversary. The Declaration of Independence concludes with 15 words that express an essential dimension of what it means to be an American. “We mutually pledge to each other our Lives, our Fortunes and our sacred Honor.” These words, deliberately capitalized to emphasize the magnitude of the offering being pledged, have marked the progress, success, and growth of our nation for 250 years. Considering the more than 1.3 million Americans who gave their lives fighting in 12 wars, alongside the countless public servants such as firefighters, police officers, healthcare workers, and other first responders who sacrificed their lives ever since that document was penned, no doubt that we have been faithful to the mutual pledging of our lives. And, of course, there are many, many more whose selflessness came at the price of their lives to help another. Pledging our fortunes and honor is, however, sometimes a challenge to quantify, though equally valuable and transformative. Our stellar history of philanthropy has provided schools and universities, hospitals and research facilities, community centers and museums, places of worship and soup kitchens, which together comprise a national infrastructure of stability, care, beauty, and even love. Compliance with taxation affords our nation the necessary services and resources we could not live without. From bridges, roads, and public education to beautiful parks, national defense, and protective policing, our country has the necessary systems that make us role models for all countries. Maintaining this 250-year run of pledging our lives, fortunes, and honor takes hard work, deep commitment, and steady investment in both our local and national communities. I offer two important values for consideration as means to advance such generous pledging, especially in professional work environments: gratitude and gentleness, which are also among the five core values at DeSales University, where I serve as president. Most people understand gratitude as the driving force that prompts us to say "Thank you" and express our appreciation. Of course, this is true. However, when deeply internalized, gratitude feeds joy, as we stand in utter delight with what we have been given, regardless of its size, import, or price. When we know someone has cared enough to share a gift or offer an act of service, we acknowledge the affection 44
NETWORK MAGAZINE™
and esteem behind the gesture. This type of thankfulness honors the relationship long before it takes possession of what is given. What’s more, gratitude actively works against entitlement. Grateful people do not see themselves as entitled because they understand all as a gift. Of course, we have a basic human right to clean air and water, healthcare, and constitutional freedoms, including an equitable education and freedom of speech and worship, for example. Yet, when we approach these and so many other blessings in our lives with gratitude, we don’t see them as entitlements but graces for which we give thanks. Indeed, we would never want our youth to take for granted the freedoms that come with our American citizenship, for many have died through the years to defend and protect them. For this reason, we pause several times throughout the year to thank and remember our service personnel, living and deceased. Entitlement melts under the light of gratitude. In our professional lives, we likely enjoy stable employment and a work environment characterized by respect, safety, and ethical conduct. Certainly, this can be taken for granted. Each of us has a responsibility to contribute to a work culture that is life-giving, productive, and that advances the mission of our company, agency, or institution. An honest day's work and a generous, collegial spirit can stir appreciation for the work we have been entrusted to complete, especially when many face unemployment or unfavorable work conditions. Our employment provides us with just wages, essential healthcare benefits, and time for rest and vacation with family and friends. It is no wonder we are thankful for our work and for the work of countless Americans over the past 250 years who labored with sacred honor. Gentleness animates the respectful treatment of others and creation itself. This includes how we drive, text, and email; resist passiveaggressive behavior and sarcasm; raise our voice; and care for the environment, whether by conserving energy, recycling our trash, or taking other necessary protective measures. More gentle work environments can lead to increased collaboration, strong cohesion, solid teamwork, and less pettiness. Gentleness does not, however, compromise the necessary and challenging conversations that naturally must occur. For example, colleagues need to be held to account, called to grow and stretch their abilities, and reminded of areas where they have underperformed. Gentleness is completely compatible with professional clarity when holding difficult conversations. In fact, gentleness can provide the oxygen for people to breathe with ease in these discussions. As proud Americans who work in professional contexts, we continue the pledge of our lives, fortunes, and honor. May our gratitude and gentleness help this treasured and time-tested tradition continue to soar into a future fortified by our hard work and virtuous contributions. MyNetworkMag.com