North Shore Chamber of Commerce Impact Magazine - April 2022

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North Shore Chamber of Commerce  IMPACT MAGAZINE  April 2022  Volume 2, Issue 1

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APRIL 2022




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Connect with us Reader and advertiser services  Tell us your story 

Impact Magazine is focused on highlighting the work of The Chamber’s member businesses through articles written by our team to columns penned by our members themselves. Contact Editor Sonya Vartabedian with your story ideas at 978-774-8565, ext. 103.

 Share news and photos 

Launching a new product? Introducing a new service? Celebrating a milestone or achievement? Welcoming a team member? Send your press releases, along with high-resolution (300-dpi, jpgformat) photos, to sonya.vartabedian@ to feature in an upcoming issue.

 Advertise with us 

Impact Magazine is distributed in print to Chamber members and others across the North Shore. It’s also available online to thousands more as an e-edition. We offer a variety of advertising opportunities, and can create a focused campaign that best suits your needs. Contact Cheryl Begin, director of sales and marketing, at 978-774-8565, ext. 101, or cheryl.begin@

 Join our membership 

The Chamber is the hub of the North Shore business community and stands to be your organization’s voice in all arenas. Contact Cheryl Begin at cheryl. to join.

 Give us your feedback 

If there’s something you’d like to see in our pages, let us know. If there are areas we can improve on, we want to hear that, too. Your input will ultimately drive our future and allow us all to make an impact together.

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NORTH SHORE CHAMBER OF COMMERCE 5 Cherry Hill Drive, Suite 100 Danvers, MA 01923 978-774-8565


WORKFORCE FRONT AND CENTER Our Chamber focus for 2022


ou’ve heard it said many times that the North Shore Chamber of Commerce exists to support member businesses of all sizes and sectors by advocating, educating and collaborating. Therefore, building upon that mission, The Chamber’s Managing Board has chosen the theme of “Workforce” as the overarching focus of our work in 2022. In keeping with that theme, welcome to the “Workforce” issue of Impact magazine. On these pages, you will find articles highlighting the challenging labor market, Chamber strategies for recruitPresident ing and retaining and CEO employees, changes in the workplace and more. These stories reflect our “Workforce” theme, which will guide The Chamber’s work this year. How do we define “Workforce”? Think of Workforce as a wheel with spokes that are interconnected and equally important. In this case, the Workforce “spokes” are issues such as education and training; affordable housing for employees; hiring and retention; transportation to and from work; employer mandates; taxes, and the like. Take education, for instance. We must have an educated workforce to succeed,

Karen Andreas

Your Chamber is committed to leading our region to new heights for its workforce. so The Chamber will advocate for our high schools, community colleges and universities to connect with employers to ensure workforce needs are fulfilled. With housing, meanwhile, our region m ust support affordable and ample homes to ensure our workforce can live here on the North Shore. With transportation, we need to ensure the ability of our employees to get to and from work, whether by car, train or bus. The “Workforce” theme will continue to provide focus to The Chamber’s work as we plan monthly breakfast forums, prepare content for Impact magazine, and advocate on issues that are important to our members. Your Chamber is committed to leading our region to new heights for its workforce, which, in turn, will better the community at large. Please let me know your ideas for how The Chamber can continue to advocate, educate and collaborate to support and empower our workforce. I look forward to hearing from you. I

Karen Andreas is president and chief executive officer of the North Shore Chamber. Call her anytime at 978-774-8565, Ext. 105, or email IMPACT MAGAZINE

Impact APRIL 2022 President and Chief Executive Officer

KAREN E. ANDREAS karen.andreas@ Editor

SONYA VARTABEDIAN sonya.vartabedian@ Director of Sales & Marketing

CHERYL BEGIN cheryl.begin@ Operations Manager

ROBYN PREGENT robyn.pregent@ Administrative Coordinator

KAY EISENSTEIN kay.eisenstein@ Interns

SHELBY BATTISTELLI LAUREN O’LEARY Bertolon School of Business, Salem State University Creative Design



FEATURING Positioned for Growth A look at the strong commercial real estate market on the North Shore with Greg Klemmer. Page 24

Change Agents North Shore LEADS initiative aims to foster innovation and growth. By Derek Mitchell. Page 28

Championing Success THRIVE’s new Mentorship Program looks to create a network of support. By Mary Anne Clancy. Page 34


HUMAN RESOURCES: Tapping into Emotional Intelligence in the workplace. By Nicholas D. Mirabello. Page 30 BENEFITS: Do your homework on company health insurance plans. By Jeffrey S. Gold, MD, and Meaghan Howe, FNP-BC. Page 32


PLANNER: Mark your calendar for a host of Chamber happenings. Page 4 CHAMBER AMBASSADORS:

This team stands ready to promote The Chamber. Page 38


who is joining our growing network. Page 39

BRIEFCASE: Check out the latest news from our Chamber members. Page 41 FACES & PLACES: Catch a glimpse of some recent Chamber events. Page 44 YOUR IMPACT: Community and family propel Greater Beverly YMCA Executive Director Tim Flaherty to make a difference. Page 48

FOCUS WORKFORCE 2022 Addressing the labor challenges of today

The North Shore Chamber of Commerce has set workforce as its overarching focus this year. We examine the topic from every angle in this issue.

EMPLOYMENT What’s behind the tight labor market? An overview from MassHire. Page 6

ECONOMY The Business Confidence Index has a pulse on the region’s health. By John R. Regan. Page 9

DIVERSITY Creating a culture of inclusion builds success at MilliporeSigma. By Renee Connolly. Page 12

RECRUITMENT A successful interview starts with a structured approach. By Janet Santa Anna. Page 16

EMPLOYMENT LAW Asking the wrong interview questions could prove costly. By Robert P. Rudolph, Esq. Page 17

ENGAGEMENT Employee surveys are a powerful tool to gain valuable insight. By Laura Ahern and Amy Scannell. Page 20

WORKSPACE Hoteling may be a practical solution for the hybrid office. By Atty. Adam M. Hamel. Page 22

WORKDAY The corporate free lunch can be a win-win strategy for companies. By Joseph A. Rogan. Page 23 3


For a complete Chamber calendar and details on registering for any of our events, visit




Business Resource Webinar

Learn about loans and grants available to empower small businesses in this overview by Massachusetts Growth Capital Corporation. Virtual seminar via Zoom Noon-12:30 p.m. Free; registration required




Courtesy photo

THRIVE Business After Hours at North Shore Music Theatre

Enjoy a visit to the region’s award-winning theaterin-the-round while networking for a cause. This THRIVE event will seek the donation of scarves, hats and other items to assist the patients of Mass General/North Shore Cancer Center. REV Kitchen will provide the light bites. 54 Dunham Road, Beverly 5-7 p.m. Tickets: $25 members, $35 nonmembers. As always, men are encouraged to attend all THRIVE events.

Business Leads Group




Take advantage of this free monthly opportunity for Chamber members. Develop new connections while highlighting your company to up to 15 business professionals. North Shore Chamber Boardroom 5 Cherry Hill Drive, Danvers 8-9 a.m. Free to Chamber members




Business After Hours at Golf Lounge 18

Check out the North Shore’s new state-of-the-art indoor golf facility equipped with a restaurant and full bar, virtual golf bays, leagues, lessons and more. 210 Andover St., Peabody 5-7 p.m. Tickets: $25 members, $35 nonmembers

Unemployment Insurance: A Taxing Concern BUSINESS INSIGHT BREAKFAST FORUM Chamber President and CEO Karen Andreas leads a discussion on the defunct state Unemployment Insurance Trust Fund and the impact on your business’ bottom line. The Essex Room at Woodman’s 125 Main St., Essex 7:30-9 a.m. Tickets: $50 members, $70 nonmembers IMPACT MAGAZINE

12 MAY

2022 Honors Scholars Celebration

Celebrate the top 5 percent of graduating high school seniors from across the region at this premier North Shore event. DoubleTree by Hilton Hotel 50 Ferncroft Road, Danvers 6-9 p.m. Dinner tickets: $50

26 MAY



Kick off Memorial Day weekend with your colleagues inside this breathtaking oceanfront performance venue and sample light bites as the sun sets over the Atlantic. 37 Main St., Rockport 5-7 p.m. Tickets: $25 members, $35 nonmembers

BUSINESS INSIGHT BREAKFAST FORUM Hear about the growing mental health needs of your employees and learn about resources to assist them in this forum. Our panel will include David Morales, general manager of UniCare, and Glenn MacFarlane, president and CEO of Beacon Health Options. Title sponsor UniCare Misselwood Events at Endicott College 376 Hale St., Beverly 7:30-9 a.m. Tickets: $50 members, $70 nonmembers




Business After Hours at Shalin Liu Performance Center

Mental Health and the Workforce



Robert Benson photo



Mark your calendar for the return of our highly anticipated Business Expo. Connect with 2,000-plus potential customers at the largest B2B Expo north of Boston. The Expo will feature both a businessthemed breakfast and luncheon. Reserve your booth now. Boston Marriott Peabody 8A Centennial Drive, Peabody Free admission to the Expo floor for the business community.


Annual Summer Golf Outing

Hit the links with coworkers and colleagues at one of the region’s top private courses. This afternoon outing includes a round of golf, lunch, dinner, prizes and awards. Ipswich Country Club 148 Country Club Way, Ipswich Noon-6 p.m.




Annual event honoring the Chamber’s Distinguished Leaders, celebrating the year’s accomplishments and highlighting plans for 2023 THURSDAY, NOV. 17 DANVERSPORT 5-8 P.M.





By Sonya Vartabedian The Chamber


t its core, the 2022 workforce crisis is a basic case of supply and demand. There are simply more jobs than people to fill

them. The economy is strong coming out of COVID-19 — driving the demand for workers. The labor force, however, has stopped growing and has begun shrinking. And therein lies the problem — one that Mary Sarris, executive director of MassHire, North Shore Workforce Board, predicts will continue for a very long time. In her decades in the workforce development field, Sarris says she has never seen the job market quite like it is today. While COVID-19 exacerbated the decline in the labor force, Sarris says, the problem was brewing well before the pandemic. “The silver tsunami they called it. People were leaving the workforce in ever-increasing numbers,” she says. “Due to COVID and due to our aging workforce … those two things running together is what’s leading us to the situation we are in.” Sarris says after a rough two years, unemployment is dropping back down close to pre-pandemic numbers nationally, with Massachusetts’ unemployment rate


Employed...... Unemployed.......... Rate January 2022.......3,570,800.............187,900................. 5.0% January 2021........3,435,051.............284,980................ 7.7% January 2020...... 3,671,000............. 134,200................ 3.5%


Employed...... Unemployed.......... Rate January 2022.........222,593................ 12,211.................. 5.2% January 2021......... 213,722................ 18,793................. 8.1% January 2020........228,405................. 7,522................... 3.2%

Note: Not seasonally adjusted Source: U.S. Department of Labor’s Employment and Training Administration

continuing along a downward trend. The number of jobs that were lost nationally during the pandemic have been regained, with more openings becoming available every day. “Every single industry is hiring and desperate for workers,” she says. Yet, the labor force — the total number of individuals 16 or older who are working or who want to work — has not kept pace.

WHAT’S BEHIND THE TIGHT LABOR MARKET? COVID-19: Impact of a lingering pandemic

Maturing labor force: Growth in the 55-plus age groups

Child care: Reduced availability, lack of staffing

Skills gap: Mismatch between the unemployed and available jobs

Financial buffer: Increase in household savings

Rebounding economy: Rising demand for workers

Source: MassHire, North Shore Workforce Board 6


Every single industry is hiring and desperate for workers.”

Mary Sarris, executive director of MassHire

In Massachusetts, labor force participation rates have failed to rebound to pre-COVID norms across all demographics, according to data from MassHire. The greatest labor force declines are being seen among the Black community, which was hard hit by COVID; the 55-plus age group, and female workers. Sarris says many individuals age 55 and older have opted to retire early or rethink their careers as they have emerged from the pandemic. Working mothers have also delayed resuming their careers, due to the lack of available child care as well as shifting priorities. And the younger workers, who are desperately needed in the workforce, are in no rush to embark on their careers and are instead choosing

nontraditional occupational pathways, Sarris says. The financial health of the workforce is also a factor. Many individuals were successful in saving money during the pandemic, she says, allowing them to create a financial buffer and buy some time before deciding on their next career move. Further compounding the problem is the declining population overall. There hasn’t been a baby boom since 1965, Sarris says, and one isn’t expected in the foreseeable future. Sarris says identifying ways to increase the labor force is essential. Her solution? Automate jobs to fill the void of workers where possible and push through immigration reform. She sees a direct correlation between immigration, which has decreased by 40 percent since 2016, and the shrinking of the labor force. “Unless or until we increase immigration to our region or to our country and bring more workers in to deal with this issue, we’re going to continue to have problems,” she says. Sarris knows her ideas may not be palatable to everyone. But she says something needs to change.

Where are the jobs? There were 17,375 job postings on the North Shore in the three-month period between Dec. 10, 2021 and March 9, 2022. Of those, 2,759 were unspecified or unclassified postings. The top specified needs were in the following industries: Health care and social assistance: 3,416 Retail trade: 1,999 Accommodation and food services: 1,102 Educational services: 1,041 Manufacturing: 900 Finance and insurance: 705 Professional, scientific and technical services: 639

Source: Burning Glass Technologies

“We’re running into this really hot economy that’s impatient,” she says. “We need people quickly and we can’t find them. “We need all hands on deck to solve the problem, and I believe with creativity and collaboration, we can do it.” I

Building dreams…One home at a time.

11 Sylvan St., Suite 2, Danvers, MA 01923 ~ 978.887.1188 ~



BUS I NE SS AS U SUA L N E V ER SOUN DED SO GOO D. Salem Five is committed to helping area businesses succeed, so we’re pleased to partner with the North Shore Chamber of Commerce to support this critically important mission.

Banking • Investments • Insurance • Mortgage Salem Five Bank is a Member of both the FDIC and DIF. Mortgage Products provided by Salem Five Mortgage Company, LLC, NMLS ID 4662, . Wealth, Trust, Investment and Insurance Products are provided by Salem Five Investment Services and Salem Five Insurance Services and are not FDIC insured, not bank guaranteed, not a deposit, not insured by any federal government agency and may lose value.





By John R. Regan Associated Industries of Massachusetts


he year 1991 was an eventful one. The Soviet Union ceased to exist. The Dow Jones Industrial average topped 3,000 for the first time. Larry Bird played his final season with the Boston Celtics. And Associated Industries of Massachusetts quietly initiated a monthly business confidence survey that for three decades has gauged the outlook of employers during some of the most economically tumultuous times. The AIM Business Confidence Index has become one of the most prominent measures of the health of

How confident are you? Weigh in on the North Shore BCI

The North Shore Business Confidence Index needs your input. The monthly BCI survey relies on North Shore employers to offer their thoughts on the economic health of the region. The online survey takes just a couple minutes to complete. It asks business owners and operators to rate their current perception of business conditions for their company, for the state and for the nation, and how they expect those conditions will be in six months. Participants are also asked to provide figures on the size of their staff and their level of sales over the past six months and where they project both will be in six months. A link to the North Shore BCI survey is posted each month on The Chamber’s website, www. Any employer may take the survey. While AIM would prefer a yearlong commitment from employers, it does not require monthly participation..

the Massachusetts economy. It is supervised by a distinguished group of economists and business leaders called the AIM Board of Economic Advisors. The BCI is

John R. Regan is president and chief executive officer of Associated Industries of Massachusetts, a statewide association of 3,400 employers that provides advocacy, community and resources as a strategy to create success, growth, equity and prosperity. NORTHSHORECHAMBER.ORG


important because business confidence measures the willingness of employers to expand, hire and make capital investments. The BCI expanded further in November 2021 when the North Shore Chamber of Commerce collaborated with AIM to launch a regional version of the monthly confidence index. The North Shore Business Confidence Index now provides a nuanced picture of the similarities and differences that mark regional economies throughout Massachusetts. Karen Andreas, president and CEO of The Chamber, says the survey offers an important measure of the economic health of the region. It provides employers with an opportunity to tell policymakers how they view the economy and what should be done to improve it.


The Business Confidence Index has been a remarkable bellwether of employer sentiment through both changing economic cycles and long-term economic shifts over the past 30 years. The index also provides an early window into challenges faced by employers — most recently the COVID-19 pandemic, an acute shortage of qualified employees, inflation and disruptions to supply chains. None of those challenges, however, have shaken the abiding optimism of employers about the underlying strength of the state economy. Consider the fact that the Massachusetts economy grew at a healthy annualized rate of 8.2 percent in the fourth quarter of 2021. Initial public offerings among Massachusetts companies rose 30 percent during 2021, affirming again the commonwealth’s position as a center of technology and business creation. I’ve been told many companies posted record results in both 2020 and 2021 — despite a constantly shifting environment of stay-at-home orders, complicated health protocols and significant absenteeism rates during the more recent Omicron surge. These contradictory signals shroud the road to recovery, challenging our ability to make the right decisions. The alchemy of economic success has become uncertain in a world in which work has become increasingly disaggregated from place and large segments of 10

Labor Force

Business Confidence Mass. BCI

North Shore BCI

February 2022.......... 56.7............54.1 January 2022............ 55.9............56.6 December 2021........ 56.7............ 57.8 November 2021.........57.9 October 2021............ 58.4 September 2021...... 58.9 August 2021.............. 62 July 2021................... 65.6 June 2021.................. 63.4 May 2021....................61.9 April 2021..................60.7 March 2021...............60.9 February 2021........... 56.4 January 2021........... 52.4

Source: Associated Industries of Massachusetts

Crunching the numbers

The Business Confidence Index is a composition of businesspeople’s perception about the future of the economy. It is calculated on a 100point scale, with 50 as neutral. A reading above 50 is positive, while below 50 is negative. Sara L. Johnson, chair of the AIM Board of Economic Advisors and executive director of global economics at S&P Global Market Intelligence, says some of the month-to-month variation being seen in the North Shore’s confidence readings is because the regional index is still brand new. She notes that the North Shore confidence index remains in optimistic territory and the employment index for the region indicates that hiring remains vigorous. the population have been left behind by the fastest-growing sectors of the economy.


The paramount challenge for Massachusetts employers in this season of contradictions will be to develop longterm strategies to attract and retain skilled talent in a labor market increasingly constricted by economics, demographics and pandemic-driven shifts in work preferences.

North Mass. Shore January 2022....... 3,758,700.....234,804 January 2021........ 3,720,031.......232,515 January 2020...... 3,693,900...... 235,927 Number of individuals 16 or older working or who want to work


January 2022 ..............................65.7% January 2021 ..............................64.9% January 2020 ..............................66.3% Source: U.S. Department of Labor’s Employment and Training Administration

Employers must work with elected officials, educational institutions and other organizations to develop and train the people who will fuel the next chapter of the Massachusetts economic success story. Consider the numbers. At the end of 2021, there were nearly 11 million job openings nationwide, but only 6.3 million unemployed people, according to the Bureau of Labor Statistics. And, even as the economy continues to recover and the need for workers rises, some people are leaving the workforce entirely. In Massachusetts, the labor force dropped significantly last year, while more than 222,000 jobs were added. Employers need to be creative. Last year, for example, AIM responded to the troubling exodus of women from the workforce by calling on employers to make substantive adjustments to their policies to help women and caregivers balance work and personal responsibilities. Scores of companies stepped forward and took steps such as giving pay increases and advancing women and caregivers “on schedule” rather than penalizing those who had been on leave or working limited hours. These steps were not only the right thing to do — they were the smart thing to do at a time when millions of skilled and valuable workers across the country left their jobs as part of the “Great Resignation.” Employers will have to make more smart decisions in the years ahead to ensure that they will have the human capital they need to grow. I IMPACT MAGAZINE




Driving diversity

Courtesy photo

A handwritten message inside MilliporeSigma’s Danvers manufacturing plant sums up the company’s philosophy. The company credits the dedication of its diverse workforce with its ability to attract talent that is committed to having a positive impact on global public health.


By Renee Connolly MilliporeSigma 12


hat happens when hundreds of people, from a diverse array of countries, come together in a manufacturing plant? You help make vaccinations for COVID-19 available. On the North Shore, in a nondescript building in an industrial park just off Interstate 95, hundreds of engineers and manufacturing experts have been producing critical products to fight COVID-19 since the start of the pandemic. Danvers is the Center of Excellence for MilliporeSigma’s Mobius®

Single-Use Assemblies plant. Inside the facility, workers annually churn out more than 300,000 highly durable, custom plastic bags used by vaccine manufacturers and drug makers to mix vaccines and other lifesaving therapies. MilliporeSigma is the U.S. and Canada life science business of Merck KGaA, Darmstadt, Germany, a global, $9 billion business that produces tools, chemicals and supplies for the biopharmaceutical industry. The company plans to double production of these bags by the end of 2022 to meet the demand generated

Renee Connolly is chief diversity, equity and inclusion officer and head of innovation HR engagement & inclusion at Merck KGaA, Darmstadt, Germany. She drives the strategic advancement and cultural implementation of the company’s DE&I efforts at an enterprise level. IMPACT MAGAZINE

by COVID-19 via a recently completed, 65,000-square-foot addition of clean room space. The expansion complements the company’s existing 120,000-square-foot plant on Cherry Hill Drive, which employs hundreds of people. The total investment in Danvers was about $25 million. Having the right infrastructure to meet demand is just one part of the equation. The work ethic of employees staffing staggered shifts seven days a week to keep the manufacturing site operational 24/7 has been tremendous during the last two years. The Danvers team’s u nwave r i n g co mmitment to deliver is unique. According to former site head Bill Faria and newly appointed site head MilliporeSigma Angela Myers, this Danvers Director dedication is due in Angela Myers part to the shared mindset of a highly diverse workforce whose passion for positively impacting global public health allows them to put their work first.

As Faria passes the baton to Myers, the two continue to work through the kinds of benefits and offerings that make MilliporeSigma an attractive place to be. That includes unique, family-friendly shift schedule options for the 1,000plus production workers, with more than 200 positions to be added in 2022. Many of the Danvers team members were born outside of the U.S., with 30 different countries represented. More than a dozen languages are spoken on the shop floor, with English as the common thread. As chief diversity, equity and inclusion officer supporting the businesses of Merck KGaA, Darmstadt, Germany, I see Danvers as the model for how talent-strapped companies can recruit and retain the best talent — talent that makes it possible to give their most, especially in times of crisis. Recruiting diverse talent is not new to MilliporeSigma, Danvers. About four years ago, our company began a partnership with North Shore Community College in Danvers to offer both new and existing hires an English as a Second Language course. “Sign-ups were immediate,” Faria says.

A leader in the industry MilliporeSigma’s Danvers facility was named Manufacturer of the Year last fall at the state’s 6th Annual Manufacturing Awards Ceremony. The award was presented by the commonwealth’s Legislative Manufacturing Caucus — a group of more than 60 legislators who focus on training for manufacturing employees, encouraging innovation by helping startups access resources, and expanding apprenticeship opportunities in key manufacturing sectors. MilliporeSigma was nominated by Sen. Joan Lovely (D-Salem) in recognition of the positive impact the company has made on the community through manufacturing. MilliporeSigma’s Process Solutions experts collaborate with the world’s leading drug developers to help bring lifesaving and life-enhancing drug therapies to patients.

Your Hard Work Changes Lives We are inspired by the courage, compassion and dedication of our colleagues caring for patients and promoting health in our communities. For all the ways you go above and beyond every day,

thank you.



The benefits, he says, came soon after, with employees reporting it helped them become part of the team and adjust to a new life. Another benefit: With employees required to don full head-to-toe personal protection equipment, even before the pandemic, it was difficult to understand others. The ESL course helped employees have clearer and more understandable conversations. Faria, who sits on the North Shore Chamber’s Board of Directors, has taken his passion for building diverse teams to a career pivot of his own now. He has joined the company’s enterprise-wide Diversity Equity and Inclusion team in the newly created role of Head of DEI People and Business Solutions. It’s an example of teams working together to scale the efforts in Danvers elsewhere. Myers, meanwhile, will continue to tap current employees at the Danvers site for leads when hiring, looking to their referrals to fill the company’s pipeline with new, diverse employees. “Diversity is only one thread in the success of the output we see in our Danvers site,” Myers says. “When you go to this site, you feel in the hallways the


Courtesy photo

MilliporeSigma’s Danvers site in Cherry Hill Park is an example of success in diversity and inclusiveness. Thirty different countries are represented in the workforce there.

inclusiveness of a community of individual professionals who openly share their rich cultures, differences and experiences that bring them together in ways that help even the most difficult times become easier. “I couldn’t be more excited to be in this site at this time with all these colleagues who not only bring multiple scientific disciplines to the team, but they

also enrich our workforce by sharing their cultures with us day in and day out.” Everyday in the hallways of our Danvers facility, you see how belonging is not only encouraged, but lived. The collective output of these colleagues allows us to continue to fight one of the biggest health challenges of our time in COVID-19. I


Celebrating 30 Years As a North Shore Business

It is our belief that organizational success is dependent on the success of individuals. It’s all about our people and the relationships we have built over the years. CM&B is, and always will be, People.Building.


Boston | | New York



The structured interview 3 STEPS TO PRODUCE SUCCESSFUL HIRES

By Janet Santa Anna, CSP The Resource Connection Inc.


any hiring managers complain, “Good people are hard to find.” Could it be that they don’t know how to properly identify the most successful employees? Experts believe that many hiring mistakes occur because of improper, incomplete or inefficient interviewing. The benefits of a more effective interview process will help reduce discrimination lawsuits, lessen recruitment costs, decrease turnover and increase productivity — all with the ultimate goal of helping corporations achieve their goals.


There are two broad types of interviews to consider: structured and unstructured. Unstructured interviews, the more common of the two, are characterized by a somewhat informal, conversational style. The major drawback of this technique is the lack of direct comparisons among applicants since everyone is not asked the same questions and a rating system is not used to assess applicant fit. Structured interviews are much more formalized. They are characterized by a series of behavioral, job-related or psychological questions developed from a study of valid job criteria. Applicants’ answers to the questions are graded in a formal fashion and the scores are compared at the end of the process. It’s important to note that you should familiarize yourself with legal guidelines surrounding employment interviewing before beginning any hiring process. Here are three steps that will lead you to a successful structured interview.


Decide before the interview process what qualities and skills are required in the job as well as the factors that will make the right candidate successful. Then, write a job description based on those criteria. Consider these questions and details in shaping the job description: What are the major responsibilities and objectives that the new hire will be expected to meet this year? Why are they critical? What skills, education requirements, job experience, salary guidelines, physical requirements and environmental concerns are important for the position? Also, consider the degree of judgment and the level of independent action that the job demands. List any critical personality traits and personal characteristics needed to succeed in the position.


Use the results of Step 1 to customize your questions to the job. Create questions that will evaluate both the performance and personality traits of applicants as they relate to the job requirements. A good structured interview question highlights an SEE PAGE 18

Janet Santa Anna is the president, CEO and co-founder of The Resource Connection Inc., which provides temporary help and staffing services to clients from Fortune 500 companies to small businesses in almost every industry. She has been in the staffing services industry for more than 30 years. Santa Anna is a member of the Managing Board of the North Shore Chamber’s Board of Directors.




By Robert P. Rudolph, Esq. Rudolph Friedmann LLP Massachusetts state laws and federal laws both guarantee that no person shall be denied the right to work based on a host of characteristics. These include race, color, religion, sex (including pregnancy, sexual orientation or gender identity), national origin, age (being 40 or older), disability/ handicap, criminal record and genetic

information (including family medical history). To comply with the law, there are certain questions employers should generally not ask on a job application or during an interview. As a general rule, employers should limit interview questions to those directly related to the applicant’s ability to perform the job he or she is seeking. Questions to avoid include those that identify a person as being within a protected category, result in the screening out of members in a protected category, or are not a valid basis for predicting successful job performance. In April 2020, the Equal Employment Opportunity Commission filed suit against United Precision Products Co. Inc., a supplier of aerospace components based in Dearborn Heights, Michigan, for violating federal law by refusing to hire a qualified older applicant. According to the lawsuit, a 64-yearold, qualified applicant applied for a position at United Precision. During the interview, the company’s plant

superintendent asked the applicant his age and date of high school graduation, which the applicant reluctantly supplied. The superintendent also requested and received the applicant’s driver’s license and twice commented about how good he looked for his age. United Precision rejected the applicant for the position, claiming the superintendent believed the applicant lacked the commitment to work long term. The superintendent also ignored a follow-up email, which stated that the applicant intended to work for at least another 10 years. SEE PAGE 18

Robert P. Rudolph, Esq. is a partner at Rudolph Friedmann LLP. He concentrates his practice on matters relating to business, employment, real estate and construction.

Proud to be part of the North Shore Chamber Business Community Commercial . Retail . Residential NORTHSHORECHAMBER.ORG


INTERVIEW, from Page 16

applicant’s experience and skills. An example is, “Describe a situation when you had to make a controversial decision independently. What was the decision? Why was it controversial? How did you come to your decision? What were the results?” Behavioral or situational questions are designed to demonstrate how a candidate would handle a certain type of situation and how they would utilize skills needed on the job. For example, a candidate might be asked how they handled an experience in the past or a hypothetical situation that could occur in the future. Be sure to ask all applicants the same questions. Create a rating system to evaluate each applicant’s responses. A

QUESTIONS, from Page 17

The lawsuit alleged that United Precision’s conduct violated the Age Discrimination in Employment Act of 1967, which protects individuals who

standard rating example is: Poor; Below Average; Average; Good; Excellent. Each question is anchored with a superior response and a poor response, which are used to assist with scoring. Base your anchors on your job analysis. Identify those things that you would expect to hear from the best candidate to anchor a superior response, what would constitute an average response and what elements would be missing in a poor response.


Don’t get caught up in the biggest mistake most managers make — selecting a candidate because you like their personality or looks. Personality alone will not make a new hire successful.

are age 40 and older from employment discrimination based on age. The Equal Employment Opportunity Commission tried to reach a prelitigation settlement with United Precision through its voluntary

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Probe for information about past performance and personality traits that are verifiable. Past performance is one of the best indicators of future performance. Evaluate skills and abilities first and subsequently decide whether the candidate is a good fit for your organization. Base hiring decisions on a consistent set of criteria for each candidate. A separate structured interview framework should be created for each position you are seeking to fill. Using this approach to evaluate candidates will ultimately allow the hiring manager to make a wellinformed and fair decision, leading to higher success rates and avoiding lawsuits. I

conciliation process, but was unsuccessful. The commission then proceeded to seek injunctive relief prohibiting the employer from discriminating against applicants based on age, as well as monetary relief, including back pay and liquidated damages, and other relief for the applicant. After almost a year of litigation in federal court, the Equal Employment Opportunity Commission announced in February 2021 that United Precision had agreed to pay $60,000 and provide other relief to settle the lawsuit. In addition to the monetary payment, United Precision agreed to a two-year consent decree that provides for injunctive relief, training on the Age Discrimination in Employment Act, reporting to the Equal Employment Opportunity Commission, and revisions to United Precision’s discrimination policy. This case illustrates why it is critical to properly train employees on what they can and cannot ask job applicants. Employees conducting interviews should understand that they must limit their questions to ones surrounding the applicant’s ability to perform the essential functions of the job. Written company policies and procedures outlining job roles and identifying appropriate questions to be asked can help employees be better prepared for conducting interviews and prevent a legal misstep. I IMPACT MAGAZINE


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By Laura Ahern and Amy Scannell OneDigital Laura Ahern

Amy Scannell


he one constant in business is change: Businesses merge, leadership shifts, companies shrink and grow, and the team evolves. Add to that all the changes that have come with a global pandemic and we find ourselves at a perfect time to assess operations. It’s also a great time to measure how engaged our employees are at work. Employee engagement surveys are not a new tool. But they remain an excellent way to evaluate employee satisfaction and identify areas of improvement. There are three things to keep in mind when creating your survey: the timing and format, the questions being asked, and the action plan initiated based on responses.


Now! Any time you don’t have a strong indication of how your employees feel is a good time to release a survey. There are, however, some occasions where you might want to consider holding back on a survey. You don’t want to send out a survey during a company’s busy season or around a heavy vacation period. You also want to avoid surveying staff immediately following a major change in the organization or its corporate structure or on the heels of the launch of new goals. Big changes need some time to digest before employees are asked to weigh in.


It’s important to measure employees’ intent to remain at their job, their perspective on their pay and benefits, and their motivation for their role at the company. You also want to glean a sense of the communication

occurring within the company, their pride and trust in the company, and their interest in referring a friend into the organization. You want to ensure you’re asking questions that will help you take meaningful, positive action based on the answers. Yes or no questions that prompt responses like the following will do the trick: I plan to be working here in a year. I would recommend the company as a great place to work. I trust my manager/leader/leadership team. I feel that the company’s leadership has positioned us for success. My manager inspires me. I feel a sense of belonging here. The best surveys provide both quantitative and qualitative data, so be sure to ask open-ended questions, too: How would you suggest improving communication across the organization? Where would you like additional training? Why did you join the company? What makes you stay at the company? What are you most proud of working at the company? What is one thing you would change at the company?


Beware of asking questions that will generate responses that you’re not prepared to address. These include: Questions around work/life balance Wait, you’re probably saying, don’t I have to ask about work/life issues? We recommend only asking if you can truly make adjustments based on the answers.

Laura Ahern, Principal, Sales Leader, at OneDigital, has spent over 30 years in the employee benefits industry and has an extensive background in both the benefits brokerage and insurance carrier space. Amy Scannell, Vice President of HR Consulting services for OneDigital, enjoys consulting with her company’s leadership to help them be the best they can be for, and with, their people. OneDigital’s integrated insurance, financial services and HR consulting capabilities provide businesses a holistic way to empower their workforce. 20


life balance subject. But don’t ask if you can’t pivot. Questions soliciting general feedback. People often say they want feedback, but are wired to be defensive over it. We’d position this question to ask about their level of trust in leadership. If employees trust their leaders, they can hear feedback better and are much more likely to take it to heart. If they don’t have that trust, they may not be comfortable sharing their thoughts. Too many open-ended questions. Although these questions can generate great perspective, they can be hard to corral or analyze thematically. Carefully consider adding them if you don’t have the bandwidth to measure the responses. This can become a very manual exercise, so you might want to pick just a few key broad questions for your first foray. For example, in-person roles such as line manufacturers and emergency support teams don’t all have the luxury of being performed remotely. So, instead of broaching that subject, ask about current workload or stress levels, which often gets to the work/



Here are the top three things to refrain from when kicking off a survey: Being vague. Not explaining why you’re seeking e m p l oye e s ’ fe e d b a c k a n d h ow important their transparency is can be a real red flag. Employees thrive

when they can tie their role with the company’s mission. Any level of nebulous communication is sure to ring oddly and almost certainly will hurt your participation rates. Corporate speak. Using corporate buzzwords like culture, communication and mission without clearly defining them is a mistake. Almost all surveys come out with at least one finding that “communication could be better,” but without being able to drill down on that definition of communication, leaders wind up guessing at the problem, and therefore, the solutions. Not following up. Not only should you thank people for their time, but you also owe them some reporting out of the survey. Let employees know what they can expect as next steps. Other ways to check in on employee engagement levels include focus groups moderated by a neutral party, shorter and more frequent pulse surveys throughout the year, and “stay” (instead of the traditional exit) interviews. Together, they form a great strategy for ensuring that employees feel valued and heard. I




By Atty. Adam M. Hamel McLane Middleton


he COVID-19 pandemic has changed the way Americans work, probably forever. When government quarantine orders required companies to shutter their offices and send employees home, employers soon found out that their workers could be productive away from the office. And while employees tire of endless Zoom meetings, many have not only become accustomed to remote work, but they enjoy the benefits it provides. The easing of pandemic restrictions has led employers to rethink what the return to the office looks like. Many employers are adopting hybrid work arrangements that allow employees to work parts of their week remotely. The traditional practice of having dedicated office workspaces for every employee is shifting, and a lot of expensive commercial real estate is going unused as a result. One solution that employers are implementing is hoteling. In a hoteling arrangement, workspaces are not permanently assigned for the exclusive use of a single employee. Instead, employees reserve unassigned workspaces for those days that they will be in the office. The hotel workspaces are equipped with standard desks, chairs, phones and laptop docking stations. The spaces are not personalized, and employees take their belongings with them at the end of their reserved time. The concept isn’t new. Consulting and accounting firms, along with other companies with mobile workforces, have been using hoteling since the 1990s. But as hybrid work arrangements become more commonplace, hoteling is becoming more popular. One study found that about 30 percent of companies have considered hoteling. The primary benefit of hoteling is a significant reduction in real estate costs. For most companies, real estate is one of the biggest expenses after salaries and benefits. Hoteling can also allow employers the flexibility to use their offices in creative ways by allocating more space for collaboration and socialization. The approach helps

to keep the workplace vibrant and active, rather than seeming like a ghost town with hallways full of vacant offices. But hoteling does have its drawbacks. Some of these are mundane practical issues that can be solved relatively easily, but others go deeper and present larger challenges. One of the first challenges is finding the right ratio of workspaces to employees. Employers need to assess how many employees are likely to be in the office on any given day and ensure that there are enough spaces available. Headaches about scheduling can be handled with software solutions and consistent communication. Employers also need to have a plan in place to keep hoteling spaces clean and sanitized between users. Other issues — like the possible negative effects on employee morale or erosion of corporate culture — can be more serious and harder to address. Employers pursuing hoteling in their workplace should consider how the change will be received by employees and take proactive steps to ensure that the transition is smooth. Employers should also be mindful of potential legal issues arising from hoteling. One of these issues is workspace adaptations provided as reasonable accommodations for disabled employees, as required by the Americans with Disabilities Act or state antidiscrimination statutes. Employers may need to continue to provide dedicated workspaces for certain employees who need specialized furniture or equipment in order to do their jobs. Another legal issue involves the need to protect trade secrets or confidential information or to allow for private spaces for conversations regarding sensitive matters. A third issue is not limited to hoteling, but can be a significant concern in any hybrid work arrangement. It concerns compliance with wage and hour laws, including those surrounding timekeeping, payment of wages and payroll tax reporting. These issues become increasingly complex and require more vigilance as employees spend more time working from home and in satellite offices that can be located in various states, especially ones that have different legal requirements. Hoteling and other hybrid work arrangements may function well for some employers, but they are not a one-size-fits-all solution. Before adopting the approach, employers should look at all the issues at play and bring all stakeholders into the conversation. I

Atty. Adam M. Hamel is the chair of McLane Middleton’s Employment Law Practice Group. He assists employers with all aspects of employment law, including policy development, risk management and litigation of employment claims before administrative agencies and in court. 22




By Joseph A. Rogan Rita’s Hospitality Group


he old saying “there is no free lunch” has taken on new meaning in the post-COVID-19 workplace. This is not an article about food, per se. But it is about disrupted work cultures impacting stability, security, predictability, convenience and, most of all, productivity — issues that senior management have wrestled with ever since the pandemic hit more than two years ago. Food has become a more viable and affordable tool for management to use to create activities, events and motivation like never before. Many employers are serving up lunch, or even breakfast and other food and drink perks, as an added incentive to woo employees back to the office. But is it enough? For employers, it goes beyond simply offering midday nourishment. The time, energy and loss of productivity where lunch is concerned may seem small, but over a period, it adds up. Feeding employees in a safe environment, while offering quality and convenience are issues many would not have contemplated two years ago. It used to be that commercial real estate firms, in an attempt to remain competitive, were able to offer tenants lucrative incentives to entice them into long-term leases. Deluxe food offerings onsite or within close proximity to the workplace were a standard amenity. For employees, it meant a bite to eat was often just steps away. For employers, it meant lunch created minimal interruption in the workday. Many of those dining options and onsite cafes and kitchens have fallen victim to COVID and federal food safety protocols. Now, employees are opting to leave

the workplace and travel a distance in search of lunch — not only disrupting their productivity, but the daily flow of communication and esprit de corps of the workplace. Those employees who instead choose to order lunch in for delivery are adding to the inevitable logjam that results — with multiple delivery people with unknown credentials and safety protocols converging on the office in unison. Senior management is facing this new challenge headon as they reimagine what it will take to get their workforce back to the office for at least three days a week in many cases. With labor shortages here to stay for a while, an even greater emphasis is being placed on systems that can promote efficiency and improve the workplace culture. Happy, motivated employees produce much more than any other work group. Strategic convenience has become the goal. Enter a concept called “amenitization” — which is new nomenclature for offering value-added benefits to employees. Corporate catering companies that can safely and efficiently supply fresh, healthy options to the workforce have risen to the top of that list. It works like this. Through an easy-to-use, secure and encrypted app, one menu featuring diverse and flexible food options is available to employees. Everyone makes their selection, and one company order is placed. That order is then prepared by one commissary in a Centers for Disease Control-compliant environment and then delivered on schedule by one CDC-certified driver. It’s a practical strategy for management that goes beyond a “free lunch” mentality to get people back to the office and start making a difference together again. From the employees’ perspective, they can enjoy a quality meal without any hassle on their end and ultimately boast about how great that free lunch and, by extension, their company is. At the end of the day, it’s a gesture that pays dividends long after lunch is over. Food is a motivator. It feeds the mind, body and soul. It builds community. It creates incentive. It is not only life, but it is also productive to your bottom line. Funny, it’s all about perspective when you bite into the reality of a free lunch. Bon appétit. I

Joseph A. Rogan is vice president of sales and marketing for Rita’s Hospitality Group, which has been in the food business for over 60 years. The private catering company provides hospitality services to the region’s top businesses, schools, hospitals, private jet chartering companies and other organizations. NORTHSHORECHAMBER.ORG


A rising market

Commercial real estate continues to drive region’s economy By Sonya Vartabedian The Chamber


ny question about the health of the commercial real estate market on the North Shore can be answered with a ride up and down Interstates 95 and 128. Specialty manufacturing and high-tech companies, mixed-used residential complexes and sweeping business parks have risen up all along the landscape. The North Shore has increasingly become a highly desirable market — attracting a diverse array of enterprise, along with the infrastructure to support it. The pandemic has done little to slow that growth and, in fact, may have fueled it. Greg Klemmer, executive vice president of Colliers International, a global commercial real estate services company, says the region has been especially sought by value-added manufacturing companies in the medical device, semiconductor and life sciences industries. He sees it as an outgrowth of the decades-long success of GE in Lynn, whose need for value-added machining gave rise to the high-precision subcontractors who have established themselves on the North Shore. “The value-added machining in eastern Massachusetts is like no other part of the country,” says Klemmer, who serves on the Managing Board of the North Shore Chamber Board of Directors. That success has spread to other sectors, too. Today, the region’s thriving landscape includes such powerhouses as New England Biolabs and Axcelis in Beverly; MilliporeSigma, Cell Signaling Technology, NeuroLogica and Abiomed in Danvers; and Applied Materials in Gloucester. The area business parks — from the Cummings Center in Beverly to Cherry Hill Office Park straddling Beverly 24

(The North Shore is) always going to be a place where people can work and live nearby.”

Greg Klemmer, executive vice president, Colliers International and Danvers to Centennial Park in Peabody — are also flush with activity. One of the newest additions, Dunham Ridge Business Park — an emerging tech center in Beverly — is in the midst of expansion. Although location and availability remain a driving factor in attracting development to the North Shore, Klemmer also says the region’s success can be tied to the company leaders who live locally and choose to invest here. “It’s always going to be a place where people can work and live nearby,” he says. Klemmer says the challenge will come in keeping up with demand. Available land is not necessarily suited for development, he says. Much of the space that exists has site issues, he explains, whether they be environmental, wetlands or other concerns. “We are at the point where firms need to be creative,” he says. Klemmer foresees a need for the recent glut of office space to be repurposed or razed to accommodate growth in manufacturing, technology and other sectors. “The demand exists for substantial growth in all industries that cannot be accommodated with existing inventory,” Klemmer says. “Creativity is the only solution.” IMPACT MAGAZINE

Shaping the future The commercial real estate landscape on the North Shore is constantly evolving and responding to meet changing needs and interests. Here is an overview of some noteworthy commercial developments in recent years that are succeeding in furthering the growth and success of the region.

ANCHOR POINT Location: 108 Sohier Road, Beverly Client: Harborlight Community Partners, Beverly, nonprofit developer and housing provider General contractor: Groom Construction Co., Salem Cost: $19 million Project scope: 5-acre, three-building affordable family housing community, being built in two phases Status: Phase 1 under way Overview: Development of 38-unit (Phase 1) and 39-unit (Phase 2) multi-story residential buildings, along with The Lighthouse Center, a community and education center (to be funded by philanthropy). Aimed at addressing the housing needs of underserved populations, including essential workers and families suffering homelessness. Regional partners: SV Design, Beverly, architects; Meridian Associates, Beverly, engineering; Hancock Associates, surveying/engineering, Danvers; Resonant Energy, Beverly. The project has received tremendous private- and public-sector funding and financial support at the community, state and federal levels, including local lenders Institution for Savings, North Shore Bank, and Boston Private — an SVB Company.

BRIX Location: 65 Washington St., Salem Client: Urban Spaces LLC, Cambridge, and Diamond/ Sinacori, Boston General contractor: Groom Construction Co., Salem Cost: $24 million Project scope: 110,000-squarefoot , mixed-use urban luxury condo development Completion: July 2021 Overview: Built on the former Salem District Courthouse Jane Messinger photo site, this transit-oriented development features 61 condo units with 3,200 square feet of retail/restaurant space and various concierge services. BRIX is the first home-ownership project to utilize the state’s Housing Development Incentive Program. Regional partner: Salem Five Bank, financing; Tise Design Associates, Newton, architect NORTHSHORECHAMBER.ORG

CABOT STREET YMCA Location: 245 Cabot St., Beverly Client: YMCA of the North Shore Construction management: Windover Construction, Beverly Cost: $13 million Project scope: 44,000-squarefoot housing renovation and expansion project Completion: December 2021 Overview: Extensive renovation of the historic Cabot Street YMCA with the vertical expansion of a new fifth floor. The building previously provided 44 affordable housing units with shared kitchens. The project increased the facility to 67 studio apartments with individual kitchens. Regional partners: Harborlight Community Partners, Beverly, development consultant; SV Design, Beverly, architect

FREUDENBERG MEDICAL Location: 40 Sam Fonzo Drive, Beverly Client: Global headquarters for medical device and components manufacturer Construction management and general contractor: CM&B, Beverly Cost: $8.9 million Project scope: 37,000-square-foot, ground-up medical manufacturing and distribution facility Completion: November 2020 Overview: Freudenberg’s state-of-the-art headquarters offers manufacturing and innovation facilities and clean room space for molding and assembly, while providing opportunity for 20,000-square-foot future expansion. The pre-engineered, build-to-suit project features building automation systems and air and electrical systems that promote added sustainability and speed to market. Regional partner: Colliers International


HARBOR VILLAGE Location: 20 6 Ma i n S t . , Gloucester Client: North Shore Commun i t y D eve l o p ment Coalition and Action, Inc., Gloucester General contractor: Groom Construction Co.,

Salem Cost: $10 million Project scope: Newly constructed, 34,000-square-foot affordable “passive house” and mixed-use development Completion: June 2021 Overview: Development of 30 affordable apartments, with 2,000 square feet of ground-floor commercial space. Designed using high-efficiency building systems, the four-story building is one of the few certified passive house developments in Massachusetts, built using the leading standard in energy-efficient construction.

Cost: $9 million Project scope: 80,000-squarefo o t , t wo - s to r y office machine and assembly shop and showroom at Cherry Hill Industrial Park Completion: Camille Maren photo February 2017 Overview: With offices on the West Coast as well as in the United Kingdom, HighRes Biosolutions’ Beverly headquarters provides room for ongoing expansion in close proximity to eastern Massachusetts’ skilled labor pool and top institutions of higher education. Regional partners: Colliers International, Lincoln Property Company, brokerage; Salem Five Bank, financing



Camille Maren photo

Lo c a t i o n : 4 2 Dunham Road, Beverly Client: Manufacturer of gearheads, gear component sets and servo actuators Construction manager/architect:

Connolly Brothers, Beverly Cost: $16 million Project scope: Newly constructed, 97,000-square-foot corporate headquarters at Dunham Ridge Business Park Completion: May 2020 Overview: Harmonic Drive’s corporate headquarters includes a 47,000-square-foot, three-story office building and light manufacturing/assembly space adjacent to a 50,000-square-foot, high-bay maintenance facility. Features include a 12-inch-thick, concrete slab throughout the machine shop to enable easy movement of heavy, high-tech machinery and a structural design that allows for future growth without disruption to operations.

HIGHRES BIOSOLUTIONS Location: 102 Cherry Hill Drive, Beverly Client: Designer and builder of innovative robotic systems and laboratory devices for pharmaceutical and biotech companies and academic research laboratories Construction manager/architect: Connolly Brothers, Beverly 26

Camille Maren photo

Locati on: 5 5 Cherry Hill Drive, Beverly Client: No r t h American base for international manufacturer and supplier of industrial process instrumentation solutions

headquartered in Germany Construction manager/architect: Connolly Brothers, Beverly, with DHP Dubbick Hiersig + Partner Cost: $15 million Project scope: Newly constructed, 94,000-square-foot facility in the Cherry Hill Industrial Park Completion: September 2018 Overview: Krohne divided its facilities into a 74,000-square-foot manufacturing building with a mezzanine and a 20,000-square-foot office space, with a glassed-enclosed bridge connecting the two. The facility features European design sensibilities and meets high energy-efficiency standards.

WHOLE FOODS MARKET Location: 1 5 0 Brimbal Ave., Beverly Client: Specialty grocery store Construction management and general contractor: CM&B, Beverly Cost: $5.5 million Project scope: 34,500-square-foot, interior fit-up of market that anchors Beverly’s new Brimbal Avenue development Completion: October 2019 IMPACT MAGAZINE


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Agents for


By Derek Mitchell LEADS



decade ago, the Federal Reserve Bank of Boston conducted a study of post-industrial cities across America. The study sought to better understand what factors contributed to some of the cities rebounding from dramatic economic, social and demographic changes, while others stagnated. The findings were clear: leadership, collaboration across sectors and institutions, and the establishment of clear and broad-based strategies are fundamental to community resilience. LEADS invests in this core “civic infrastructure” to build community resilience and innovation by offering the same level of world-class resources and diligence to community leaders that Fortune 100 companies invest in their leaders. Piloted in Lawrence in 2018, LEADS has since graduated 100 fellows from Lowell, Lawrence and Haverhill from its 10-month intensive fellowship program. The program is designed and delivered in partnership with Harvard Business School faculty and staff and complemented by deep dives into local issues and priorities, informed and facilitated by community leaders. LEADS’ unique platform simultaneously advances the business and civic capacity of the fellows, while also building trusting working relationships among this diverse group of individuals. The result is increased levels of collaboration and coordination across the fellows’ individual organizations as well as the advancement of dozens of project teams — working on issues from food security and affordable housing to downtown revitalization and regional opioid efforts. In 2021, LEADS began considering expansion opportunities outside the Merrimack Valley. A number of strategic working relationships on the North Shore served as a compelling pull to bring the program east. Specifically, Essex County Community Foundation, U.S. Rep. Seth Moulton and Eastern Bank Chair and CEO Bob Rivers all recognized the value that LEADS could provide to advance leaders and issues in Lynn, Salem, Peabody and Beverly. North Shore Chamber President and CEO Karen Andreas, who helped launch the first LEADS cohort in Lawrence in her previous role

The Lawrence LEADS initiative piloted the intensive fellowship program now coming to the North Shore.

What is LEADS? LEADS is an acronym for Leaders Engaged and Activated to Drive System-wide change. It is an economic and leadership development program committed to fundamentally changing communities by investing in their civic infrastructure. Who are LEADS candidates? North Shore LEADS fellows are leaders who are committed to making positive change in the greater Lynn, Salem, Peabody and Beverly communities. Each participant is expected to bring a unique perspective to the cohort. What does it cost? LEADS tuition is $8,000 for the fellowship year, but through support from the state and other scholarship funds, program participation is assessed on a sliding scale, depending on each individual’s situation. Nobody accepted into the fellowship is denied participation based on economic hardship. How can I participate? Nominations for the first North Shore LEADS cohort are being accepted through April through the North Shore Chamber and other regional community partners and elected officials. About 35 to 40 participants will be selected to join the inaugural program, which will launch in September. Nominations for the second North Shore cohort will open in late 2022 or early 2023 for a program that will begin in August 2023. Learn more Visit for more information about North Shore LEADS, including bios of current and former fellows. Contact the North Shore Chamber at 978-774-8565 or email if interested in participating.


as publisher of North of Boston Media Group, served as a vital early supporter and ally to the program’s expansion to the North Shore. After six months of feasibility assessments and partnership development, LEADS has announced plans to run two consecutive fellowship cohorts on the North Shore, in 2022 and 2023. The North Shore Chamber along with a dozen other community organizations in the region are charged with nominating fellows for the North Shore cohorts. LEADS fellows are intended to represent the diversity of the communities they serve and a cross-section of the institutions within those communities — across the private, nonprofit and public sectors. The Merrimack Valley cohorts have drawn representatives from education; law enforcement; the faith community; and the professional sector, including the banking, real estate, health care, social service and media industries. The past cohorts have seen a majority representation of women and people of color, with participants ranging from sole proprietors to representatives of large businesses with more than 200 employees.

Courtesy photos

Members of the inaugural Merrimack Valley LEADS present a check to the Regional Alliance for Equity Leadership, a project launched as part of the fellowship program.

North Shore LEADS looks to attract strategic thinkers already in positions of influence who are eager to make new connections and develop new skills to further themselves, their business or organization, and their communities. Through classroom and experiential learning, fellows develop deep and trusting relationships, allowing them to unite around shared priorities and launch plans to address them.

Ultimately, the aim is to build community resilience that can be leveraged in moments of crisis, such as the 2018 Merrimack Valley gas explosions and, more recently, the COVID-19 pandemic. Derek Mitchell is one of the cofounders of LEADS and serves as its president. He previously served as the founding executive director of the Lawrence Partnership in Lawrence for over six years. I

Strong Lines. Strong Ties.

Connolly Brothers, Inc. is a construction management firm serving private commercial, industrial, and institutional clients. A five-generation family business established in 1880, Connolly is based in Beverly, Mass. and operates throughout the New England region. For more than a century, clients have turned to Connolly to handle all aspects of their construction projects, from planning and design to real estate development. More at

152 Conant St., Beverly, Mass. 01915 NORTHSHORECHAMBER.ORG

978-927-0053 29




By Nicholas D. Mirabello mp: Wired for HR (MassPay, Inc.)


es, life is emotional. Our lives — at work, at home — can certainly be one massive emotional roller coaster at times. How can we all enjoy the ride a little more? Emotions have power. But guess what? We have power over our emotions as well. Emotional intelligence (in short “EQ”) is the ability to harness that power — to understand and manage emotions so that we can make decisions that remain in harmony with our core values and principles. In essence, emotional intelligence is our ability to sucPeople respond cessfully identify and analyze to the ongoing emotions in a positive way. EQ impacts leaders, pressures and employers, employees — challenges of everyone. We can all learn to develop emotional intelthe workplace ligence to raise our quality of and the world life. differently. EQ also plays a role in fostering loyalt y among employees. High levels of EQ help to build relationships, reduce team stress, defuse conflict and improve job satisfaction. What better way to strengthen your EQ muscle than with those at the core of your business — your employees and coworkers. According to the World Economic Forum, emotional intelligence is one of the top 10 skills needed for professional success.

Take time to connect As human beings, if we approach every human interaction being mindful of how people feel, sincerely listen to them, and ask ourselves, “how can I add value to them?”, I truly believe we can generate deep, meaningful relationships. Here are three tips to help connect in a busy work world: 1. Demonstrate a special focus on communication. Be intentional about it. Put together your communication plan, whether it involves individual conversations or employee roundtables, and resolve to fulfill it virtually or in person. 2. Aim to foster a sense of connection. As Maslow’s Hierarchy of Needs points out, people need a sense of belonging. 3. Make your communications frequent, supportive and transparent.

Nicholas D. Mirabello is chief inspiration officer and engagement and retention manager for mp: Wired for HR (MassPay, Inc.). He is also host of “The Morning Mindset” podcast, which launches its third season this spring. 30


For leaders and managers, EQ can be essential for: Understanding and communicating with co-workers. Motivating employees and teammates. Ensuring co-workers and employees are engaged and interested in their work.


But where do you begin? It may not be as hard as you think. Step 1: Truly get in tune with your own emotions and your own feelings. Do you quickly react or mindfully respond? EQ can help you decipher the difference. Step 2: Gain a current pulse of your team. Ask, listen, learn. It does not matter if your interaction is virtual or in person, always take a moment to ask employees how they are doing before diving into business. Really pause to listen to them. Truly feel how they are feeling. People respond to the ongoing pressures and challenges of the workplace and the world differently. This is where it helps to be able to lean in with EQ

as you manage your emotions while simultaneously learning how to handle interactions with others. I encourage you to take your time in these brief, yet powerful interactions. You wouldn’t rush a customer or not actively listen to a client. Your employees and co-workers are just as critical — if not more so — to your business growth and deserve the same attention.


As Richard Branson says, “Take care of your employees and they’ll take care of your business.” Simple as that! If you want to have customer loyalty, it starts with employee loyalty. Having the emotional intelligence to nurture rich, genuine connections and to create space for support to permeate your workplace and engage your workforce might just help you enjoy the ride a little more, too. There will always be an email to reply to, a phone call to make, a deadline to meet. But it’s crucial to take a moment to pause and really connect with your colleagues and employees. Check in on yourself, check in on them and show


Your challenge for today Send a note or make a live phone call to someone in your organization and ask them two simple questions: 1. “How are you?” 2. “Is there anything I can support you with?” That purposeful action will go a long way. Even if the individual doesn’t respond immediately, it sends them a message of caring and support. them you care. Life will always be busy, but we make time for things we care about. If you take this approach, you will eventually build trust, and when you build trust in the workplace, endless possibilities can occur. At the end of the day, Theodore Roosevelt said it best: “People don’t care how much you know, until they know how much you care.” That’s employee engagement, that’s building loyalty, that’s EQ. I

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By Jeffrey S. Gold, MD, and Meaghan Howe, FNP-BC Gold Direct Care


s a business owner, you want to take care of your employees. For many employers, that means providing excellent health care coverage. A common barrier to providing this benefit is cost. In fact, employee health insurance is the second highest cost for employers after payroll, according to the B ureau of Labor Statistics. Cost aside, health insurance is confusing. Many employers feel overwhelmed by the prospect of navigating the health insurance world to secure their company’s coverage. We’ve outlined some basic health insurance plans to help clarify which model may be best for your company.


What is it? In a fully insured or fully funded plan, the employer pays a per-employee premium to a health insurance company. The price of the premium is set before the beginning of the year and remains fixed throughout the calendar year. Pros The insurance company assumes all the risk for your employees’ health claims. The insurer manages the claims and other administrative tasks, reducing your involvement. There is no surprise in your annual cost. Cons The insurance company determines the peremployee premium rate. That rate is subject to increases each year based on claims data from the previous year. The more your employees use their health insurance, the more your costs increase.

Many fully insured plans do not allow you to see your employees’ claims data so you are unable to track claims activity. These plans often are not customizable. Claims are paid on the carrier’s contracted rate for services rendered. These prices remain unknown until an employee and the plan are billed. Premiums have steadily increased with fully insured plans. This has led to costs shifting to employees, with increasing deductibles and out-of-pocket costs. Because employees’ out-of-pocket costs are often uncertain, some people forego care until it becomes critical and ultimately considerably more expensive. Best for Fully insured plans work well for companies that have extra cash flow and limited resources to manage benefits.


What is it? In a self-funded plan, employers pay all of their employees’ medical care. Most small- and medium-size employers who use these plans also purchase stop-loss insurance, which protects them from paying beyond a certain dollar amount for employee health insurance utilization. Pros You will save money if there is a low number of claims filed. Stop-loss insurance protects you from paying beyond a set amount. An actively managed employer-built plan can make it more affordable for employees to get easy access to high-quality health care. You have full access to claims data and related costs. You can customize your health plan to your employees’ needs. You can pay fair prices for health care by implementing strategies such as steering employees to highquality providers that allow for fair contracted prices

Jeffrey S. Gold, MD, is the owner, founder and CEO of Gold Direct Care in Salem, a Direct Primary Care practice. Meaghan Howe, FNP-BC, is a family nurse practitioner with Gold Direct Care. Direct Primary Care contracts directly with patients and can be incorporated into a self-insured benefits plan or as an add-on to a fully insured benefits plan for employees.



and bundles. As a result, employers are able to waive all or most of the out-of-pocket costs to their employees. An employer can select a transparent pass through a pharmaceutical benefit manager to substantially lower the cost of prescription drugs to employees and to direct drug rebates back to the plan instead of to the carrier or benefit manager. Cons The employer assumes the risk. If your employees have a particularly bad year and they need a lot of medical care, you could pay more out of pocket than expected if there is no stop-loss insurance in place or you could see your stop-loss premiums increase the following year. Best for Self-funded plans work best for large companies that want more control in designing employee benefits that serve their workforce better. Companies with self-funded plans will most likely save money over time and should be able to take on financial risk with inevitable variations in insurance

usage from year to year. They can also help employees navigate the health care system better and steer them to quality providers with the goal of having better health outcomes and lower costs.


What is it? Level-funded plans are a hybrid of the fully funded and self-funded plans. Employers pay a fixed amount to an insurer each month, which is used to cover claims, administrative fees and a stop-loss coverage premium. If claims are low and the entirety of the employer’s monthly payments are not needed, the surplus is refunded to the employer. If claims are high and more money is needed to cover costs, the stop-loss coverage kicks in. Pros You will save money if there is a low number of claims filed. You have full access to claims data and related costs. Stop-loss insurance protects you from having to pay beyond a set dollar amount. You can customize your health plan to your employees’ needs. You can steer toward quality

providers and waive costs to employees. Businesses with as few as two employees can participate. Cons Underwriters must understand the risk of insuring your group, requiring some additional leg work on your end. Best for Level-funded plans work best for small- and medium-size businesses with a relatively healthy workforce. The plan allows employers to customize health coverage for their employees, without having to take on the financial risks that may come with a self-funded plan. This type of plan can save small- and medium-size businesses money in monthly premiums compared to the fully insured options available in the state, making it worth any added insurance work that may be required. These are just a few types of health coverage plans available to employers. There are other options to explore. Working with a trusted benefits advisor can help to determine which plan is best for the health and financial needs of your company. I

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Our Service Area includes: Amesbury, Andover, Billerica, Boxford, Chelmsford, Danvers, Dracut, Dunstable, Georgetown, Groveland, Haverhill, Lawrence, Lowell, Marblehead, Merrimac, Methuen, Middleton, Newbury, Newburyport, North Andover, Peabody, Rowley, Salisbury, Salem, Tewksbury, Tyngsboro, Westford, W. Newbury NORTHSHORECHAMBER.ORG



By Mary Anne Clancy THRIVE co-chair


t is now know n as “The Great Resignation” — the pandemic-induced phenomenon that has caused more than 20 million people to leave their jobs in the second half of 2021, according to the U.S. Bureau of Labor Statistics. And no one group was impacted more than women. From January 2020 to January 2022, more than 1.1 million women left the labor force, according to the bureau, accounting for 63 percent of all jobs lost. As a result, it appears that women in the workplace are increasingly assessing their career goals against factors such as job flexibility, salary, hours and more. According to a LinkedIn survey, four in 10 women say they are experiencing burnout, while onethird say their income isn’t enough to pay for their family expenses. Exacerbating that is the fact that there is often a lack of understanding, support and help toward women from employers. It is often not intentional: Employers just don’t understand the pressures women in the workforce face, particularly post-pandemic. While the number of women in leadership positions has increased since the pandemic, the amount of hard work women have been putting into business has also increased exponentially. And in many instances, meeting their child care and overall family needs can also add to their stress and exhaustion. Bottom line: All successful people need champions — those behind pushing them, those in front leading them and those by their side walking with them. And that has never been more true for women as it is today. Women, especially those just starting their careers or changing careers, need help. And one valuable source of help is strong, effective mentors. Mentors can provide a great deal of help in guiding women — and men — through the new and unprecedented challenges they confront. One of the key focuses of THRIVE — a

Take our survey We want your input. Help us design our Mentorship Program by sharing your ideas and areas of interest. Access the survey via the THRIVE page on the Chamber website,, or find it here: Chamber initiative that exists to empower women on the North Shore to succeed both professionally and personally — is establishing a Mentorship Program. Our goal is to design a program that creates opportunities for employee development, connection and engagement at all stages of one’s professional career. This can be an effective workplace strategy in two important ways. First, it can support employees as they learn and grow in both their professional and personal lives. And, two, in this era when it’s difficult to recruit and retain talent, it can facilitate conversations and provide leadership opportunities for organizations as well. It is critical to remember that mentoring isn’t only for young professionals just beginning their careers. Mentoring can provide value to us at all levels of our careers. Just because I am a senior vice president 30 years into my career doesn’t mean I don’t need support and guidance. We’re always continuing to grow and learn. As Nicholas Mirabello, chief inspiration officer and engagement and retention manager at mp: Wired for HR (MassPay, Inc.), said at the Chamber’s March Business Insight Breakfast Forum highlighting workforce issues, “If we’re not learning, we’re not leading.” Stay tuned for more information on THRIVE’s Mentorship Program as well as other events and initiatives. We hope to engage many of you in this critically important program. I

Mary Anne Clancy is senior vice president of marketing and communications for the Institution for Savings. She is a member of The Chamber’s Board of Directors and serves as co-chair of THRIVE. 34



Mentors report gaining more leadership identity and skills, as well as more confidence in leading projects the more they engaged in mentoring


Employees who participate in mentoring programs are 5x more likely to advance in pay grade


Mentoring programs boost minority representation at the management level by 9% to 24% and improve promotion and retention rates for minorities and women by 15% to 38%



87% of millennials say that they find professional development opportunities important to them in looking for a job

Retention rates are much higher for mentees (72%) and mentors (69%) than for employees who did not participate in the mentoring (49%)




91% of employees who have a mentor are satisfied with their jobs with more than half (57%) saying they're “very satisfied”

“Mentoring helps manage and maximize knowledge, connecting and pooling pockets of organizational knowledge that strengthen and speed up organizational learning”

The average L&D allowance for an individual employee is $1,300, whereas you can launch a mentoring program for $7 per participant the cost of a coffee


Illustration by Alease Hunt, Institution for Savings



A LIFESAVING CALL TO ACTION THRIVE’s inspiring February Heart Health luncheon at the Boston Marriott Peabody has become the catalyst for a lifesaving initiative by The Chamber. THRIVE promoted the importance of cardiac care and CPR training at the luncheon featuring Chamber Director Tara Bassett, GM of the Marriott; Ashley Lucchese, whose life Bassett helped to save using CPR at the hotel in 2017; and Dr. Sohah N. Iqbal, chief of cardiology at Salem Hospital. The program sparked the first of what will be recurring CPR trainings presented by The Chamber for the business community and others. When Seconds Count, Inc. of Salem led the first course April 13 at the Marriott.


Heart Health panelists, seated from left, Dr. Sohah N. Iqbal, Tara Bassett and Ashley Lucchese join with THRIVE Steering Committee members, standing from left, Bernadette Butterfield, Mary Anne Clancy, co-chair; Hannah Ginley and Chamber President and CEO Karen Andreas, co-chair.



Academic & Institutional | Corporate & Commercial | Life Science & Healthcare Senior Living | Multi-Unit | Custom Homes Beverly, MA



2022 Ambassadors MaryAnn “Mo” Levasseur, chair; Chamber Board of Directors; president, Profile Research Inc. Patricia Beckwith, Chamber Managing Board; branch manager, Constitution Financial Partners Alan Berry, Chamber Board of Directors; co-founder/president, C.P. Berry Homes Bethany Blake, philanthropy and marketing director, Harborlight Community Partners Christine Boncore, managing partner, 55 Ferncroft Mark Carlson, president/executive director, The Children’s Center Jason Consalvo, vice president of community business banking, Salem Five Bank Kirk Fackre, vice president of sales, iCorps Technologies Sherri Fiore, director of sales, iCorps Technologies Jim Hale, vice president of commercial insurance, USI Insurance Services Jessica McLaughlin, loan officer, Fairway Independent Mortgage Scott Muir, vice president of client services, HouseWorks LLC Brian Murphy, president, Brian Murphy Design Joe Rogan, vice president of sales and marketing, Rita’s Hospitality Group Don White, assistant dean, student success and strategic partnerships, Bertolon School of Business, Salem State University


A POSITIVE PRESENCE Consider them your welcome wagon. The North Shore Chamber Ambassadors are the face of the organization to our membership. The Ambassadors foster relationships, provide introductions and make MaryAnn “Mo” all who belong Levasseur feel at ease. The Chamber Ambassador Program is led by Board of Directors member MaryAnn “Mo” Levasseur, president of Profile Research Inc. Interested in becoming an Ambassador? Here’s what you need to know: What makes a good Ambassador? A successful Ambassador should possess: A positive attitude and lively, engaging personality. Confidence to take initiative and contact Chamber members. A detailed knowledge of The Chamber’s mission and goals, its leadership and staff, and its benefits and programming. What are the Ambassadors’ responsibilities? Recruit new members and assist

Patricia B. Beckwith, CFP®, AEP®, RICP® Office 978.777.5500 Cell 978.578.2792 85 Constitution Lane, Ste 100E Danvers, MA 01923 Helping Clients Pursue Financial Life, Liberty & Happiness

Securities offered through Raymond James Financial Services, Inc. Member FINRA/SIPC. Investment Advisory Services are offered through Raymond James Financial Services Advisors, Inc. Constitution Financial Partners is not a registered broker/dealer, and is independent of Raymond James Financial Services. Certified Financial Planner Board of Standards Inc. owns the certification marks CFP®, CeRtIFIed FINANCIAl PlANNeR™ and CFP® in the U.S. 38

them in joining. Greet new members at events and help them network. Nurture all members and encourage their involvement. Promote Chamber services and resources. Foster long-term relationships with members and ensure they remain engaged. What is the commitment for Ambassadors? Participate in quarterly Ambassador meetings. Volunteer at least three to four hours a month. Attend a minimum of one Chamber program or event a month. What are the benefits for Ambassadors? One-on-one connection with Chamber members and community leaders. Insider’s perspective of the region’s business community. Exposure on The Chamber website and recognition at the Annual Dinner and other events. How do you join? Contact MaryAnn “Mo” Levasseur, Ambassador Committee chair, at 978-561-3266 or by email at I — Cheryl Begin, Chamber director of sales and marketing IMPACT MAGAZINE



Boston Chauffeur

Limousine service Mark Kini Founder and CEO 600 Cummings Center, Suite 167X, Beverly 978-921-4334

Changing Behaviors Consulting

Management consulting Lesley Tracy Chief Executive Officer 3 Green St., Unit 2, Marblehead 781-929-6901 lesley@ www.changingbehaviorsconsulting. com

Communications, Ink

Advertising, strategic marketing Cara McCarthy Hutchins Founder and CEO 60 River St., Suite 301, Beverly 978-524-0420

Connemara House

Orchard, wedding and event venue Gina Manganiello Director of sales and events 252 Rowley Bridge Road, Topsfield 978-767-6381

Constructive Cleaning

Commercial cleaning contractor Gavin McAuliffe Owner 41 Cabot St., Beverly 781-780-1158 constructivecleaningusa@

Daily Table

Nonprofit community grocer Michael Malmberg Chief operating officer 420 Washington St., Dorchester Center 617-894-2611 NORTHSHORECHAMBER.ORG

Diversity@Workplace Consulting Group

Consulting and training company Su Joun Principal 1798 Massachusetts Ave., Suite 7, Cambridge 617-430-4488

Emblem 120

Luxury apartments Jamie Thompson Property manager 120 Commerce Way, Woburn 781-808-6995

Firehouse Center for the Arts Nonprofit performing arts center John Moynihan Executive director 1 Market Square, Newburyport 978-462-7336

Goldfish Swim School

Learn-to-swim facility Sarah Kepic Owner 100 Independence Way, Suite 137, Danvers 978-297-8139

Grateful Friends

Nonprofit support organization for adult cancer patients Kimberly Paratore Executive director 129 Dodge St., Beverly 978-270-3571

Integrated Human Resources, Inc

Human Resource Consulting Laurie LaBrie President 500 Cummings Center, Suite 1550, Beverly 978-969-0041

Junk Junk Baby

Debris removal service Eric Myers Founder and CEO 70 Newburyport Turnpike, Rowley 978-810-8424


Residential mortgage lending David Lops Senior loan consultant 155 Fleet St., Suite #307, Portsmouth, NH 978-407-1989

Primrose School of North Shore

Early childhood education center Danielle Rodrigues and Kristen TenBroek Owners 308 Andover St., Danvers 978-972-5732


Golf club Lana Packard General manager Samantha Shea Sales director 377 Kenoza St., Haverhill 978-241-6714

SLS Outdoor Living & Greener Lawns

Landscaping company Joseph Szczechowicz Owner and president 421 Newburyport Turnpike, Rowley 978-948-7701

When Seconds Count, Inc. CPR and first aid training Shawn Lerner Founder, president and CEO 97 Boston St., Salem 978-744-4799


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To submit a news item for The Chamber Briefcase, please email


Raminder Luther, PhD, has been named the dean of the Bertolon School of Business at Salem State University, after having served as interim dean since May 2020. Her appointment as dean in February follows her 22 years of Raminder work as a professor of Luther finance at Salem State. Salem State President Chamber Director John Keenan says he is confident Luther “can continue building on her success in ensuring the quality academic and student experience of our Bertolon School of Business.” The Bertolon School of Business was awarded accreditation in 2020 from the Association to Advance Collegiate Schools of Business International, a distinction enjoyed by only 5 percent of business schools worldwide. Salem State was the first of Massachusetts’ nine state universities to earn the distinction. Luther holds a doctorate in finance from the University of Mississippi, a Master in Business Administration in marketing from FMS, University of Delhi, and a Bachelor of Science in electrical engineering from Panjab University. She is a certified financial planner and has served on the boards of multiple nonprofit organizations. She is a member of the Advisory Council for the North Shore Chamber’s THRIVE initiative. The Institution for Savings is expanding its footprint again ­— this time to Peabody. The bank recently completed the purchase of the former Century Bank retail office at 12 Peabody Square, president and CEO Michael J. Jones says. The 5,440-square-foot, two-story building is located in the heart of downtown Peabody, with a drive-up lane and onsite parking. The Institution for Savings hopes to renovate and update the new location, with an official opening tentatively scheduled for late 2022. NORTHSHORECHAMBER.ORG

Two regional sports and recreation leaders — Endicott College in Beverly and the YMCA of Metro North — have teamed up to offer sport management students hands-on learning experiences in the sports and recreation field. YMCA of Metro North will be providing paid internships, job shadowing and mentorship to students in Endicott’s Sport Management Program, in addition to job placeCourtesy photo ment assistance through Kathleen Walsh, of YMCA Metro North, left, and Dina its network of 793 YMCAs Gentile, of Endicott College, celebrate the partnership. nationwide. Students will also have the opportunity to work on special projects to add to their professional portfolio while pursuing their degrees and accreditations. Kathleen Walsh, president and CEO of the YMCA of Metro North, and Dina Gentile, professor of sport management at Endicott, worked with their teams to launch the new program. Christopher Ross, former office manager for Century Bank’s Peabody branch, has joined the Institution for Savings as assistant vice president and manager of the new Peabody office. Ross has extensive retail banking and business development experience in the greater Peabody and North Shore area. Salem Five Bank has promoted Senior Vice President Philip Soares to Team Leader of its Commercial Real Estate Division, taking over fo r Joseph Gree nough, who retired in February. Soares has nearly 20 years of experience Philip in financial services. Soares He joined Salem Five in 2015, following several years at Citizens Bank. In his new role, Soares will oversee a team of lenders and relationship managers who serve Salem Five’s portfolio of commercial real estate loan customers.

SV Design has promoted “technical expert” architect Izabela Kennedy to senior project manager. Since joining SV Design’s architectural team in 2017, Kennedy has worked on a variety of educational, multifamIzabela i l y, c o m m e r c i a l Kennedy and institutional projects. Kennedy’s portfolio locally includes the new Glen T. MacLeod YMCA in Gloucester, the Greater Beverly YMCA Sterling Center Expansion and Education Center, and Endicott College’s Peter Frates Hall and Brindle Hall. Align Credit Union, a $740 million credit union based in Lowell, and Alltrust Credit Union, a $300 million credit union based in Fairhaven, are readying to merge operations. Once approved, the merger will combine Align’s 28,230 members with 41

DMS Design LLC, in collaboration with The Procopio Companies, has earned LEED Platinum certification by the U.S. Green Building Council for the sustainable design of Caldwell, a high-rise, mixed-use and multifamily apartment complex in Lynn. Encompassing 228,000 square feet and offering 259 units, Caldwell is the sole LEED Platinum-certified building in Lynn and is the largest multifamily LEED Platinum project in New England. The Beverly-based DMS served as design architect on the project, under the leadership of managing principal Daniel M. Skolski, AIA. The Caldwell complex in Lynn, designed by DMS Design LLC. Courtesy photo

Alltrust’s 13,900 members and result in an organization with combined assets of over $1 billion. Both credit unions were formed in 1922 as telephone worker credit unions. No layoffs are expected as a result of

the merger. Carmen F. Sylvester, Alltrust President and CEO, will become CEO as part of the succession plan. Each credit union will continue to operate under their current names and banking systems.

Nancy Gardella, the former executive director of the Martha’s Vineyard Chamber of Commerce, has taken the helm of the North of Boston Convention & Visitors Bureau.

Call Us Today

978-887-1100 461 Boston Street, Unit B1, Topsfield



Gardella replaces Ann Marie Casey, who left in December 2021 after nine years to become chief of staff to Amesbury Mayor Kassandra Gove. Gardella spent 15 years leading the Martha’s Vineyard Chamber and had worked closely with the North of Boston CVB on a variety of tourism and travel initiatives while serving as Regional Tourism Council director for Martha’s Vineyard and the co-chair of the Massachusetts RTCs. The New England Council President and CEO James T. Brett is in line for appointment to the People’s Committee for Intellectual Disabilities by President Joe Biden. Established in 1968, the advisory committee provides advice and assistance to the president and the secretary of health and human services on topics that impact people with James Brett intellectual disabilities as well as the field of intellectual disabilities. Brett previously served on the national committee under former Presidents George W. Bush and Barack Obama, including one term as chair from 2011–2013. In 2016, Congress appointed Brett to the National Council on Disability; he currently serves as its vice chair. He is also the chair of the Governor’s Commission C on Intellectual Disability in MassachuM setts and chair of the Massachusetts Disabled Persons Protection Commission. Y Brett has led The New England Council, CM which represents businesses and organizations throughout the six New England MY states, for 25 years. CY


Sheryl Shinn has been appointed to K the senior position of chief information officer of North Shore Bank, CEO Kevin M. Tierney Sr. reports. In her new position, Shinn is responsible for advancing the information technology strategy to meet the bank’s service Sheryl Shinn delivery and operational efficiency goals. She will also develop and implement NORTHSHORECHAMBER.ORG

​Salem Five Insurance has undergone a change at the top, with Brian Boyle replacing his brother, Gerard “Jay” Boyle Jr., as president. Jay Boyle had overseen the Woburn-based subsidiary of Salem Five Bank since the family-owned insurance agency was acquired by the bank in 2006. He is continuing to serve the agency as a senior advisor. Under Jay Boyle’s leadership, Salem Five Insurance has grown to include eight locations with more than 75 employees overseeing clients’ personal and commercial Brian Boyle lines with annual premiums approaching $100 million. Brian Boyle previously served as senior vice president of Salem Five Insurance. He is part of Salem Five Bank’s Executive Management Team, providing expertise to help the bank and the insurance agency grow over the past 15 years. CAST_NSCC21.pdf



10:32 AM

practical, customer-focused solutions that streamline operations through the use of technology. Before joining North Shore Bank, Shinn served as executive vice

president, chief operating officer and chief information officer for Farm Credit Financial Partners Inc., a provider of technology products and services to the Farm Credit System. I

The financial way forward starts with a conversation. •RETIREMENT PLANNING •FINANCIAL PLANNING •ESTATE PLANNING •TRUST PLANNING Call us today at 978.283.7079 or visit

Investments purchased through the Cape Ann Savings Trust & Financial Services Department are not FDIC insured, not FDIC guaranteed, not bank guaranteed, and may lose principal value.




BUSINESS INSIGHT BREAKFAST FORUMS Energy Forum: Feb. 2, Danversport, Danvers

Panelists: Max Bergeron, manager of stakeholder relations, Enbridge; and Sheri Givens, vice president of U.S. regulatory and customer strategy, National Grid






Workforce 2022 — The Challenging Labor Market: March 2, Boston Marriott Peabody

Panelists: Laurie LaBrie, president, Integrated Human Resources, Inc.; Nicholas Mirabello, chief inspiration officer and engagement and retention manager, mp: Wired for HR; and John Colucci, director, McLane Middleton and Chamber Managing

Cataldo remains a leader in Massachusetts EMS, providing 911 response, medical transportation, training, education, and innovative programming throughout the communities we serve. Cataldo is committed to supporting the next generation of EMS professionals. Learn more about career opportunities in EMS by visiting our website.






In The Game — Peabody showed off its meeting and event space while treating The Chamber to a taste of its extensive in-house menu, signature drinks and entertainment offerings on March 24.



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A lifetime of giving back By Sonya Vartabedian The Chamber


he average person may see little connection between the various roles Beverly native Tim Flaherty has filled over his life. High school football captain. Youth Center director. Funeral director. City councilor. YMCA director. But Flaherty, 54, says there’s a common thread woven through his otherwise diverse career. It’s his passion for working with people — children, families, constituents, the bereaved or even his opponents on the football field — all in an effort to simply make someone’s life a little better. Last fall, after spearheading the construction of the $31 million Glen T. MacLeod YMCA in Gloucester as executive director of the Cape Ann YMCA, Flaherty’s professional career brought him back to his hometown to lead the Greater Beverly YMCA. The new position dovetailed with his retirement from the Beverly City Council, on which he served for 16 years, including several as council president. Flaherty and his twin sister are the youngest of nine children in a devout Irish Catholic family. His parents came from Saugus to settle in Beverly. His father passed away from Lou Gehrig’s Disease 23 years ago. His mother just celebrated her 94th birthday. He was the first in his family to enter local politics, winning election to the Beverly Charter Commission in his late 20s. By then, he had already begun making an impact on the city. As director of the McPherson Youth Center in his early 20s, he led local teens in a campaign to save the site from closure and became an unintentional role model in the process. “It was probably my most rewarding 48

Tim Flaherty, executive director, Greater Beverly YMCA

job ... to have had a direct impact on those kids who need it the most,” he says. “When I see those kids today ... with their own children, they’re so grateful for their time down at the center. “A lot of them came from single-family homes. There were a whole variety of situations. Looking back and having those kids say you set me on the right path, that’s pretty good to hear.” It’s no surprise family is the cornerstone of Flaherty’s life. He and his wife, Anne, a wellness teacher at Beverly High, raised their four grown children — Brendan, Mary Cate, Bryan and Kevin — to appreciate the value of family, faith and home. “Having that good structured family as a foundation and having that support makes all the difference in the world,” he says. Flaherty hopes to build on the successes already occurring at the Greater Beverly Y. He has ideas for new programs and initiatives. The creation of a community center on the bottom floor of the recently renovated Cabot Street YMCA building, which now houses 67 units of affordable housing, is also being discussed. He’s proud of his Beverly roots and for the chance to continue playing a role in its future. He will tell a newcomer that the first station wagon was

called the Beverly wagon and that the bean pot originated in Beverly, too. This spring, he’ll see the opening of the Cotton Mill Cafe at the Greater Beverly Y — its name a homage to Beverly being home to the first cotton mill built in America. Flaherty says that sense of p lace and of community are vital not only to the success of the Y, but for the common good. “In these challenging times, people need community now more than ever,” he says. What makes an effective leader? “In whatever I do, I do it in a collaborative effort. I think by doing that and building relationships, you become more effective. You are only as good as the people you surround yourself with.” What drives you? “I never really thought about this. But there’s something my oldest son, who was an All-American football player at Holy Cross, said in an interview that rings true. Sometimes it’s not the successes, because to me, the successes are what should happen. It’s the failures that you weren’t able to accomplish something — whether it be a game or an opportunity that didn’t work — that drive me to do better.” What advice would you offer a young professional? “Not everyone is going to agree with you and that’s life. What’s important is being able to work with people who don’t always agree with you and still trying to reach your goal of bettering the community.” How do you make an impact? “I feel very fortunate to be where I’m at and being able to help people. I don’t have a huge bankroll. I’m just able to do my piece of the puzzle.” I IMPACT MAGAZINE

There’s only one way to run your business.

Your way.

A bank is a bank until you walk into our bank. At People’s United Bank we take pride in being leaders in the communities where we live and work. Whatever your business goals may be, People’s United Bank can help you go even further. We’re a full-service bank with the resources of a large bank and the personalized service of a local bank. We welcome the opportunity to talk to you about how your business could benefit from our relationship-based approach and share insightful information about your industry.

Let’s Talk. David Eidle SVP, Business Banking 978-624-1088

©2022 People’s United Bank, N.A. | Member FDIC |

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North Shore Chamber of Commerce  IMPACT MAGAZINE  April 2022  Volume 2, Issue 1

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