North Shore Chamber of Commerce Impact Magazine - September 2021

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Proud to support the North Shore Chamber of Commerce and its new President and CEO Karen Andreas

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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@

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


Expanding our reach H ot on the heels of a very busy summer — with breakfast forums, business after hours and our largest golf tournament ever — the North Shore Chamber is still on the move. Fall programming is packed with exciting events, led by our new Diamond Awards luncheon in September, honoring the six women featured on this issue’s cover. How lucky are we to have these gems in our midst — women serving our region as leaders, influencers, visionaries and change-makers. Bravo to Judy Cranney of Care Dimensions, Hannah Ginley of Windover Construction, Laura Kurzrok of Eastern Bank Charitable Foundation, Nancy Palmer of Northeast Hospital Corporation’s Board of Trustees, Jo Ann Simons of Northeast ARC, and Sara Stanley of HAWC. The Chamber is proud to honor you for your achievements and contributions to our communities.

durable, bipartisan legislation and collaboration that advances the Chamber’s mission to create jobs and economic growth.” The 2021 scorecard tracked key votes from Jan. 3, 2019 through Jan. 3, 2021. Seth Moulton, U.S. congressman for this Chamber’s 6th District, scored a 67% rating, the highest of all Massachusetts legislators. Sen. Edward Markey, scored 37%, the worst of all 535 members of Congress. His DemoChamber cratic counterpart, President and CEO U.S. Sen. Elizabeth Warren, scored 53%. Check out the full survey at www.


May I have 3 minutes of your time? The Chamber needs 50 local business owners to participate in a monthly survey to gauge confidence about hiring, capital investments and general business conditions. We’re partnering with Associated Industries of Massachusetts (AIM) to create a regional Business Confidence Index, which will be a great source of early intelligence about issues concerning employers. AIM has published a statewide Business Confidence Index for the past 30 years. The survey provides employers with the opportunity to tell key policymakers how they view the economy and what should be done to improve it. The idea is to narrow the focus with a new Chamber/AIM North Shore BCI. The online survey takes about 3 minutes to complete. The Chamber would simply email you a link to the survey once each month. Please let me know if you’re interested in participating.

Looking for a way to give back? Consider purchasing a student ticket or two for an upcoming Chamber event. This new program allows high school and college students to attend our programs for free. Recently, due to the generosity of several members of the Board of Directors, 25 local college and high school students were able to attend a Thrive luncheon at no cost. The students and their faculty coordinators were incredibly appreciative for the experience. Please email me to participate.


The U.S. Chamber of Commerce recently released its scorecard for the 116th Congress, which tracks how individual senators and congressmen performed on the Chamber’s pro-business and pro-growth legislative priorities. “The purpose of the scorecard,” according to the U.S. Chamber, “is to drive support for the Chamber’s policy priorities in Congress, create incentives for members of Congress to take leadership roles in getting those priorities done, and to encourage

Karen Andreas


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


FOCUS Honoring 2021’s women leaders

They have earned the respect of their colleagues to rise as business leaders and role models and garnered the admiration of their peers, while empowering others to excel and soar. Meet the six inspiring women business leaders chosen as the Chamber’s 2021 Diamond Award honorees. Page 21

FEATURING GIVING BACK UniCare’s David Morales directs passion for service to co-hosting new Salute to Veterans Breakfast. Page 16

ENJOY THE RIDE David Read tells us how bicycle tourism is steering a profitable course for the North Shore. Page 46



President and Chief Executive Officer

Rob Lutts’ car collection will drive him into eventual retirement from wealth management. Page 56

KAREN E. ANDREAS karen.andreas@ Editor/Communications Director

SONYA VARTABEDIAN sonya.vartabedian@

Director of Sales and Marketing

CHERYL BEGIN cheryl.begin@

Creative Design and Production

DIANE CARNEVALE ART Director of Member Engagement

ERIK SMITH erik_smith@ Accounting Manager

ROBYN PREGENT robyn.pregent@ Contributing Photographer

AMY SWEENEY amy.sweeney@ Contributing Writers



CONNECTIONS: COVID takeaways: Lessons learned. By Cris Sigovitch. Page 8 WORKFORCE: Countering the “big quit.” By Melissa Gillis. Page 9 LEADERSHIP: Being decisive: An action guide. By Tim Collins. Page 12 HUMAN RESOURCES: Fraud alert: Workers’ comp. By Ed Spicer. Page 15 PUBLIC SERVICE: A united force. By Sen. Joan Lovely and Rep. Patricia Haddad. Page 38 E-COMMERCE: Control your own destiny. By Erin Calvo-Bacci. Page 50


MARKETING: Engaging an audience. By Don White. Page 51

The third generation is taking up the mantle of Gloucester-based Scott Energy Co. Page 60

THE LAW: Promoting a safe culture. By Margaret “Peg” O’Brien. Page 54


OFF THE CLOCK: Whoopie to a

partnership that’s worthy of fall. Page 6

THRIVE: Growing a community: Initiative builds on mission of nurturing success. Page 40


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

BOUNCING BACK: Virginia Buckingham

NEW MEMBER WELCOME: Look who is joining our growing network. Page 66

TREND WATCH: Chamber members make

BRIEFCASE: Check out the latest news from our Chamber members. Page 70

illustrates the power of resilience. Page 43 a joyful statement as they emerge from COVID. Page 74

YOUR IMPACT: “Stay true to who you are” | A Q&A with Beverly Hospital President and Chamber Board member Tom Sands. Page 80

FACES & PLACES: Catch a glimpse of some recent Chamber events. Page 76 ON THE COVER: The Diamond Award honorees, seated, Sara Stanley, left, and Jo Ann Simons and, back, from left, Nancy Palmer, Judy Cranney, Laura Kurzrok and Hannah Ginley. Photo by Amy Sweeney; edited by Sean Cooney




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




Diamond Awards Breakfast Celebrating outstanding women of influence

The Chamber honors six women in business for their commitment to making an impact. Sponsored by Eastern Bank and Windover Construction, title sponsors; Century Bank and TD Bank, presenting sponsors Kernwood Country Club 1 Kernwood St., Salem 7:30-9 a.m. Tickets: $45 members, $65 nonmembers




HR Seminar: Updating Job Descriptions

Paul Carelis, of MP (MassPay), details the need for up-to-date job descriptions to comply with state and federal employment laws. North Shore Chamber Boardroom 5 Cherry Hill Drive, Danvers 8-9 a.m. Tickets: $20 members, $40 nonmembers

Business Insight Breakfast

Bicycling Tourism and the Economy David Read, president of Essex National Heritage Commission, discusses the economic impact of recreational trail systems. Location: TBD 7:30-9 a.m.






Business Insight Breakfast

Special guest Massachusetts Housing and Economic Development Secretary Mike Kennealy Secretary Kennealy outlines the state’s COVID-19 recovery efforts and initiatives to aid small businesses. DoubleTree by Hilton Hotel Boston North Shore 50 Ferncroft Road, Danvers 7:30- 9 a.m. Tickets: $45 members, $65 nonmembers






Business After Hours at Davio’s

The open-concept kitchen and outdoor patio and fireplace at Davio’s create a warm, inviting space to network. Davio’s Northern Italian Steakhouse 1250 Market St., Lynnfield 5-7 p.m. Tickets: $25 members, $35 nonmembers





Business After Hours at Millwork Masters

Thrive Business Insight Breakfast

Millwork Masters hosts an Oktoberfeststyle after hours with craft brews and seasonal specialties for tasting. Millwork Masters 413 Boston St., Topsfield 5-7 p.m. Tickets: $25 members, $35 nonmembers

Details to come. Culinary Bistro, Essex North Shore Agricultural & Technical School 562 Maple St., Danvers 7:30-9 a.m. Tickets: $45 members, $65 members

Chamber Annual Dinner

WEDNESDAY Business After Hours at REV Kitchen & Bar


The Chamber recognizes its Distinguished Leaders, celebrates the year’s accomplishments and highlights plans for 2022. Danversport 16 1 Elliott St., Danvers 5-8 p.m.

This neighborhood-first eatery serves up a classic after hours with its scratch-made fare and signature cocktails. REV Kitchen & Bar 45 Enon St., Beverly 5-7 p.m. Tickets: $25 members, $35 nonmembers


Salute to Veterans Breakfast

Join us in honoring military service men and women along with veterans. Presented by UniCare and the North Shore Chamber Boston Peabody Marriott 8A Centennial Drive, Peabody 7:30-9 a.m. Tickets: $45 members, $65 nonmembers







Business Insight Breakfast



The Future of Clean Energy Experts in the field discuss renewable resources, new technology and other sustainability efforts. Sponsored by Enbridge WEDNESDAY Ipswich Country Club 148 Country Club Way, Ipswich 7:30-9 a.m. Tickets: $45 members, $65 nonmembers

THURSDAY Holiday After Hours

Details to come. Hawthorne Hotel 18 Washington Square West, Salem 5-7 p.m.


{ O F F T H E CLO CK }

Cheers to a decadent partnership W

hat do you get when you cross a specialty cocktail with a popular dessert? A signature creation that’s a win-win for two North Shore businesses. Nine years ago, Seaglass Restaurant and Lounge at Salisbury Beach and Chococoa Baking Company in Newburyport teamed up on a creative marketing idea. “I was looking for a way to partner with a couple local businesses and showcase fresh local products at Seaglass,” says Kathy Aiello, director of Atlantic Hospitality Group, which operates Seaglass. Julie Ganong and Alan Mons, the couple behind Chococoa, were intrigued. They agreed to combine their offerings. Seaglass would supply a seasonal martini cocktail. Chococoa would provide its famous whoopie pies. And a partnership was born. Summer serves up the Key Lime Whoopie Martini — a refreshing cocktail of Absolut Lime, Absolut Vanilla, Malibu Coconut Rum and pineapple juice topped with a Chococoa key lime whoopie pie on a graham crackerrimmed glass. The holidays call for a Peppermint Mocha Whoopie Martini — a mix of Kahlua, Baileys Irish Cream, fresh espresso and peppermint liqueur, together with a Chococoa peppermint mocha whoopie pie. There’s also an espresso-flavored Winter Whoopie Martini and a Mint Chocolate Valentine Whoopie-tini. But come fall, it’s all about the Great Pumpkintini, also known as the Whoopie in the Pumpkin Patch Martini. The star of the fall cocktail menu features a creamy blend of Absolut Vanilla, Baileys Irish Cream and housemade pumpkin puree. It’s finished off with Chococoa’s pumpkin ginger whoopie pie on a cinnamon sugar rim. Aiello says the pairings have been quite popular. Each season or holiday features a flavor change that fits with that 6

The Great Pumpkintini is the result of a delicious pairing between Seaglass Restaurant and Chococoa Baking Company. Courtesy photo

particular time of the year. “I guess you could say we have a ‘whoopie for every season’ martini,” she says. “Guests love the whoopie treat on the rim — you’re getting a cocktail and dessert all in one.” Ganong agrees. She says Chococoa Cafe in Newburyport regularly welcomes Seaglass customers, who come in looking for whoopie pies after sampling one of the martinis. “I’m so grateful for this fun and delicious partnership,” she says. I — Sonya Vartabedian, The Chamber IMPACT MAGAZINE

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By Cris Sigovitch


Senior vice president, head of treasury management, People’s United Bank

s business owners continue to navigate challenges related to COVID-19, one thing we know is that uncertainties may linger months, or even years, to varying degrees. While some businesses have returned to the workplace, others remain in a remote or hybrid operations environment. Wherever you fall on the spectrum, understanding how to best serve your customers, keep employees safe and remain nimble for the future is key. Let’s face it, “business as usual” is likely to take on a

new meaning. We are starting to learn how to find a sense of normalcy with the pandemic still present, as opposed to waiting for it be wiped out, at least in the near term. That said, it’s important to recognize lessons learned over the past 1½ years that are worth incorporating into routine business operations now.


While many of us experience Zoom fatigue from time to time, virtually connecting with each other has brought a new level of interaction and a more human element to business transactions that continues today. Letting others into our homes, albeit virtually, brought down formal professional barriers. We all got used to “sorry about the mess … the dog … my baby crying” because we shared these challenges and faced them collectively. It also forced us to see one another in a new light, simply as human beings. For our customers and clients, it meant we were no longer just their banker or business associate. New bonds and stronger associations were formed, which underpin a successful client relationship. CONNECTIONS, PAGE 10 While we all continue

Cris Sigovitch is senior vice president, head of treasury management services at People’s United Bank. He is responsible for the strategy, direct oversight and expansion of the bank’s enterprise-wide treasury management and commercial card sales organizations, working closely with the bank’s product and operations groups to deliver capital solutions to clients.






By Melisa Gillis Gillis Consulting


eople are leaving their jobs at a pace we haven’t seen in several decades. Not only is this eye-opening, but it’s creating significant organizational challenges around retention as well as attracting and onboarding new employees. Almost every conversation with our clients and colleagues involves some reference to this issue and requests for tips and tools to offset the trend we’re calling the “big quit.” Unfortunately, the situation won’t be easily resolved. People who have emerged from months of pandemic lockdown are seeing the world very differently. Economist

Betsey Stevenson comments in an interview with Ezra Klein, “I can’t think of any other time when it’s been a correlated shock across the entire country, where we’ve all been faced – no, forced – to ask questions.” The questions she’s referring to — “Am I going in the right direction? Is this the right occupation for me? Am I living my best life? Am I doing work that fulfills me?” — come when we have been shaken up and begin to question our current lives. The pandemic has created great stress through loss — loss of lives, jobs and dreams — and it has impacted our thinking. People are adopting a “life-is-too-short” mentality — too short to be doing this job and too short to be living the way I’ve been living. Carpe diem. Seize the day!


After all this time with our heads down, there is a pentup desire to change jobs — or change something — at the same time many companies are experiencing growth. That’s resulted in a worker’s market. Recent polls find that 20 percent to 40 percent of employees are looking for a different role. The exact reasons vary: burnout, rethinking career and life choices, new opportunities, virus vulnerability and the big one — more flexibility with work arrangements. Half the people currently working remotely say that if their company doesn’t continue to offer remote work options long term, they’ll move to a company that WORKFORCE, PAGE 10 does.

Melisa Gillis is chief executive officer of Gillis Consulting and brings more than 35 years of experience in executive coaching, leadership and team development and as a facilitator of results-focused transformational experiences.



CONNECTIONS, from Page 8

to have moments of frustration, patience and understanding have, to a great degree, increased. Delays and technology barriers are tolerated and understood. As we get back to business, we must be prepared for starts and stops. We encourage you to think about our shared goals and challenges, our humanity. We believe doing this in all arenas correlates to better and more productive business outcomes and relationships, which ultimately can transcend any work environment.


Many of our business customers have rapidly added remote services into their business operations driven by technology. For many, that wasn’t easy, but the benefits were real and can be lasting — providing convenience for customers and protection for businesses from financial, operational, physical or social upheaval. Because of these quick adaptations

they can enhance your business model, increase efficiency and play a role in operational cost management. It’s also time to reflect on how your business may benefit from an augmented way of operating based on the technology changes and lessons learned. Talk to your business peers, North Shore Chamber and other business advocacy groups, and customer relationship experts and be open to new ways of operating that will help you succeed both now and in the future — no matter what may lie ahead. While the pandemic is not completely in our rear-view mirror, we all hope we’ll never live through the extreme challenges that were presented in the last year and a half. But having done so, it’s critical that we all reflect on the positives that have resulted from the steps we took to manage through and advance those initiatives that made us and our businesses stronger collectively. I

last or when the marketplace will settle down. So, where does that leave employers? The current climate calls for taking steps to one, retain existing employees who are concerned with finding the right hybrid work balance for themselves and their families and two, bring on new employees in such a way that they become up to speed and integrated into their new teams quickly and effectively, no matter what type of work arrangement they have. There are many types of activities and tools for addressing these challenges. Here are some to consider:

to potential new employees.  Executive and leadership coaching: Gain clarity on high-priority activity and ensure accountability for following through.

WORKFORCE, from Page 9

Competition is fierce for qualified candidates. Recruiters are in high gear, with companies kicking in a variety of benefits above and beyond the usual. The CEO of a veterinary company told me they are offering a sizable signing bonus for a $17-an-hour veterinary technician’s job. Other companies are adding incentives, such as college scholarships for both the employee and family members, and guaranteed enrollment in management training programs. We even heard free hotel rooms were offered for summer help at some of the big hotel chains. However, hiring bonuses and incentives can only go so far in such complex, uncharted waters. Replacing one worker can be costly, both financially (up to three times the new hire’s actual salary when training and team integration are factored in) and resource-wise. The impact of multiple employees leaving within a short period of time can place significant stress on employees left behind who end up carrying increased workloads with potential critical gaps in the workstream.


No one knows how long this employee-driven turnover storm will 10

to technology and other offerings, customers have come to rely on and expect multiple channels for transactions, large and small. Conveniences that drive speed and efficiencies, such as the digitization of accounts payable and receivable functions, continue to be adopted widely by businesses to ensure timely cash flow. Clients and customers will likely continue to depend on and expect the same conveniences even as we integrate back to more person-to-person business transactions and meetings. Continuing to provide these offerings and developing a hybrid business model will be essential to customer satisfaction, preparedness for future business interruptions, and future success. It’s interesting that the pandemic continues to drive businesses and their customers to trust technology they previously had reservations about; necessity will do that. But having broken down the resistance, now is the time to evaluate these tools and determine how

Leadership initiatives  Organizational development consulting: During this turbulent time, review what behaviors, systems and initiatives are in place to retain your employees and what will make a sustainable difference

Organizational strategies  Organizational and individual resilience: Review key indicators that are critical to the ability to survive a crisis and thrive in a world of uncertainty.  Workplace analysis: Encourage managers and employees to review workloads, enabling important conversations about priorities that will result in more alignment and greater performance.  New employee toolkit: Create a database linking key information to provide a one-stop shopping resource for new hires, improving retention of employees. I IMPACT MAGAZINE

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By Tim Collins EBSCO Information Services


ffective decision-making is a critical component of successful management. Being decisive is a mindset that balances proactive listening, analysis and action. Let me share a seven-step approach to decision-making that I’ve found effective:


Managers must ensure employees have the direction and time needed to accomplish their assignments. Projects often get bogged down due to uncertainty that exists. Managers should:  Seek out uncertainty and confusion. Do people know what is expected of them and why?  Look for projects without a clear action plan. Do people know who is doing what, and when?  Address unresolved issues. Do “open questions” exist with no process in place to resolve? Is it clear who is responsible for resolving them?  Eliminate obstacles. Do employees have the necessary tools and training? Do fundamental obstacles exist?  Watch for repetitive conversations. Is a group having multiple conversations about the same problem(s)? Ask employees if any of these conditions exist. Focus on stalled projects and goals for which progress is lacking. Don’t spend as much time on projects that are going well; spend your time adding value.


Once you become aware of a decision that needs to be made, quickly decide who can make it.  If your employee can make the decision: Ask him or

her to. Delegate decision-making to build “ownership” through empowering employees.  If your employee doesn’t have the knowledge or authority to make the decision, but you do: Make the decision.  If neither you nor your employee can make the decision: Quickly talk with your manager to find out who is authorized to so that the decision gets made and progress can resume.


Lean toward a quick decision if:  There will be no long-term implications.  Only a small amount of money and only a small number of people are involved.  An individual employee’s compensation is involved; don’t let it fester.  Strong differences of opinion are brewing on a topic that is not strategically important. Make a quick decision so negative feelings don’t develop.  A proactive project is being held up due to lack of a decision. Consider taking more time if:  The decision will have long-term implications.  You anticipate that similar situations will come up in the future and this decision will set a precedent.  A large amount of money is involved or a large number of people will be affected.  The decision is of strategic importance.


To make informed decisions, you need to gather facts and weed out opinions. Ask questions like, “can you share your thinking?” or “what data did you review to develop your view”? Identify the data points that will drive the decision. Realize that there is no such thing as “perfect information.” That will help avoid “analysis paralysis,” where decisions drag on as excessive details are collected and analyzed. In some cases, the act of making the decision is more important than the actual decision. Once you have the information you need, play “what if” games. Develop alternative decisions and visualize how things could play out:  If A happens, then B or C will likely happen.  If B happens, then either D or E will likely happen.  If C happens, either F or G will likely happen.  If the implications of D, E, F, or G are very bad,

Tim Collins is the founder and CEO of EBSCO Information Services based in Ipswich, a provider of research databases, e-journals, magazine subscriptions, e-books and discovery services to libraries of all kinds.




Explaining why a decision was made shows respect for employees and improves morale. The “because I said so” approach doesn’t cut it. The easiest way to communicate “the why” is to distribute “decision documentation” when an action is taken. When you explain why decisions are made, employees will come to understand the business and this knowledge will result in you receiving fewer questions and more proactive suggestions for improvement. slow down and take more time. If the difference between them is slight or the impact minor, make the decision quickly as the stakes aren’t high.


Documenting why decisions are made will save you time later. Record key assumptions and “what if” analysis so

that they can be tested over time. If assumptions turn out to be incorrect, decisions should be re-evaluated. It’s sometimes necessary to revisit decisions and it’s a waste of time to start from scratch and rethink why a previous decision was made. Once a decision is made, create an action plan to implement it: Who does What and When do they do it.


Document any questions that you’ll want to ask in the future (and when you want to ask them) related to a decision. As you methodically follow up on decisions to see if action plans were implemented and if desired results were accomplished, you will create a results-oriented culture. I

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We proudly congratulate the

North Shore Chamber of Commerce Diamond Award Recipients Hannah Ginley, Windover Constriction Sara Stanley, HAWC Judy Cranney, Care Dimensions Jo Ann Simons, Northeast ARC Nancy Palmer, Northeast Hospital Corporation Board of Trustees Laura Kurzrok, Eastern Bank Charitable Foundation (retired)

With practical knowledge and uncommon expertise, our bankers address your financial needs with solutions that matter to you.

Let’s Talk. 800 772 1090



©2021 People’s United Bank, N.A. | Member FDIC




By Edward Spicer, CFC, LPI Ocean States Investigative Group, LLC


very workers’ compensation claim is unique. Often, a series of distinguishing characteristics can help an employer sort out those claims that may require some type of investigation. There are a variety of red flags that are potential fraud indicators, which may lead an employer or claim adjuster to take a second look at a claim and possibly have it investigated in-house or by a licensed private investigator. Here are some red flags to watch for:


The worker has a history of short-term employment.  Holds a seasonal position and the season is ending.  Is a new employee or in the position a very brief time.  Took extensive time off prior to the claim.  Expresses mixed feelings about returning to work.  Was facing termination or was recently reprimanded or written up.  Was denied time off.  Has recently acquired disability policies.  Has no health insurance.  Suddenly seeks a new doctor when cleared for work.  Requires an unusually lengthy recovery period.  Has an injury that relates to a preexisting issue.  Is experiencing “money problems” or financial stress.  Has a history of compensation claims.  Is a friend of another claimant.


The worker cannot be reached during the day or only returns calls after receiving a message.  Is rumored to have a side business.  Is difficult or uncooperative during rehab.  Does not seem interested in light duty, when offered.  Has no apparent lack of muscle tone or atrophy despite allegedly being unable to perform tasks.  Is tanned or has dirt under his or her fingernails.

Is a disgruntled worker.  Suffers repeated injures after returning to work.


The accident occurred early on a Monday, late on a Friday or during a break or lunch hour.  The accident was not reported for several days.  The circumstances of the accident are quite vague.  The injury occurs outside the normal job area.  The first report of the injury and the medical report are inconsistent.  There are no witnesses to the accident.  The accident occurred near the end of the worker’s probationary period.


The doctor is known for being “claimant–oriented” and keeping people out of work.   The worker’s complaints are subjective in nature.  The worker has a back injury and/or a soft tissue injury that takes an unusually long time to heal.  The worker frequently misses doctor’s appointments or refuses certain diagnostic procedures.  The worker is prescribed strong narcotic and sedative medications for an alleged minor injury.


The attorney is known to be unscrupulous.  Counsel is sought before any conflict arises with the claim.  The attorney seems anxious for a quick settlement.  The attorney and doctor have appeared together previously on problem claims.

These are only potential indicators of workers’ comp fraud. Sometimes, despite there being several red flags, the claim is ultimately legitimate. Similarly, there are claimants who seem completely above suspicion who are committing fraud — and going to great lengths to do so. Unfortunately, there is no foolproof method for detecting workers’ comp fraud. However, by being aware of the red flags, you can put the odds in your favor and become pro-active in the battle against fraud — especially given every fraud claim negatively affects a company’s safety score that factors into insurance coverage. Lastly, your instinct may be a stronger indicator than any red flag you find. If you simply have a “bad feeling” about a claim, make sure to speak up. There is an old saying in the insurance investigation field: “For every $1,000 you spend on a claim, you will save $20,000 in costs down the road.” When in doubt, check it out. I

Edward Spicer, a partner in Ocean States Investigative Group, LLC at the Cummings Center in Beverly, is a certified fraud consultant and a licensed private investigator in Massachusetts, Maine and New Hampshire. He is also assistant executive director of Intellenet, a worldwide association of private investigators and security consultants with 600 members in 70 countries. NORTHSHORECHAMBER.ORG



Two honorees will receive the Minuteman Service Award at the Salute to Veterans Breakfast.


avid Morales learned the meaning of giving back even before he could walk. Service and sacrifice were an intrinsic part of his upbringing. Those values — together with family, faith and hard work — remain at the core of his very being today. “I grew up very poor. I watched my parents work two or three jobs,” he says. “Even though they had very little, they were always giving. Always.” Morales — today the general manager of UniCare — was born in the U.S., but his parents, Antonio and Anna, moved the family back to Puerto Rico when he was 1. There, he says, he was surrounded by remarkable examples of servants in his parents, grandparents, church community, and service men and women who

By Sonya Vartabedian The Chamber 16

Courtesy photos

David Morales, the general manager of UniCare, is working with the Chamber to host the first Salute to Veterans Breakfast in November.



SALUTE TO VETERANS BREAKFAST TO PRESENT MINUTEMAN SERVICE AWARDS UniCare and the North Shore Chamber are uniting to honor Massachusetts military service men and women along with veterans at the inaugural Salute to Veterans Breakfast on Tuesday, Nov. 9, at 7:30 a.m. at the Boston Marriott Peabody. The event will honor two Massachusetts residents for their selfless service and dedication to the military or veterans community. U.S. Army photo U.S. Army Sgt. by Monica King Major Kyle Lamb U.S. Army Reserve will be the keyLt. Col. Marisol Chalas note speaker. He retired after 21 years of service, 18 of which were with the U.S. Army Special Operations Forces. Lamb’s time in the service includes 16 years with Delta Force (1st Special Forces Operational Detachment — Delta), serving in Mogadishu, Somalia (for the Blackhawk Down incident), Desert Storm with 5th Special Forces, and five tours in Iraq during the Global War on Terror. He has been decorated for valor several times for operations around the world. U.S. Army Reserve Lt. Col. Marisol A. Chalas, the first Latina National Guard

naturally gave of themselves for others. “At times, there was one meal for the day and that would stretch to the neighbors, too,” he says. “If someone’s car broke down, they would fix it for free, even if they didn’t have any income.” His grandfather served in the Army. His father was a Navy man who believed deeply in the culture and values of America, and his mother served in the church for most of her life. “Anything you can do for your country, you do,” he says of their mindset. “Just get it done.” NORTHSHORECHAMBER.ORG

Black Hawk helicopter pilot, will also be a featured speaker. The Dominicanborn Chalas was 9 when she moved to the U.S. in 1982, settling in Massachusetts. She became an enlisted soldier in 1990. Today, she is the Reserve Schools Branch Chief at Human Resources Command at Fort Knox, Kentucky. The Minuteman Service Award will honor two Massachusetts residents who have shown outstanding leadership to the veteran or military community in the state through volunteering, advocacy or other public service work. To nominate an individual for the award, visit surveymonkey. com/r/2021-minuteman-awards. The event will also recognize a nonprofit organization serving veterans or the military on the North Shore. The members of the event’s Host Committee are:  Jennifer DeLuca, executive director of Fisher House of Boston, which supports military families  Retired Army Sgt. Gumersindo Gomez, executive director of the Bilingual Veterans Outreach Centers of Massachusetts  John Hall, retired Army lieutenant colonel and former chairman of the North Shore Chamber  Robert Hallinan, chief warrant officer, Massachusetts National Guard  Major Gen. Gary Keefe, Massachusetts National Guard

Morales was 12 when his parents returned to the U.S. to give him and his younger siblings greater opportunity. They settled in Lynn in the mid-1980s. “Every day was a sacrifice, a struggle for my parents,” he says. Yet, their commitment to serve others did not waver. “They taught me the more you give, the more God blesses you,” he says, “and I never forgot it.” Morales’ wife, Samanda, shares his foundational values born from a similar upbringing in the Dominican Republic.

U.S. Army Sgt. Major Kyle Lamb

Retired Brig. Gen. Joseph Milano, owner, Boston’s Union Oyster House  Adrienne Mitchell, former National Guard aviation operations specialist   Joanne Patton of the Patton Homestead in Hamilton, daughter-in-law of Gen. George S. Patton and widow of Major Gen. George Patton IV  Retired Brig. Gen. Jim Vallee, Esq., partner at Nixon Peabody


Tickets for the Salute to Veterans Breakfast on Nov. 9 are $45 for Chamber members and $65 for nonmembers. A number of free tickets will be provided to veterans from throughout the region. For tickets or more detail about the breakfast, visit the events calendar on the Chamber website at

The couple, who live in Lynnfield, are co-founders of Ahora, Inc., a nonprofit dedicated to empowering low-income individuals and working families in their journeys toward self-reliance and financial wellness. Together, they are resolute in their desire to better their community and instill the principles of faith, family, community and service in their two young sons, their nieces and nephews and young adults in general. “We try to live our values every day,” he says. 17

Those principles have carried over to Morales’ professional life and served him well in his previous roles in government, as chief strategy officer for Steward Health Care, while leading his own consulting company, and in his current role at UniCare. Today, as UniCare’s general manager, he leads a company built on serving those who serve others. For more than 30 years, UniCare has provided health benefits exclusively to state and municipal employees, retirees and their families insured by the Massachusetts Group Insurance Commission. Its membership includes public safety personnel, teachers, nurses, health care workers, bus drivers, veterans and a host of other public servants. Giving back is an integral component of UniCare’s mission. Last year, the company established a UniCare Foundation to support community organizations and expand its charitable giving in Massachusetts. It partnered with numerous local nonprofit organizations in the state to identify health care

needs and address social issues that impact the health of individuals and communities. Between grants, sponsorships and associate giving, UniCare donated more than $368,000 to charitable causes in the state last year, and its associates gave 750 hours of their time to support charitable causes. This fall, UniCare is joining with the North Shore Chamber of Commerce to host a Salute to Veterans Breakfast in November. (See related story.) This inaugural event will honor active military service men and women, as well as veterans, from Massachusetts. The event epitomizes everything that Morales stands for in serving others. It also illustrates the example he and his wife work hard to set for the two people who matter most in their lives. “It’s not about me,” he says. “At the end of the day, I want my greatest legacy to be that I raised two strong, Christian men. “If my sons turn out to be great Americans and positive contributors to society, then we’ve done well.” I

Guiding principles David Morales offers this advice for young professionals embarking on their careers:  Understand that you are blessed to live in the greatest country on the planet. With that comes great responsibilities to give back, to be your best and to do great things.  Know that there are no obstacles in life, only learning opportunities. Dream big, take risks and become more.  Embrace dialogue, education and perspective. Just because you have an opinion doesn’t mean you’re right. With education, dialogue and perspective, we are able to make informed decisions and develop greater understanding about our world and each other.  Learn skills and expertise that will inure sustainable value and income.  Believe that your faith, family and integrity matter most.




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Congratulations! Celebrating the 2021 Diamond Award honorees: Judy Cranney, Care Dimensions

Laura Kurzrok, Eastern Bank

Sara Stanley, HAWC

Nancy Palmer, Northeast Hospital

Jo Ann Simons, Northeast Arc

Hannah Ginley, Windover Construction

Best wishes from your friends & colleagues at

Rudolph Friedmann LLP

Congratulates the 2021 Diamond Award Recipients Judy Cranney

Care Dimensions

Laura Kurzrok

Eastern Bank Charitable Foundation

Hannah Ginley

Windover Construction

Nancy Palmer

Northeast Hospital Corporation

Jo Ann Simons Northeast Arc

Sara Stanley

Healing Abuse Working for Change

92 State Street • Boston, MA 02109

216 Humphrey Street • Marblehead, MA 01945 20










2021 Diamond Awards celebrate women of influence


nnovators. Achievers. Activists. Role models. Those are the words repeatedly used to describe the first six recipients of the Chamber’s inaugural Diamond Awards. The honorees represent the best of a community of extraordinary women in business on the North Shore. They are highly regarded for demonstrating a commitment and passion for leading with purpose, empowering women, serving others and making an impact in their professional and personal lives. Most importantly, perhaps, they inspire those around them to be their best selves. Our 2021 Diamond Award recipients are:  Judy Cranney, of Beverly, retiring vice president and chief operating officer of Care Dimensions, based in Danvers  Laura Kurzrok, of Marblehead, community advocate and retired executive director of Eastern Bank Charitable Foundation  Hannah Ginley, of Marblehead, chief people officer of Windover Construction, based in Beverly  Nancy Palmer, of Danvers, chairman of the Board of Trustees of Northeast Hospital Corporation,


which operates Beverly Hospital and Addison Gilbert Hospital in Gloucester  Jo Ann Simons, of Swampscott, president and chief executive officer of Northeast Arc, based in Danvers  Sara Stanley, of Rowley, executive director of Healing Abuse Working for Change (HAWC), based in Salem On Tuesday, Sept. 21, The Chamber will celebrate their achievements at a Diamond Awards Breakfast from 7:30 to 9 a.m. at Kernwood Country Club in Salem. Eastern Bank is the title sponsor of the breakfast. Visit for details. On the pages ahead, we shine a spotlight on our honorees, offering a glimpse into their diverse careers and how they have chosen to make a difference in the world around them.


DIAMOND AWARD North Shore Chamber of Commerce

Inspiring a culture of greatness Hannah Ginley takes pride in helping everyone reach their full potential


hen Hannah Ginley was hired by Windover Construction in 2010 to make its now 100 percent employee-owned construction management company even more employee-centric, she couldn’t have been more surprised to find there was no desk, no computer, no phone, not even a pencil waiting for her on her first day of work. That night, Ginley who left a prized job at Harvard Business School, shed tears of doubt, but by morning, she was ready for action. The Marblehead native vowed no future Windover employee would ever have a similar experience. Since the Beverly company identifies “having fun” as one of its three founding principles, she was determined to merge fun and function. Today, 12 years later, Ginley is the company’s Chief People Officer and is credited with creating an employee culture to which other companies aspire. The impact Ginley has had on the 17-year-old company, its employees and the communities it serves hasn’t gone unnoticed. The Newbury resident received multiple nominations for one of the Chamber’s inaugural Diamond Awards, including one from Stuart Meurer, Windover’s president and CEO, himself. “We are our people and Hannah leads us daily to ensure that we are consistently caring and nurturing our people,” wrote Tracey Hartford, vice president of client services at Windover, in her nomination of Ginley. 22

Photo by Amy Sweeney

Hannah Ginley, chief people officer at Windover Construction, is a strong believer that work should be fun and fulfilling. Her Beverly office is adorned with items that bring her joy, including a painting created by her mother, which hangs in the background. IMPACT MAGAZINE

Courtesy photos

Hannah Ginley is thanked by a veteran during a Memorial Day cookout honoring local men and women for their service.

While Ginley says it was a leap of faith on her part to join a company she believed trained its lens on employees, it became her role to bring that lens into sharp focus. In those early days, she shadowed founder Lee Dellicker, the current board chairman, to understand what was important to him and his co-founder, Steve Dodge. There were just over 22 employees then. Windover’s team has since grown to more than 80 today. Ever humble, Ginley says the credit goes to the company and its leaders who think enough of its employees to create a C-suite, executive-level position that focuses on them. Today, her position is all encompassing. Her role from day to day may include interviewing prospective new hires, performance management, staff engagement, budgeting, recruiting, onboarding, offboarding and benefits management. Ginley’s role is as diverse as her background. She grew up in Marblehead, where her parents owned their own commercial lobstering business. In fact, her dad owned the Andrea Gail and Hannah Boden fishing boats of “The Perfect Storm” fame. For a few years, her family lived on Deer Isle, Maine, before returning to the area. After graduating from Marblehead High School, she attended UCLA in California for the predominance of her undergraduate education and then came back east to complete her bachelor’s degree in psychology and special education at Boston University. She married, started a family and did some teaching for two years. NORTHSHORECHAMBER.ORG

Ginley, right, picks crops with Windover’s Social Sustainability Committee.

For the next five years, she worked for her mentor, Martha Jones, and her software development company before becoming chief of staff for Harvard Business School Professor Michael Porter. All of her experiences have converged to make her who she is today. But perhaps it is the discipline instilled in her as a classically trained ballerina that makes her work seem effortless. “I just love teaching people things and raising them up in their careers,” she says. “Inspiring someone to reach their potential excites me.” The 57-year-old’s talents are not limited to Windover. She is active in a variety of facets within the community. She currently serves as a vice chair of the

North Shore Chamber’s Board of Directors and was a recent member of the North Shore Regional Advisory Board of the United Way of Massachusetts Bay and Merrimack Valley. Despite her busy schedule, Ginley, who lives in Newbury with her partner, Anthony Sanchez, always makes time for family. The creator of a high-achieving culture, trailblazer, mentor and motivator are just a few of the ways colleague Valerie Lausier Collins, manager of training and development at Windover, describes Ginley — not to mention empathetic, approachable, enthusiastic and integrity. Ginley turns the attention back to Windover’s leadership and its team. “Work should be fun, engaging, with no Sunday night blues,” Ginley says. “I was able to find my niche. The company allowed me to channel talent. We have a great team of people who have great respect for culture and inclusion. You can feel the excellence in the room. They really care for one another.” Her greatest professional achievement by far, she says, has been the creation of Windover’s six-year-old Social Sustainability Committee, in which a majority of the employees participate. “The company and its employees give back to the community — to our neighboring veterans and those who are less fortunate, particularly women, children and families in need. Our fundraising is grassroots,” she says. “It’s a great way for us to come together as a company.” — Ellen Small Davis, Impact contributor I 23

DIAMOND AWARD North Shore Chamber of Commerce

A champion for a healthy community Nancy Palmer has set a shining example in her leading role as a volunteer leader


ancy Palmer’s rose and perennial garden will soon be receiving some extra attention now that she is easing toward retirement. If she tends to them with the tenacity with which she has built her professional and volunteer careers, they should be award-winning blooms in no time. At the end of 2021, the 72-year-old is stepping down after 14 years as chairman of the Northeast Hospital Corporation Board of Trustees, of which she has been a member for nearly three decades. She will remain on the board through 2022. The former manager for EG&G and General Electric has been a champion for the highest quality of health care on the North Shore, guiding hospital expansions, ensuring fiscal success and promoting safety and top-level performance, while fostering a culture of respect and kindness. Her crowning achievement has been shepherding three local hospitals into the creation of a full-spectrum health care system, all while maintaining a community feel. She is credited with leading the organization through several significant mergers over the last 29 years — starting in the early 1990s with Beverly Hospital’s acquisition of the former Hunt Hospital in Danvers, then the merger of Beverly Hospital with Addison Gilbert Hospital in Gloucester and formation of Northeast Health Systems — all with unprecedented growth and success as a result, according to Northeast Hospital 24

Photo by Amy Sweeney

Nancy Palmer, chairman of the Northeast Hospital Corporation Board of Trustees, enjoys a moment in the Healing Garden at Beverly Hospital. In addition to her commitment to maintaining quality health care in the region, Palmer has been steadfast in her support of the people working at every level of the organization. IMPACT MAGAZINE

Corporation President Tom Sands, who submitted Palmer’s nomination for a Diamond Award. Later, as board chair, Palmer co-led the merger of Northeast Health System and Lahey Clinic, culminating in the formation of Lahey Health in 2012. Most recently, she has been at the fore of the merger with Beth Israel Deaconess Medical Center, along with other community hospitals and organizations, to become Beth Israel Lahey Health, with the hospitals and the health systems serving as “models for successful affiliations.” “A great deal of credit goes to Nancy’s leadership in bringing our hospitals through three mergers,” Sands wrote. “Nancy’s contributions to the system’s ethos, her firm belief in the ‘Just Culture’ model, her dedication to maintaining excellent quality and her leadership on key physical improvements at the hospitals are all critical to (our) success.” Palmer came to her extensive volunteer career the way so many success stories happen — ­ by accident. A graduate of Lynnfield High School and Katherine Gibbs College in Boston, she attended both Marymount College and Niagara University in New York. She later earned her bachelor’s degree in organizational behavior from the Program in Management for Business and Industries at Lesley College in Cambridge while working at GE. She worked in a variety of sales, marketing and public relations roles before deciding to leave the corporate world shortly after remarrying to spend time at home. “Immediately, I was bored,” she says. Volunteering seemed like the answer. On her first day volunteering at the former Hunt Hospital, she learned the director of volunteers was retiring that day to pursue a career with Joann Patton, the daughter-in-law of Gen. George S. Patton. Joann Patton was launching a startup, Patton Consultant Services, to work with and assist nonprofits in strengthening and excelling in management and volunteerism. Palmer went on to orchestrate a smooth merger of Hunt Aid Association with Beverly Hospital during the merger of the two health care facilities. Her efforts gained notice and she was invited to join Beverly Hospital’s Board of Trustees. Simultaneously, she was tapped by Patton as a consultant, which NORTHSHORECHAMBER.ORG

Courtesy photo

Nancy Palmer, right, poses with Denis Conroy, the former CEO of Northeast Health Systems, and his wife, Jeanne, during Northeast Hospital Corporation’s 2018 Awards Dinner.

Photo by Maura Wayman Photography

Palmer celebrates the opening of the Emergency Department at Lahey Health in 2016.

provided an opportunity to travel and attend workshops and conferences led by industry leaders in volunteer management. That education in volunteer management has served Palmer well in her many roles as a current or past board member of the Massachusetts Health and Hospital Association, Care Dimensions, North Shore Music Theatre, the United Way, Board of Overseers at Salem State University, past chair of the cooperative education board at Gordon College and trustee emerita of St. John’s Prep, Palmer believes her success has come because, “I am visible. I listen. I observe, and I build relationships.” “Anything I have ever done is something I could be passionate about or I wouldn’t do it,” she says. Sands says Palmer epitomizes what it means to be a volunteer leader through her dedication to serving her community. She has also set an example,

helping to boost female representation on Northeast Health’s Board of Trustees, along with building more racial and ethnic diversity to better represent the population the health system serves, while also championing for women in leadership positions. Although Palmer had planned to retire as board chair in 2020, she agreed to remain an additional year to see the hospitals through the COVID-19 pandemic. She also wanted to lead the national search for Beverly and Addison Gilbert hospitals’ new president, which culminated with Sands’ hiring this past spring. The two share a strong focus on supporting the people behind the organization at every level. Retirement will mean more opportunity to tend to her gardens and other hobbies, as well as to enjoy more time at home in Danvers with her husband, Joe, and their golden retriever, Bennie. The couple share three grown children and two adult grandchildren. Palmer says she was inspired in her advocacy and service work by Patton, who became her unofficial mentor. Palmer, in turn, hopes she inspires professionals who are developing their resumes and creating career paths. “I encourage them to get involved in something. Find an interest and volunteer and see what difference you can make,” she says. “Find a mentor to help and guide you.” Volunteering aside, Palmer’s advice to all is to be prepared. “Always be prepared,” she says. If you are prepared, you will always shine.” — Ellen Small Davis, Impact contributor I 25

Congratulations Hannah! We are so proud of you for receiving the 2021 Diamond Award. For all you do for Windover and on the North Shore, thank you.



Congratulations to Nancy Palmer Chair of Northeast Hospital Corporation (NHC) Board of Trustees, selected as a 2021 North Shore Chamber of Commerce Diamond Award Recipient “We are enormously grateful to Nancy for her years of leadership, partnership, and support of our hospitals and community. Year after year, she has exceeded the expectations of a Board Chair and has demonstrated an inspiring commitment to the high-quality, safe care our teams strive for every day. We are proud to call her a friend and partner, and know that we are well-positioned for the future because of her deep involvement in every aspect of who we are and what we do.” NHC Board of Trustees, Tom Sands, President, Senior Leadership and Colleagues at Beverly Hospital and Addison Gilbert Hospital

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8/11/21 3:33 PM

Congratulations to St. John's Prep Trustee Emerita Nancy Palmer P’89 and best wishes to all the Diamond Award honorees! NORTHSHORECHAMBER.ORG


DIAMOND AWARD North Shore Chamber of Commerce

‘I didn’t choose my career. My career chose me.’

Jo Ann Simons is personally driven to improve the world for people with disabilities


ou can’t possibly tell Jo Ann Simons’ story without acknowledging the role her eldest child played in it. When Jonathan Derr was born 42 years ago with Down syndrome, he became her personal and professional muse. Conversely, she became his loyal, determined advocate and eventually, by extension, the advocate of thousands of individuals with disabilities. To say the Swampscott resident who today is president and CEO of Northeast ARC has made an impact on the lives of individuals with disabilities and their families is truly an understatement. Since the moment her son entered the world in a hushed delivery room of a Boston hospital, she has been learning, planning, organizing, scheming, begging, cajoling and so much more to advance the quality of disabled individuals’ lives as well as the lives of their families. A social worker by way of education, the Wheaton College undergrad earned a master of social work from the University of Connecticut. It was through motherhood that she became a recognizable disability advocate. Just hours after Jonathan was transferred to Boston Children’s Hospital following his birth, Simons asked about visiting him. She was coldly and callously told she was free to walk the city block from the hospital where she delivered him to Boston Children’s and 28

Photo by Amy Sweeney

Jo Ann Simons, president and CEO of Northeast Arc, set out to “disrupt the world” more than 40 years ago. Over those four decades, she has worked to change the system to make it accountable and accessible to people with disabilities and their families. IMPACT MAGAZINE

maybe she could secure herself a wheelchair there. This was followed by a visit from a social worker who was ill-equipped to help a 26-year-old, first-time mom of a baby with Down syndrome. Simons quickly learned this wasn’t the exception. This was the rule. There were little, if any, services in place for children with Down syndrome or parents like herself and her husband, Chet Derr. “I started making calls and realized the life I envisioned didn’t exist,” Simons, 68, says. “I didn’t want anyone else to go through what we were dealing with.” Armed with a legal-sized pad of yellow paper and pen, she began tracking the deficiencies in a broken support system. Their collective experiences and insights resulted in Simons becoming involved in family support services and amassing an impressive resume in the intellectual and developmental disabilities field over the last four decades. Starting in the 1980s, Simons worked for nearly a decade as director of Community Division and Family Educational Services for North Shore Arc, before it became Northeast Arc. She is crediting with starting the first Family Support Program in the state, in addition to a speaker series and an adaptive equipment exchange. She then returned to the state arena, serving as deputy facility director for the Massachusetts Department of Mental Retardation at the former Walter E. Fernald State School, followed by fifteen years leading the Arc of East Middlesex (now Communitas) as its executive director, which afforded her the opportunity for “remarkable, innovative, out-of-the-box thinking.” From there, Simons further expanded her comfort zone. As president and CEO of the Cardinal Cushing Centers on the South Shore, she worked for seven years with the “formidable and devoted” Sisters of St. Francis of Assisi aiding children and adults with intellectual disabilities. In January 2016, she rejoined what today is Northeast Arc based in Danvers, helping it grow to become the largest Arc in New England and the second largest nationally. In a field that is faced with a wide variety of challenges, Simons is leading the charge to support some of the most vulnerable members of society in Massachusetts, says Noah Leavitt, director NORTHSHORECHAMBER.ORG

Courtesy photo

Jo Ann Simons shares a moment with her son, Jonathan Derr. She has dedicated her life to developing and improving services and opportunities so that her son and others with disabilities are afforded the chance to enjoy vibrant lives.

of marketing and communications for Northeast Arc. “Jo Ann Simons is an inspiration because she is laser focused on working to change the lives of the 15,000 infants, children, adults and families the Northeast Arc serves who face the challenges of disability each day,” Leavitt wrote in nominating Simons for the Diamond Award. “Jo Ann makes sure the Northeast Arc is there when families need the organization to provide services and support. ... When a support system does not exist, the agency will often create one.” Simons has been instrumental in launching many progressive initiatives at Northeast Arc. The Arc operates its own coffee shop, Breaking Grounds in downtown Peabody, where its Project Perk provides employment training in food services for individuals with disabilities. The Arc Tank Competition Simons created has awarded $650,000 to date to support proposals that promise to positively disrupt the system for people with disabilities, and the agency’s Evening of Changing Lives has become an annual event highlighting the capabilities of individuals with disabilities. Her biggest undertaking came to fruition this year with the transformation of 26,000 square feet of highly

visible space in the Liberty Tree Mall in Danvers into the Center for Linking Lives. The center now serves as a vibrant gathering place where individuals with disabilities can reach their full potential. It includes parcels, a retail shop exclusively selling sourced products made by individuals with disabilities or by companies owned by people with disabilities. There is no better evidence of Simons’ work than her son, Jonathan. A graduate of Swampscott High School, Jonathan went on to earn a certificate from Cape Cod Community College. For the last 22 years, he has lived independently in a home on Cape Cod. He has more than 15 years logged with the Roche Bros. Supermarket Company, works out regularly, participates in four Special Olympic sports and serves as a golf ambassador for Best Buddies Massachusetts. Most of all, he is an adoring uncle to his sister Emily’s three sons. “When I look back, I realize we accomplished more than I ever even imagined,” Simons says. “There are limitless opportunities for people with disabilities. Every day, we are shattering stereotypes and barriers.” — Ellen Small Davis, Impact contributor I 29

DIAMOND AWARD North Shore Chamber of Commerce

‘Keep an open mind regarding your possibilities’ Judy Cranney found calling guiding families through their darkest moments


udy Cranney has spent a lifetime caring for others. Since earning her registered nurse diploma from the Salem Hospital School of Nursing in 1977 (she was in the school’s second-to-last graduating class), Cranney’s career in health care has extended from the hospital setting to long-term care, home care, education, elder affairs and, for the last 20 years, hospice and palliative care. But it was three years ago when the impact of her work truly hit home. Cranney found herself on the opposite side of hospice care — as her mother, Madeline Redmond, spent the final days of her life at the Kaplan Family Hospice House in Danvers, which Cranney helped to develop and open in 2005. Cranney says she was in awe of the staff who not only took care of her mother, but tended to her needs as a daughter, too. The experience illustrated the rewards of a career choice Cranney made in 2002 when she left her position as director of health services at the Massachusetts Executive Office of Elder Affairs to join Hospice of the North Shore. Over the next two decades, Cranney is credited with helping to grow the agency now known as Care Dimensions into what is the largest hospice and palliative care organization in Massachusetts. W hile rising to become Care Dimension’s vice president and chief 30

Photo by Amy Sweeney

Judy Cranney, retiring vice president and chief operating officer of Care Dimensions, says she is blessed to have had a career that has brought personal fulfillment while serving others. IMPACT MAGAZINE

operating officer, she fostered partnerships with numerous health care institutions; trained hundreds of clinicians and established a first-of-its kind nurse residency program; introduced innovative programs for children, veterans, centenarians and everyone in between; and expanded services to ease the endof-life experience for not just patients, but their families. During her tenure, Care Dimensions has become a $70 million-a-year operation that has grown from aiding around 150 patients a day to close to 2,000 patients daily across 100 communities. “I think I got out of it more than I gave,” Cranney, 65, says. “What we’ve had the honor of doing is coming into their lives at a vulnerable time and making a tough situation better on some level. It’s been an honor to do that and very, very rewarding.” Looking back on her career as she prepared for her retirement this past August, Cranney said she’s pleased to see that hospice is now viewed as a valued component of the health care field and has become better understood and accepted within the community. “Ninety percent of success in any industry, but particularly in health care, is related to relationships,” she says. “It takes time to build trust. But over time, there’s been an understanding that we’re in this together and want the best care for the patient and their family.” Cranney says much has changed in health care over the last 45 years and the business has grown more closely monitored and regulated. Still, she says, the principles she learned at age 17 continue to guide her today. “It’s about remembering why we’re here. We’re here to take care of patients and families … to be professional and put the patient and family first,” she says. “That’s not changed ‘til today. “… I don’t want to say there hasn’t been profound sadness in this. You’re not doing it right if you’re not saying, ‘I cannot do this another day,” and then not waking up the next day saying, ‘I can’t imagine not doing this.’” While she’s proud of most everything she’s accomplished in her career, she says she feels especially gratified knowing that she’s mentored those who will take care of her someday and that she’s leaving Care Dimensions in good hands. “Judy’s positive influence, values NORTHSHORECHAMBER.ORG

Courtesy photos

Judy Cranney, second from right, attends an event in support of Care Dimensions with, from left, Moses Mugwanya, Steven Mullin and Alecia Dufour.

Cranney, right, and her therapy dog Redmond, seen with her assistant, Cheryl MacDonald, have been a comforting pair at Kaplan Family Hospice House in Danvers.

and character are felt throughout Care Dimensions, extending across the breadth of the organization and reaching down through every department and role,” wrote Jean Graham, Care Dimensions’ senior director of marketing, in

Cranney’s Diamond Award nomination. “She is known nationally for her invention and creativity in developing programs that benefit our patients and their families, the communities we serve, and the employees who follow her lead. Judy embodies leadership, achievement, ingenuity and integrity and is a role model to all who know her.” Cranney hopes to explore some new volunteer opportunities in retirement, as well as enjoy more moments with her large extended family and her two goldendoodles, Redmond and PJ, who are both trained therapy dogs. She and her husband, Patrick, who is retired from the insurance field, recently sold their home of 30 years in Beverly and are relocating to Kennebunk, Maine. She advises those just beginning their careers to avoid pigeonholing themselves. She says she never expected when she was graduating from nursing school that she’d find such fulfillment in the hospice field or go on to become a top-level administrator. “Follow a path in doing things that you love and have a passion for,” she says. “I’ve had a wonderful career with great experiences and great opportunities, and what I learned in one position helped me in the next.” — Sonya Vartabedian, The Chamber I 31

Care Dimensions thanks Judy Cranney and Nancy Palmer for their tireless efforts to improve end-of-life care for patients and their families.

Judy Cranney

Nancy Palmer

Congratulations on receiving this well-deserved Diamond Award!





CELEBRATES Eastern Bank is committed to recognizing the good in our communities and celebrating the work of the

NORTH SHORE CHAMBER OF COMMERCE Congratulations to all of the 2021 Diamond Award recipients, including Laura Kurzrok, retired Eastern Bank Foundation Executive Director

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DIAMOND AWARD North Shore Chamber of Commerce

‘It takes a village to impact change’ Laura Kurzrok has helped to fulfill countless dreams and missions through her charitable work


aura Kurzrok has never been afraid to walk through doors. With each door she’s entered, she’s gained new opportunities, pushed the boundaries of herself and helped scores of people in the process. Her career has taken her from the retail industry to the legal sector to the philanthropic arm of the banking field. It’s in that last arena where she truly found her passion as executive director of the Eastern Bank Charitable Foundation. During her 19-year tenure with what is now simply Eastern Bank Foundation, Kurzrok helped to funnel more than $120 million into the community to support myriad nonprofit organizations throughout eastern Massachusetts, southern New Hampshire and Rhode Island. She says working for the Foundation allowed her to use her business lens to partner with her banking colleagues and direct the earnings of a for-profit corporation into doing great work in the community. “What gave me satisfaction in doing that job was getting dollars into the community that were impactful,” she says, “and making the connections — connecting one organization with another or helping one person better understand resources that were available to them.” Joining the Foundation was not part of Kurzrok’s life plan. A native of 34

Photo by Amy Sweeney

Laura Kurzrok, retired executive director of Eastern Bank Charitable Foundation, continues to serve the community, including the Salem-based, culinary-driven program Roots. IMPACT MAGAZINE

Newton, she went to work in the executive training program for Macy’s after graduating from Vassar College in New York with a degree in psychology. The next 12 years were spent as a women’s sportswear buyer for various retail organizations, including Filene’s and Talbots. After taking some time off after the birth of her first child, Kurzrok went to work part-time as a paralegal for Goldman & Goldman in Swampscott. She toyed with the idea of going to law school before deciding that wasn’t the right path. But she says the job, which she held for seven years, afforded her a chance to develop a range of skills that later proved invaluable. In 2001, when Eastern Bank was seeking a dedicated director for its charitable foundation, Kurzrok opened the door. “It really filled many gaps with me,” she says. “I loved my time in retail traveling all around the world. It was very exciting. But it wasn’t helping to make the world a better place.” Eastern Bank had started its charitable foundation with a noble vision to direct 10 percent of its net earnings annually to charitable causes. When Kurzrok joined the Foundation, the value of the endowment was $17 million, and it contributed $800,000 in donations to the communities the bank served. Nineteen years later, under Kurzrok’s direction, the endowment increased to over $130 million, with nearly $10 million in philanthropic support provided annually. There are few human service, social service and youth organizations that have not been touched by the Foundation’s generosity over the years. Funds have supported everything from Little League teams and local Chambers of Commerce to community health centers, Boys & Girls Clubs, food pantries and women’s shelters. Recently, when Eastern transitioned from a mutual bank to a publicly traded entity, it made a sizable contribution to the Foundation, significantly increasing the depth of its philanthropic work and community impact. Kurzrok says she’s especially proud that the Foundation has helped to bring programs and services once available only in Greater Boston to the North Shore. The Posse Foundation, which gives low-income students opportunities to attend college, is one such NORTHSHORECHAMBER.ORG

Courtesy photo

Laura Kurzrok, second from right, has helped to advance many charitable causes, including filling backpacks for students supported by the Cradles for Crayons program.

example. “I’ve had the opportunity and privilege to work with a spectrum of organizations that change the trajectory of families,” she says. Joe Riley, executive vice president of retail banking services for Salem Five, credits Kurzrok for her tremendous compassion, strong business acumen, pragmatic and strategic thinking, and rock-solid commitment to all her endeavors. “Laura has always generously given of herself and her knowledge to educate others in achieving their goals,” Riley wrote in nominating Kurzrok for a Diamond Award. “She is someone who has spent a professional lifetime giving awards, which results in the oversight of someone so deserving not receiving them.” Beyond her work at Eastern, Kurzrok has held volunteer positions with the Marblehead Schools, Temple Emanu-El in Marblehead and Girls, Inc., of Lynn, and she has served as a mentor to North Shore youths. She and her husband, Steven, a retired cardiologist at North Shore Medical Center, have lived in Marblehead for 30 years, where they raised their two children, both of whom are recently engaged. In retirement, Kurzrok, 67, hopes to continue giving back while carving out more time for traveling and the many

outdoor recreational pursuits she enjoys. She recently was appointed to the Board of Directors of North Shore Community College’s Foundation. During the pandemic, she put her cooking skills into action for Lasagna Love, a volunteer effort that helps to provide warm meals for locals in need. She’s also working with the Salembased ROOT, an entrepreneurship program in the culinary arts for young adults, to find ways to engage community members in the initiative. Kurzrok believes strongly that it takes a village — a collaboration of many individuals and organizations from the business and nonprofit worlds all working together — to make a difference and ensure a vibrant community. She encourages all young adults to follow their passion, to work hard and to not be afraid to net-work. “Any door you open is going to present a whole spectrum of opportunities that you may not have anticipated,” she says. “… Not everybody has the privilege or opportunity to spend their working life fulfilling a passion, but that doesn’t mean you can’t do it in some other way. Volunteer or join groups you like or just do something nice for a neighbor in need. There’s always an opportunity to give back.” — Sonya Vartabedian, The Chamber I 35

DIAMOND AWARD North Shore Chamber of Commerce

A proven ally in their corner Sara Stanley is a fierce advocate for survivors of domestic violence


ven before she had earned her law degree, Sara Stanley was working on behalf of survivors of domestic violence. So it’s no real stretch of the imagination to find the 2007 Suffolk Law School graduate in the role of executive director of Healing Abuse Working for Change (HAWC), a North Shore domestic violence nonprofit. The 43-year-old organization provides comprehensive services to survivors of domestic violence living in 23 cities and towns throughout the region. A typical year sees HAWC aiding 2,300 survivors, although last year, during COVID-19, the agency served closer to 1,500 clients. While numbers tell one story, the impact the 41-year-old has had on survivors of domestic violence is immeasurable, going back to her early days in law. As a law school student, she volunteered with Shelter Legal Services at Rosie’s Place, a women’s shelter in Boston, and helped survivors apply for abuse prevention orders at the Suffolk County Courthouse. As a young attorney, she represented survivors through the Middlesex District Attorney’s Pro Bono Program and Women’s Bar Foundation. “Domestic violence survivors, even then, were near and dear to my heart,” says Stanley, who grew up in northern Vermont and earned her undergraduate degree from Haverford College in Pennsylvania. Although she ventured into other 36

Sara Stanley has been working to improve the lives of women since law school. She rose from hotline volunteer to executive director of the Salem-based HAWC (Healing Abuse Working for Change) in just four years. Photo by Amy Sweeney


areas of law, including commercial litigation and family law, it was the cases that involved empowering women and survivors that interested her. While researching one particular case, a colleague recommended that she reach out to HAWC as a resource. “I was unfamiliar with HAWC and was blown away by its work,” she says. In 2014, she signed on as a hotline volunteer for HAWC and offered to work pro bono for the organization’s clients. In 2015, the Salem-based agency invested in in-house counsel and hired Stanley. “Law is such a rewarding way to help people be seen and heard in the courtroom,” she says. “There is nothing like the look on someone’s face when they walk into a courtroom with an attorney.” There are myriad issues that often result from domestic violence, including custody, marital, financial, housing concerns and damaged credit. “Legal issues have a huge impact on survivors moving on with their lives in a way that is safe and in a way they can thrive,” she says. In 2017, in anticipation of HAWC’s former executive director, Paula Harrington, stepping down, Stanley was named deputy director of the organization. She assumed the lead role the following year. Paul Kurker, senior vice president and regional team leader at Eastern Bank, who nominated Stanley for the Diamond Award, credits her for displaying “immense leadership strength” in her six-plus years at HAWC. “Domestic violence is a complex and insidious issue, and Sara approaches the ever-shifting landscape of crisis work with a calm demeanor,” Kurker says. “Sara rapidly grew the agency’s pro bono attorney network and legal team to best support survivors grappling with the complex court system. … She had a clear vision and goal to ensure survivors had access and equitable support within the legal system.” While core services have remained the same under her direction, Stanley says there is an increased commitment to funding legal services in both immigration and family law. In her three years at the helm of HAWC, Stanley has overseen the creation of a comprehensive annual corporate partnership giving program to strengthen the nonprofit’s relationships with its corporate supporters. She has NORTHSHORECHAMBER.ORG

Courtesy photos

Sara Stanley, right, joins women in pledging to #PressforProgress, part of a 2018 International Women’s Day campaign focused on bolstering gender parity.

Stanley, front row, second from right, participates with HAWC in the North Shore Pride Parade.

also led the charge of securing additional foundation support to expand the agency’s innovative Parent Child Trauma Recovery Program to Cape Ann, which was an identified need within that region. “Supporting survivors of domestic violence is the best investment you can make in a community,” Stanley says. “We (HAWC) understand the community because we are members of the community. We are very grassroots.” Stanley is committed to championing positive public policy changes and social justice initiatives that will help prevent violence and support equity in all its forms. In addition to her role at HAWC, she is an active member of the Board of Directors of Jane Doe Inc., a statewide coalition against sexual assault and domestic violence, and serves as a commissioner on the Essex County Commission on the Status of Women. She and her husband, Joseph

Atchinson, live in Rowley with their two children, Jack, 12, and Avery, 8. “Most people don’t necessarily associate nonprofits with business leadership,” Kurker wrote, “but at HAWC, Sara and her team recognize that domestic violence is not just a social or public health problem, but also a pervasive economic and business challenge within our communities and beyond.” For Stanley, it’s not about a lofty title. She is as hands on as the rest of the staff, even purchasing and delivering food, medicine and necessities for an ill client living in a secure hotel, as she did during the pandemic. Other times it might be a microwave for a new apartment or diapers for children or a disposable phone. “No matter how big or small the need is,” she says, “we do our best to make it happen.” — Ellen Small Davis, Impact contributor I 37




By Sen. Joan B. Lovely and Rep. Patricia A. Haddad Co-chairs, Massachusetts Caucus of Women Legislators


eps. Susan Walker Fitzgerald and M. Sylvia Donaldson were the pioneers. In 1923, they became the first two women elected to the Massachusetts state Legislature following the 1920 passage of the 19th amendment granting women the right to vote and hold office. In the nearly 100 years since, just 219 women have served the General Court — compared to over 20,000 men. But that imbalance is shifting. Today, women make up an all-time high of 31 percent of the Massachusetts state Legislature.

And the Massachusetts Caucus of Women Legislators is working to keep up that momentum. The Caucus was established in 1975 for a dual purpose — to support the hot-topic Equal Rights Amendment and to foster a sense of camaraderie for the 14 female state representatives who were then serving in the Legislature. Founding members of the Caucus included Doris Bunte, the first Black woman elected to the Massachusetts state Legislature. At the time, Caucus members would support each other on the floor of the House of Representatives by relinquishing their speaking time to one another. They would then offer their undivided attention when a female colleague spoke — affording them a level of respect that they did not always receive from their male colleagues. Since its founding, the Caucus has taken on different policy issues to support Massachusetts women. But there is a strong, consistent thread of support among Caucus members that has guided our work over the decades. We have maintained our initial focus on support and camaraderie, but have also importantly expanded our reach to address the most pressing policy issues facing women in Massachusetts. While still a minority of the 200-member Legislature, the 62 members of the Women’s Caucus today are a

Sen. Joan Lovely, D-Salem, has been representing the 2nd Essex district in the state Senate since 2013. She previously served on the Salem City Council from 1998 to 2012 and was Council president in 2001 and 2012. She currently serves as a Senate Assistant Majority Leader. Rep. Patricia Haddad, D-Somerset, has served in the state House of Representatives, representing the 5th Bristol District, since 2001. A former Second Assistant Majority Leader and Assistant Majority Whip, she served as Speaker Pro Tempore from 2013 to 2020. 38


force to be reckoned with — holding leadership titles that include Senate President, Senate President Emerita, Speaker Pro Tempore, House and Senate Majority Leaders and Assistant Majority and Minority Leaders, and Senate Assistant Whips. Women also serve as committee chairs and vice chairs, including of the Senate and House Ways & Means Committees, and are the leading experts on policies ranging from energy to health care. It is our distinct honor to co-chair the Massachusetts Caucus of Women Legislators for the 2021-2022 legislative session. Together with the Board of Directors and our executive director, Nora Bent, we aim to harness the power of our members to advance issues that predominately affect women. Our strategic priorities for this session focus on COVID-19’s disparate impact on women, health access and racial disparities, and empowering women in government. We will work to support legislation, raise awareness and make changes on these important issues. Legislatively, we are focusing on four priorities that span these topics. The “she-cession” that has arisen from the COVID-19 pandemic has forced millions of women nationally out of the workforce. This has highlighted the omnipresent lack of affordable and accessible child care. We are prioritizing the work of the Special Legislative Early Education and Care Economic Review Commission, chaired by Rep. Alice Hanlon Peisch and Sen. Jason Lewis, to reimagine our child care infrastructure, leading to an equitable recovery. In addition, we are prioritizing an “Act to increase access to disposable menstrual products in prisons, homeless shelters and public schools,” filed by Reps. Christine Barber and Jay Livingstone and Sen. Patricia Jehlen. This bill would ensure access to menstrual products to vulnerable populations. We are also prioritizing an “Act supporting parents running for public office,” filed by Reps. Joan Meschino and Mike Connolly and Sen. Jehlen, to allow campaign funds to be used to pay for child care, promoting equity and leading to a more diverse elected body. An “Act relative to the creation of a women’s rights history trail,” filed by Reps. Hannah Kane and Carolyn Dykema and Sen. Lovely, seeks to highlight trailblazing women who have made NORTHSHORECHAMBER.ORG

a difference in Massachusetts. We are also expanding our nonlegislative initiatives to further speak to our strategic priorities. From policies that create opportunities for women of all ages to highlighting and amplifying the voices of women, Caucus members continue to show up for their colleagues and for women across Massachusetts. Bipartisan and bicameral in nature, the Caucus is a unique entity on Beacon Hill, bringing together all the women who serve. Our membership spans

generations, geography, backgrounds, cultures and political views. It is exactly through that diversity that we are strong. We come together on issues that impact all women, using our lived experience to ensure that the generations of women to come have expanded opportunities. We also know that we cannot do this work alone. It is through our community partners, our members’ constituents and women across the state that we are successful. Please reach out to the Caucus to connect with our work. I


Jo Ann Simons

for being recognized with a North Shore Chamber of Commerce Diamond Award!

From all of us at Northeast Arc, thank you, Jo Ann, for your leadership in making the North Shore an inclusive community for people with disabilities. 39


THRIVE BUILDS ON MISSION OF NURTURING MUTUAL SUCCESS The Chamber’s newest initiative, Thrive, is beginning to flourish, buoyed by several lively events and an infusion of outstanding ideas and energy. More than 100 women (and some men) have already joined Thrive, created to help business women at all stages of their careers to succeed both personally and professionally. The vision differs from that of a typical women’s business group. Thrive is not designed as a tool to gain leads or market one’s business. Rather, it is built around the spirit of both career and individual development and accomplishment. Thrive is free to join and it’s easy to become a member. Go to, click on the Thrive button on the homepage, and then click the “Join Thrive” button. Tell us about yourself, and we’ll add you to our mailing list. The Chamber is planning a full schedule of Thrive events, which will be offered monthly. We’ll alternate among networking events, seminars, panel discussions and speaker programs, and change up the days and times of the offerings. There will be breakfast meetings, luncheons and evening after hours — hopefully something for everyone. (And yes, men are always welcome.) We are looking for speakers, mentors and program ideas, and we welcome your input. Contact me at karen. Please join us to Thrive together. — Karen Andreas, president and chief executive officer, The Chamber I


A brainstorming session for Thrive in July brought together about 30 diverse women from the business community to share ideas at the Chamber office in Danvers.

The women delved into developing the objectives and framework for Thrive, focusing on such topics as a speaker series, educational programming, networking, mentorship, governance, membership and sponsorship.


Photos by Erik Smith and Sonya Vartabedian

The soft launch of Thrive in June attracted a large crowd to the Hellenic Center in Ipswich for an introduction to the new initiative.

Mo Levasseur, left, of Profile Research; Cindy Moore-Backe of Barry Realty Group; and Nelly Kozlowski of Goodway Group at the Landing.

The Thrive soft launch offered a chance to make some new connections under the tent on the grounds of the Hellenic Center. Title sponsors of the event included Institution for Savings, C.P. Berry Homes, Windover Construction and Groom Construction.

Gia Page, left, of Davio’s; Diane Harvey and Alan Berry, both of C.P. Berry Homes; and Kate Hearns, of National Grid, at the Hellenic Center. NORTHSHORECHAMBER.ORG

The Thrive steering committee gathers for a group photo at the soft launch. Members include, from left, Mary Anne Clancy, co-chair, of the Institution for Savings; Bernadette Butterfield of Groom Construction; Betsy Merry of Merry Fox Realty; Karen Andreas, co-chair, of the Chamber; Gia Page of Davio’s; and Hannah Ginley of Windover Construction.

Rhonda Giarratana, left, of the Women Entrepreneurs Network, and Mainvest’s Isabel Strobing and Nick Mathews connect at The Landing. 41



‘I offer a different definition of resilience using the metaphor of sea glass — created from something broken, but still valuable.’

Reset your path



ost of us have had minor setbacks at work. But how do you recover from a setback so big that it causes you to lose your job or completely derails your career? An up-to-date LinkedIn profile and your existing professional network will only get you so far. The changes you need to make, and the realities you need to accept, are much more significant. I know because I’ve been through it. If you’re facing a setback that feels impossible to overcome, remember that it is possible, provided you keep a few simple things in mind:

By Virginia Buckingham


If you can swing it financially, taking time to decompress, think Author of “On My Watch: and regroup is essential. Don’t A Memoir” underestimate how flattened you are after a career debacle. Give yourself time to recover, gain perspective and simply rest. You need this separation from the crisis to


dispassionately evaluate whether it’s possible to pick up again in the same function or industry or whether you need a wholesale change. Even when you’ve made that choice, don’t take the first new thing that comes along. A setback is an opportunity to thoughtfully reset your path.


I recently read a story about a finance executive who returned to his first love, woodworking. His change was a choice, but even if yours isn’t, it’s worth reflecting on your passions. What is that gift you nurtured when you were younger and didn’t pursue for any number of reasons? Now may be the time to take a chance. For me, that was writing. It was something I’d always loved. So, when my career as a government executive ended, I made a list of media and business contacts I knew and got a job at The Boston Herald. I then took another leap and moved into the corporate world to a role that used the same skills in an industry that I am passionate about.


The societal notion that “what doesn’t kill you makes you stronger” is in fact dissonant with most people’s experience of setbacks and loss, be they in a career or in life. There is a big difference between moving on and moving


forward. The former means that you’ve slammed the door on the pain and frustration and, therefore, the lessons learned from your setback. That’s impossible and undesirable. Moving forward means you carry the full experience with you, painful loss alongside your hope for the future. In my book, “On My Watch,” I offer a different definition of resilience using the metaphor of sea glass — created from something broken, but still valuable.


You didn’t ask for the career setback, but you sure learn from it. The wisdom and perspective gained from your experience is a gift to share with others. The power of traumatic, intense and unplanned experiences — Warren Bennis called them “crucibles” — in a career can transform you as a leader. Offering a compassionate ear, a steady hand and calm suggestions when your colleagues face their own turbulence is the kind of leadership you have learned — and earned. — Reprinted from the Harvard Business Review I

About Virginia Buckingham Virginia Buckingham, of Marblehead, was the head of the Massachusetts Port Authority, overseeing Boston’s Logan International Airport when it served as the launching pad for the hijacked planes that destroyed New York’s Twin Towers on Sept. 11. As the nation searched for answers, she was ultimately singled out for the tragedy and forced to resign. She chronicles her journey to rebuild her life in “On My Watch: A Memoir” — a story of trauma, faith and resilience that she also shared at the kickoff luncheon for Thrive on Sept. 9, just two days before the 20th anniversary of 9/11. In addition to being appointed the first female chief executive officer of the Mass Port in 1999, Buckingham was the first woman to serve as chief of staff for two successive Massachusetts governors in the late 1990s (Govs. William Weld and Paul Cellucci). She most recently spent 14 years working in various roles at Pfizer,

Inc., including as vice president of corporate affairs overseeing the company’s digital and social corporate channels and public affairs platforms. Prior to joining Pfizer in 2007, she was a political columnist and deputy editorial page editor for the Boston Herald. In 2015, Buckingham was selected for the inaugural class of the Presidential Leadership Scholars program, a joint initiative of the presidential libraries of Presidents George W. Bush, William Clinton, George H.W. Bush and Lyndon Johnson. Completing “On My Watch” was her presidential leadership project, a core component of the program. She and her husband, Massachusetts Supreme Judicial Court Justice David Lowy, have two children. She continues to appear frequently as a political commentator on WCVB-TV in Boston.

Proud to be part of the North Shore Chamber Business Community Commercial . Retail . Residential 44


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Courtesy photo

The 70-mile Border to Boston trail starts at the New Hampshire border, in Salisbury, and links 20 communities. It is expected to be one of the area’s greatest assets when completed.

W LEFT: David Read, president of Essex National Heritage Commission, rides his bike along the Rail Trail in Danvers, which is part of the Border to Boston Trail. Photo by Amy Sweeney


e hadn’t been at the bar of the restaurant in Annapolis, Maryland, for very long when a welldressed woman approached our group. She introduced herself as a representative from Visit Annapolis and told us she wanted to stop by and say hello after learning we were in town. It wasn’t by accident that she knew about our unusual bunch. Starting in 2011, a couple dozen of us had embarked on a mission to cycle the East Coast Greenway — a 3,000-mile trail connecting northern Maine at the Canadian border to Key West, Florida. We were committed to pedaling one week a year, about 350 miles annually,

beginning each year from where we ended the previous ride until we met our goal. We dubbed our journey the Week-A-Year tour. By 2014, when we had reached Annapolis, the Week-A-Year group had grown to 40 cyclists and word of our adventure had spread.


There are two things that groups of long-distance cyclists bring with them: their bicycles and their wallets. We had begun our ride just a couple of years after the financial crisis. So our group was now somewhat of a rolling economic stimulus package for some of the


smaller remote towns we visited. There were places in northern Maine and parts of Georgia where our group outnumbered the total number of locals eating out in restaurants combined. Our new friend from the Annapolis tourism office was well aware of the value the Week-A-Year gang brought with it when she came to welcome us. She had already done the numbers on how much we would be spending in her city that night. In each of the communities we stayed in on our trek south, we were buying meals and spending nights in hotels. Over the nine years it took us to reach Key West, this occurred at least 65 times. By the end of the ride in 2019, our group of more than three-dozen cyclists had, as the hospitality industry says, put more than 2,600 “heads in beds.” We enjoyed a similar greeting from the Visit Alexandria group when we arrived in Virginia a few days later. In some of the quieter towns we visited on our journey, we were greeted by mayors or local leaders who thanked us for staying in their communities. Bicycle tourism is now a real thing, and cities and town have started to take notice. It’s not just long-distance cyclists opening their wallets, either. In 2013, both The Economist and CNN Money ran magazine articles touting cycling as “the new golf.” They noted cycling was overtaking golf as a recreational activity both in the amount of time spent on it and amount of disposable income now spent on bicycling. Economic analysis of the benefits of bicycling tourism has been conducted in many areas of the country. One of the more studied trails is the Great Alleghany Passage ( that connects Pittsburgh, Pennsylvania, to Cumberland, Maryland, along an abandoned 185-mile former railroad. Sleepy, and in some cases economically depressed, areas, including several previously coal-mining towns, have been reinvigorated with new restaurants, lodging and micro-breweries to serve thirsty cyclists who have discovered the trail. The Trail Town Program (www. was created to help local businesses pivot to maximize the financial benefit of this newfound tourism opportunity. New York state has taken notice, too. Realizing the economic benefits of trails, officials there recently invested 48

Photo by David Read

A view of the Swampscott Trail, which is one segment of the Border to Boston Trail. David Read says the trail stands to drive the tourism economy north of Boston.

Talking trails, treads and the area economy David Read will highlight the economic benefits of bicycling and provide an update on development of the Border to Boston trail and the East Coast Greenway corridor at a Business Insight Breakfast Forum hosted by the Chamber on Wednesday, Oct. 6, from 7:30 to 9 a.m. Check the events calendar on the Chamber website at for updates on the location and tickets for the program. in connecting its many north/south and east/west trails to complete the 750mile Empire State Trail ( Additionally, a recent study determined North Carolina’s Triangle region enjoys $90 million in benefits annually from the East Coast Greenway.


Here on the North Shore, a number of communities between the New Hampshire border and Boston have coordinated their efforts to develop

the 70-mile Border to Boston Trail ( Advocacy efforts for the B2B Trail, as it’s known, have been spearheaded by Essex Heritage, a North Shore organization that is focused on enhancing the region’s historic, cultural and natural resources. Essex Heritage helps communities seek funding for feasibility studies and design work to expand the B2B trail. Once a segment of the trail undergoes public review and completes the design phase, the local community can apply IMPACT MAGAZINE

Enjoy the ride To see a video recap of David Read and his fellow Week-A-Year cyclists completing their nine-year journey riding the entire East Coast Greenway from the Canadian border in Maine to Key West, Florida, visit Photos by David Read

to the state for construction funding. The B2B trail is a critical part of the East Coast Greenway. Running through 20 communities, it’s being discovered by more and more through cyclists. Recently, while taking a short walk on the trail near my home in Topsfield, I met someone with a fully loaded touring bike who was cycling north from Florida to Maine. The next day on another short trail walk, I met two more bicyclists making the ride from Florida to Maine. All of them were eating locally and staying in area campgrounds or hotels along the way. In 2020, the Greenway surpassed 1,000 miles of off-road, protected pathways and is now more than 35 percent complete. There are still lots of on-road gaps along the route, but the completion of the entire 3,000-mile trail could be realized by allocating the cost of a single highway bridge, like the one recently built over the Potomac River. More than 200 organizations are calling for a Greenway Stimulus that would provide $10 billion in federal investment in equitable, active transportation. Supporters point to the success of the Appalachian Trail, which took 75 years to complete and is now a household term. The East Coast Greenway will be both hikeable and bikeable, and, just as importantly, comply with the American with Disabilities Act, making it accessible to all. The process is slow. (I once heard someone say at a planning meeting that “this trail-building work … is great therapy for the fanatical optimist.”) But progress is being made. By the end of this decade, we’ll be able to cycle the approximately 150 miles from Boston, through the North Shore, to Portland, Maine, on safe offroad trails. New Hampshire is in the process of planning its section of the route and the Eastern Trail in southern Maine has 25 miles of trail already open, with more in the planning stage. The section NORTHSHORECHAMBER.ORG

A new bridge over the Saugus River was recently installed. That section of the Border to Boston trail offers beautiful views of the marsh.

Bicyclists enjoy the Danvers Rail Trail where it crosses Maple Street. Western Cycle, located on the trail, is an easy stop for anyone experiencing problems with their bike. Read says creating trails attracts businesses seeking to capitalize on the resulting recreational activity.

of the Greenway between New Haven, Connecticut, though Rhode Island now has more than half of its 400-mile route on off-road or traffic-separated trails. Locally, there are still gaps in the Border to Boston trail that are being worked on, most notably in Newbury, Boxford and between Salem and Peabody. Marblehead is also planning for surface and intersection improvements along its section of trail.


It’s clear these recreational investments result in local tourism and the associated dollars. Soon after a section of trail opens, the micro-economic shift begins. Local bike shops expand and relocate next to the trail, as they have done in Danvers and Topsfield. Property values also increase proportionally with the proximity of trails, and they are touted as an asset in the real estate market. There also is an inverse

correlation of trail use and the distance one needs to drive to get to a trail. Even before the advent of COVID-19, cycling was the fastest-growing commuting style. Since the pandemic, bike sales have soared among both commuters and recreationalists and cycling only continues to grow in popularity. Some pop-up bike lanes created around greater Boston during the pandemic have now become permanent to accommodate enthusiasts. Bicycling is very much an industry worth promoting and investing in. We will continue working to complete the Border to Boston Trail so we can capitalize on the wealth of opportunity it will undoubtedly bring. David Read is a vice president at Dana-Farber Cancer Institute in Boston and current president of the Essex National Heritage Commission. He views this trail-building work as a nice diversion from oncology. I 49




By Erin Calvo-Bacci CB Stuffer


hen the COVID-19 pandemic hit and Massachusetts issued a statewide shutdown in spring 2020, business owners had to pivot quickly. Some opted to close and wait out the state mandate in hopes of a short interruption. Others chose to embrace online opportunities because their shuttered brick-andmortar stores needed to generate revenue. This was a creative time for those who launched new endeavors or perhaps made the move from hobby to business. Many introduced themselves on social-media platforms because it was fast and there was a captive audience. Social-media platforms are a great way to increase your brand reach and track how people engage with your

content. But social-media pages aren’t a substitute for a business website. In fact, using social-media pages in place of your own website is like renting versus owning: You’ll never build equity and value. Having your own website is a necessity because it’s where you build and promote your brand identity and create business development opportunities.


In 2015, I sold off my brick-and-mortar retail store, The Chocolate Truffle in Reading, to concentrate on the wholesale chocolate manufacturing facility my husband and I operate in Swampscott. The following year, I rebranded to include an online retail store. I initially attempted to create my own online store. But, with the variety of items we offer, the effort proved too time consuming. After doing some research, I connected with an award-winning website designer who I knew and who touted 20 years of experience. What I later learned is this website designer was not an experienced e-commerce web developer, but a marketing design company that then subcontracted with an e-commerce professional who I did not know. I wish I understood the importance of that when I started the process in 2015 and the challenges I would face as a result.



Erin Calvo-Bacci is an award-winning business advocate with over 30 years of experience in business development, marketing and public relations. With her husband, Carlo Bacci, she operates CB Stuffer, a nationally recognized chocolate wholesale manufacturer and online retailer based in Swampscott. Calvo-Bacci currently serves on the executive board of the Retail Association of Massachusetts and the Small Business Steering Committee of the National Retail Federation.






By Don White


Bertolon School of Business Salem State University

n a world where social media is fast becoming the primary way brands communicate and engage with customers, how important and relevant is your website? The simple answer is, very important. Having a website gives you complete control of your brand. Unlike social-media channels, you own it. But a great website is of no value if you can’t attract visitors. To do that, you need to be an effective social-media marketer. There are now 4.2 billion active users of social media. That’s twice as many as five years ago. These users are spending two and a half hours per day on social media. Many of them are your current customers. And many are potential new customers. By reaching out to them where

they are already spending time, you have an opportunity to build your brand, develop customer relationships and increase sales. Here are some tips to help you create an effective social-media program:


What are your business objectives and how can social media help you achieve them? If your mission is to increase brand awareness, you’ll want to focus on building followers, shares and mentions. Hoping to engage with customers? Then you want to boost your comments, likes and reviews. If you’re looking to drive website traffic, make clicks and email signups your priority.


Who is your target audience? A good place to start is your current customers. These are the people most likely to be interested in what you have to offer. What are their common characteristics? Creating a demographic profile along with some behavioral analysis will help you decide which social platforms are most relevant for your business. Looking for some quick insights? Find out what social platforms your competitors are using and how they are using them. You may get some good ideas on what to do, what not to do and where you could develop a competitive advantage. MARKETING, PAGE 52

Don White is director of student success and a marketing professor at Salem State University’s Bertolon School of Business. He has spent his career helping businesses maximize the value of their marketing investments.



E-COMMERCE, from Page 50

experienced e-commerce developer ultimately cost me time. Because the subcontractor didn’t have a relationship with me, any problems that occurred or small changes that needed to be made fell on me. Those issues became especially apparent in May 2020 when CB Stuffer was featured on the shopping sites QVC and HSN as part of their Small Business Spotlight. Because was hosted by a third-party web company, the load time was slow, and the increased website traffic crashed the site multiple times during the broadcast. The bright spot was that since we were being promoted by the shopping sites as a small business, we were offered a mentorship opportunity. Given the growth potential in online sales, I chose to focus

MARKETING, from Page 51


The user profiles for most social platforms can be found with a quick Google search. For example, here’s a quick look at Facebook users:  70 percent of U.S. adults are on Facebook  56 percent of users are male, 44 percent female  The largest demographic group, 33 percent, is between ages 25 and 35  Seniors, ages 65-plus, are the smallest group, about 5 percent  80 percent of college graduates use Facebook   75 percent of social-media users earning $75,000-plus are on Facebook As you might expect, the user profiles for Twitter, Instagram and Pinterest are different. Developing an understanding of the demographic profile and social-media behaviors of your target audience will help focus your plan and increase its effectiveness.


The unique value of social media is it allows you to connect directly with customers, learn more about what they need and want, and tell your story. Forty-four percent of consumers use social media to research brands and 52

the professional expertise we received on the CB Stuffer website. I worked with my mentors on building a viable business with worth, which translated to having a better e-commerce website. While I searched for an experienced e-commerce developer and marketer to create our new website, I launched stores on Facebook, Google and Instagram in the interim.

I quickly learned that selling on socialmedia platforms was not an appropriate long-term solution. When a business sells primarily on social-media platforms, they are giving up proprietary information such as data generated on that site. I strongly recommend all businesses have their own e-commerce site. Otherwise, all images, content and even

contacts ultimately legally become the property of the social-media platforms. Having your website shows you are serious about building your brand and generating revenue. Our CB Stuffer website is where we control and promote our products. With the help of our web developer, we’ve learned about digital solutions available to grow our business, such as the shopping cart platform and a newsletter subscription service for us to market directly to customers through email platforms. The CB Stuffer website has become an additional salesperson and was a lifeline during the pandemic, which saw a massive increase in online sales. Our online sales did drop slightly as retail stores began to reopen. But our wholesale business has grown significantly through our new online avenues. I

make purchase decisions. Social media has become the place where a referral or recommendation has real value. Creating a Facebook group can be another way to build brand loyalty and stimulate repeat purchase. I recently bought an Italian motorcycle. It was a considered purchase and I had some mild post-purchase anxiety. I joined the Facebook user group and, after hearing from many brand loyalists, my anxiety disappeared and was replaced by positive feelings that I had made the right decision. You know the saying about “birds of a feather.” Social-user groups are places where your brand advocates can help amplify your message. Social commerce is not e-commerce. E-commerce is selling directly on your website or an app. Social commerce is selling directly within your social-media platforms. Instead of using social media to drive the user to your online store, most often your website, the entire shopping experience takes place on social media. There’s lots of good reasons to expand your social commerce capabilities.  It’s more social. It’s like shopping with friends who can all have a positive influence on what and how much you buy.  It reduces shopping cart abandonment. There are fewer clicks and stops and starts.  There’s money to be made. Social commerce is expected to exceed $800 billion by 2025.  Over 80 percent of online shoppers

do their research first on Facebook and Instagram.  It’s a great way to do your own research. Your customers will tell you what they do and do not like.  Social commerce is fast becoming the modern mall. You can reserve some space, rent free. You may be thinking, how am I going to find the time and resources to do all this? The reality is you don’t have to be an active presence on every social-media channel. You will be more effective if you focus on quality over quantity. Pick the top two channels where your customers are already spending their time. Quality means content that offers real value. You can’t fake it on social media. You will quickly be outed and it will be hard to recover if the social sentiment is negative. Social media is about building relationships and relationships are built on trust. A final word about resources. Once you have a social media plan and strategy, the execution can be done by a very small team. Many small businesses hire college interns who have grown up in a digitial world to assist with their socialmedia plan. With a little direction, they can be a very cost-effective resource. For example, the average cost to hire an intern working 10 hours a week for a semester is $750. That’s a small investment to make to stay engaged with your customers and build out your social commerce business. I



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By Margaret “Peg” O’Brien McLane Middleton


itle VII requires employers to prevent sexual harassment in the workplace. When the statute was initially passed in 1964, there was no guidance from the Equal Employment Opportunity Commission on how employers were supposed to accomplish that goal. There was no case law or national #metoo movement. oday, there are well-established examples of what constitutes inappropriate physical contact, speech and other interactions in the workplace. While not all poor behavior can be avoided, employers can no longer hide behind a claim that, “I did not realize the extent to which the lines had been redrawn,” as proclaimed by former New York Gov. Andrew Cuomo, who recently resigned amid allegations. Employers must be knowledgeable about this law and proactively implement policies and protocols to prevent harassment from occurring in their workplace. Here are five simple steps employers can immediately adopt to create a harassment-free workplace and avoid costly litigation.



Employers must adopt clear policies against sexual harassment and regularly review and update them. In drafting a policy, it is important to: Explain the definition of harassment and provide multiple examples of unacceptable conduct. Physical conduct, unless it is work related, should be clearly identified as not permissible. In particular, hugs and kisses on the cheek should be expressly called out as prohibited. That way, all employees have notice. Identify the specific titles, or names, of individuals to

whom harassment complaints can be made. It is best to have at least two individuals listed. Encourage all employees to escalate concerns about inappropriate conduct (keep a cold from becoming pneumonia) and mandate that managers report actual or suspected harassment to human resources, even when it is solely based on rumors. Describe the investigation process, and the extent to which it will remain confidential, and caution employees that their cooperation with the process is an ongoing condition of employment. Prohibit retaliation against anyone who complains of sexual harassment or assists in a harassment investigation or proceeding. Warn employees that violations of the policy will result in discipline up to and including termination. When an employee files a complaint of harassment with a federal or state human rights agency, the agency will send a letter to the company requesting, among other things, a copy of its policies on harassment. Once a complaint is filed, it is too late to draft this policy. Now is the time to review and update it.


Adopting a policy is a good first step, but employers cannot simply hand the policy out to new hires and believe that their work is done. In the Cuomo investigation, employees were not aware of reporting protocols and the investigators found “poor enforcement of sexual

Peg O’Brien is a director in the Litigation Department of McLane Middleton, a full-service law firm with offices throughout Greater Boston and southern New Hampshire. She is a member of the firm’s Employment Law Practice Group and admitted to practice in Massachusetts and New Hampshire. 54


harassment training.” Employees should be repeatedly reminded of their rights and obligations surrounding unlawful harassment. Regular training on appropriate workplace behavior should take place, including a review of the basic rules against harassment, discrimination and retaliation. Training should be in a group setting and interactive, providing specific examples of inappropriate conduct that violates the policy and to whom reports can be made. Supervisors should also be trained on their additional legal responsibilities to receive and report complaints. Time should be set aside at the end of the training for employees to ask questions, and attendance should be taken of all participants. No one should be allowed to attend for another employee, as was found in the Cuomo investigation. In addition, reminders of the policy and reporting process should be informally discussed throughout the year at team meetings or staff-wide meetings.


If a complaint of harassment is filed or conduct that appears to fall within the scope of the policy is reported, the company must respond promptly. This means that the company must have NORTHSHORECHAMBER.ORG

anticipated this event and developed a clear and effective investigation process. There is evidence throughout the Cuomo investigation report, for example, that reports of alleged misconduct were either ignored or not handled promptly in accordance with established protocols. When a complaint is received, employers should:  Decide who should conduct the investigation.  Review the policies that apply and develop a scope of the investigation.  Consider whether interim steps are required to separate the complaining and accused employees during the investigation.  Determine what documentary evidence may be helpful and review it.  Schedule and conduct interviews of the complainant, accused and other witnesses in private locations.   Explain the employer’s anti-retaliation policy to every person interviewed in the investigation and encourage them to report any retaliatory behavior they experience.  Keep investigation details confidential to the degree possible and remind witnesses to do the same.  Document the investigation and reach a conclusion supported by the evidence. When complaints are raised that sound like they fall within the scope of harassment and that may, in turn, trigger legal liability for the company, it would be wise for the company to contact employment counsel at the outset to discuss the best approach to the investigation.


Once the facts have been collected, the employer must issue a finding. There are usually three possible outcomes: a violation has occurred, a violation has not occurred or the evidence is inconclusive. If it’s found that a violation did not occur or the evidence is inconclusive, the employer should notify both the complaining employee and accused. This often provides a good opportunity to remind them of the company’s policies and consider other proactive measures to reduce risk of future conflict. If the employer determines that its

anti-harassment policy has been violated, the company must take appropriate action to end the harassment and provide a reasonable response to the inappropriate conduct. Document the employer’s response in writing and follow up with the complaining employee to let the person know the situation has been addressed. At the end of the investigation, all employees involved should be reminded again of their right to be free from retaliation.


An imperfect culture is frequently cited in conjunction with a complaint of harassment, leading employees to elect not to raise complaints because “they thought nothing would be done about it.” In the case of former Gov. Cuomo, investigators found that “most witnesses not in the governor’s inner circle provided a consistent narrative of the office culture of the Executive Chamber, describing it as ‘toxic’ and full of bullying-type behavior, where unflinching loyalty to the governor and his senior staff was highly valued.” It is impossible for workplaces to eradicate all poor behavior. But employers should resist the urge to throw up their hands in defeat when problems arise. There are typically familiar warning signs when a company’s culture is sinking, including an increase in gossiping, open incivility and rude comments, bullying or aggressive interactions between coworkers, and insubordination or general poor work ethic by one or more employees in a department. Employers should address abusive and unproductive behavior, even if such conduct does not appear to cross the line into unlawful harassment. These management measures can involve general reminders about how employees can escalate concerns and a review of the basic expectations for conduct, individual counseling with an employee and/or supervisor, or group training. Education and training will help employers create and maintain a workplace with a clear set of expectations and awareness of employee’s rights and obligations. That invariably leads to improved morale, less interpersonal distractions between colleagues and the ability to retain the best employees. I 55






hrysler Corporation was the first stock Rob Lutts bought while in college back in 1980. He was pursuing his master of business administration at the Isenberg School of Management at UMass Amherst, and Chrysler’s then-CEO Lee Iacocca had convinced the U.S. government to bail out his troubled company. In about seven months, the stock went from $8 a share to $18 and Lutts was hooked on investing. Lutts has spent nearly the last four decades guiding his clients on their financial well-being as president, owner and founder of Cabot Wealth Management in Salem. Now, as he looks to scale back his career and positions his company for his eventual retirement, Lutts has again turned to the automotive industry. But this time, he’s focused on the actual cars themselves. In the last two years, Lutts has built a head-turning portfolio of original classics. He revved up his collection a couple years ago with a 1961 Roman red and ermine white Corvette like you see in the movies. It was purchased from a dealership in rural Pennsylvania whose owner died the week he bought it, creating a four-month challenge with its registration. “It’s the car guys my age drool over,” says the 64-year-old Lutts. “It’s got a great sound to it.”

By Sonya Vartabedian The Chamber NORTHSHORECHAMBER.ORG

Photos by Amy Sweeney

Rob Lutts, president, owner and founder of Cabot Wealth Management in Salem, says his collection of classic cars provides a counter to his career in financal planning and investments. 57

Rob Lutts poses behind the wheel of his coveted 1961 Roman red and ermine white Corvette. It was the first car he bought to start his collection a couple years ago.

There were only 10,000 Corvettes made in 1961 and Lutts estimates only about 2,000 remain in existence today, with maybe just four or five for sale in this country at any given time. “The guys who have them don’t want to sell them,” he says. “They want to hold onto them for their family.” Lutts’ latest addition – a 1959 Oldsmobile Super 88 Dynamic — brings his collection to six. The black-and-white beauty — it rolls in at 18 feet, 5 inches long — was purchased at auction in Las Vegas. It had been in the same family in the same small farming community in North Dakota for 60 years. Its last owner had been a schoolteacher who raises Arabian horses. Lutts says it’s the ultimate in cruising cars. “People give you the thumbs up when you drive this anywhere,” he says as he shows off the tail end of the car with its show-stopping fins extending from front to rear.


About four years ago, Lutts decided it was time to plan for the future of his 16-employee, investment management services business. Founded in 1983, 58

Cabot Wealth Management is named for Cabot Farm in Salem, which Lutts’ grandparents purchased in 1941. He and his wife, Rachel, and about 15 members of his extended family still live on the expansive property. Following the lead of his late father, who dispensed his investment wisdom to thousands of subscribers in his highly regarded Cabot Market Letter, Lutts designed an internal succession plan that will transfer 70 percent ownership of his business to three of his team members over the next eight to 10 years. The move has allowed Lutts to delegate a little more responsibility and scale back his work week to three days — leaving him two days to focus on his newfound passion of classic cars.


Lutts says there are essentially two kinds of collectors — the “restos” who restore classic cars using modern parts and technology and the “originals” like himself who are drawn to cars that have been restored as authentically as possible with minimal to no replacement of parts and equipment. He gained some advice starting out from Richard Cavegnano, chairman

of East Boston Savings Bank — “a real car nut” whose collection rivals Lutts’ and stands at about 50 vehicles. The two were connected by a fellow collector who Lutts met at a cruise night where collectors show off their prized showpieces. It was through Cavegnano that Lutts acquired his most powerful car — a royal maroon 1969 Mustang Mach 1 with “a very big” 428 Cobra Jet engine. His wife’s favorite in the roster is the 1965 Ford Galaxie 500 in Caspian Sea blue that he bought in “excellent condition” from Otis, Massachusetts, with just 65,000 miles on it. It was meticulously restored by a man in Ontario, Canada, who may travel to Salem to “visit it.” It’s a real crowd-pleaser, Lutts says. Then there’s the 1967 red Ford Fairlane 500 Ranchero with a powerful 390 CI engine — a hybrid car/truck modeled after a two-door station wagon with a cab and cargo bed. Lutts bought it sight unseen at auction, after having been restored by an owner in California, and it arrived from Sioux City, Iowa, rust-free and in excellent condition. While Lutts’ collection is primarily focused on the 1960s, he does own an IMPACT MAGAZINE

attention-getting 2007 Porsche 911 Carrera S in midnight blue that garners its share of admirers.


Don’t be surprised to see Lutts tooling down the streets of Salem in his ‘69 Mustang or the ‘59 Oldsmobile. While he compares his cars to artwork in that he believes they should be preserved, he is also a firm believer in seeing them enjoyed. His collection represents the strongest corporations in the world in their day. “General Motors and Ford of the 1960s are what Google and Amazon are today, the powerhouses,” he says. “The cars I own represent the power of those companies. They would sell out.” He houses his collection in a 60-by40-foot, country-style garage that he had built on his property. He had originally planned a 20-by-40-foot structure, but enlarged it after talking with many classic car owners. “You can never have a big enough garage,” he says. The garage is also where Lutts pursues his other hobby — music. He plays


Lutts checks under the hood of his impeccably maintained ‘61 Corvette. He takes all of his cars out for periodic rides. He says they’re meant to be enjoyed as well as preserved.

trumpet in a multi-faith band called the Zilber Beatles, and they’ve been performing at their church for the last six years. “When you have an analytical job like I have that causes you to use the left

side of the brain, the music is a really good thing,” he says. “Particularly if you play jazz music that uses the right side of your brain. The creativity of jazz helps nurture the brain and develops a very healthy balance.” I


Scott Energy founder Ed Scott Sr., left, with his brother, Thomas Scott, center, and their father, William Scott. Ed Sr. is credited with starting Scott Energy 75 years ago with one used oil truck, building the business from the ground up by providing unparalleled customer service.


By Katie Lovett Impact contributor 60

eventy-five years ago, Ed Scott Sr. wanted to start his own business. It was a chance for security, he believed, and a way to provide for his family. He began looking into existing companies that were up for sale and explored all possibilities. He even briefly considered taking over a funeral home business. “He was pretty open to anything,” his son, Ed Scott, explains. But when he heard about an ice and oil company that was seeking new ownership, everything fell into place. The ice portion of the business was sold to Cape Ice, and Ed Scott launched Scott Oil Co. This year, that company is celebrating its 75th year in business. Now run by Ed Sr.’s sons, Bill and Ed Jr., together with Bill’s sons, Adam and Taylor, the

Gloucester-based Scott Energy Co. is seen as a leader in home heating fuel and HVAC system installations and service.


Things were a lot simpler in the late 1940s when Scott Oil Co. was getting started. Ed Sr. had one used oil truck and provided service for his customers out of the trunk of his car. His first year in business, he delivered 50,000 gallons, half of which was kerosene available in 55-gallon drums. His sons recall the business was always part of their lives growing up. Their father worked out of the house, which meant their home phone also served as the business line. Ed Jr. and Bill got an up-close seat as their dad expanded his business. They saw him offer top-notch IMPACT MAGAZINE

Courtesy photos

Scott Energy is run today by the second and third generations of the Cape Ann family — brothers Bill Scott, second from left, and Ed Scott Jr., to his right, together with Bill’s sons, Taylor, left, and Adam Scott.

FAMILY customer service and give his steadfast attention to every job. A native of Manchester-by-the-Sea, Ed Sr.’s connections to the region and his neighbors helped establish him as a leader in the business community. While their father never expected, or even pushed, them to take over the business, Bill and Ed Jr. found themselves joining the ranks after graduating from college. Eventually, they rose to the top and took over the operation when their father retired. The two brothers continued to grow the business — broadening their customer base by learning and following industry trends and adapting to the changing times. They have also remained loyal to the expectations set by their father, by providing high-quality service and taking the time to explain each job to the customer.


Today, Scott Energy serves more than 5,000 customers on the North Shore. They keep their service area tight, preferring to stay in the region they know so well. Their customers include generations of families and the offspring of those who first worked with their dad. Following their father’s lead, Bill, 69, and Ed Jr., 68, who both live in Manchester, are largely involved in community organizations and volunteer their time where they can. They are active in numerous local business and social groups, various nonprofit and youth organizations, and state and national industry associations. “It’s just always been a part of what we do,” Bill says.


A few years ago, Bill’s two sons, Adam and Taylor joined the family business

SCOTT ENERGY CO. DELIVERS SERVICE WITH PRIDE FOR 75 YEARS and are proudly leading the company into the future. Like their father and uncle, they grew up entrenched in Scott Energy. “Ever since we were old enough to hold a flashlight, we were working in the business,” Adam says. After college, Adam and Taylor took field positions in the company and began to familiarize themselves with every aspect of it. “Our philosophy has been, don’t ever ask anybody else to do a job you haven’t done already,” Ed Jr. says. The Scotts continue to educate themselves about new trends and technologies as the industry works toward a goal of net-zero carbon emissions by 2050. In concert with state officials, the industry is committed to reducing the impact of global warming and improving air quality, the Scotts say. 61

A year ago, as part of that effort, Scott Energy Co. moved to offering Bioheat. The liquid renewable heating fuel is a blend of biodiesel and ultra-low sulfur heating oil that produces fewer emissions than traditional home heating oil. As the next generation of Scott Energy leaders, Adam, 38, and Taylor, 36, who live in Essex, say a top priority will always be training their staff and providing education on reducing the carbon footprint. Every summer, Scott Energy offers its 35 employees training workshops and refresher courses with representatives from the industry. It’s been beneficial to all, Bill says. “The technology changes so fast,” Adam adds.

Courtesy photos

Scott Energy and its team are seen featured in a 1981 trade journal.

Training is a key component to the Scott Energy playbook. The team attends annual workshops to stay current with changes in the industry.

For a business to remain viable and successful, it must be willing to evolve and diversify when necessary, Ed Jr. says. “I think the key to longevity is adaptability,” he says. Bill and Ed Jr. led the company to new areas when they took over, and Adam and Taylor are doing the same

by introducing propane delivery and service into the company’s product mix. Ed Sr.’s sons and grandsons all say the family patriarch would be pleased at the state of his company today. “The business was everything to him,” Ed Jr. says. “I know he’d be happy that his grandsons are involved in it.” I

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Proudly serving Boston’s North Shore.

Located at 104 South Main St., Middleton Other convenient loca�ons in Boston’s North End, Lexington, and Evere�.


Technology  Mack Barber, IT professional  121 Shattuck Way, Suite 10, Newington, N.H.  603-766-5924

US-1 Ventures

Asset management  Christine Boncore, founder  P.O. Box 213, Winthrop  617-947-5366

B*true Promotions

Promotions  Brenda Treuhaft, owner  400 Trade Center, Suite 5900, Woburn  855-282-8783


Human resources  Dan Jalbert, business performance adviser  120 Presidential Way, Suite 320, Woburn  617-230-1930

Blue Water Mortgage

Mortgage broker  Lee Talewsky, loan officer  7 Merrill Industrial Drive, Hampton, N.H.  603-758-1679

Generator Supercenter of MA Generators  Mike Beauvais  251 Andover St., Peabody  617-710-8326  mbeauvais@generatorsupercenter. com

Geico — Danvers

Insurance  Angelo Perrina  150 Andover St., Danvers  978-326-1850

Member FDIC/Member DIF 68


Chococoa Baking Company

Bakery  Julie Ganong and Alan Mons, co-founders  The Tannery, Mill #1, 50 Water St., Newburyport   978-499-8889

Danvers YMCA

Health and wellness  John Somes, CEO   34 Pickering St., Danvers  978-774-2055

Borislow Insurance

Insurance  Jennifer Borislow, founding principal and CEO  1 Griffin Brook Drive, #200, Methuen  978-689-8200

Resolve I.T.

IT services  Pat Agostino, owner and CEO   100 Cummings Center, Suite 435C, Beverly  978-993-8038

Gloucester Cultural and Civic Center

Nonprofit  Sarah Willwerth-Dyer, treasurer   13 Atlantic Road, Gloucester  978-387-5203

The Little Gym — Danvers

Young people’s gym  Chip and Amy Selley, owners   5 Cherry Hill Drive, Danvers  978-777-7977

Atkin Associates

Marketing, fundraising, strategy,  Barrie Atkin   1 Salem St., Unit 41, Swampscott  781-788-6600 I






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


Joan Hatem-Roy, chief executive officer of Elder Services of the Merrimack Valley and North Shore, received the Excellence in Leadership Award this summer from the National Association of Area Agencies on Aging. The award is given to Area Agency on Joan Hatem-Roy Ag ing and Title VI directors who have shown exceptional leadership at the local, state or national level in advancing the mission of the Older Americans Act and preparing communities for the nation’s rapidly aging population. As CEO, Hatem-Roy leads the largest Area Agency on Aging in New England, serving more than 40,000 individuals annually. In 2019, she successfully joined the North Shore and Merrimack Valley agencies in 2019, expanding the

Harborlight Community Partners, the Beverly-based nonprofit developer of affordable and inclusive properties, broke ground in June on Anchor Point, a 77-unit community at Tozer and Sohier roads in Beverly. More than 125 local and regional leaders, along with area business professionals and donors, attended the groundbreaking. Anchor Point will include two affordable housing apartment buildings. The first phase, consisting of 38 units, is scheduled to open in 2022. The total cost of the two residential buildings is about $39 million. At its heart will be The Lighthouse Center, a community building constructed with philanthropic support and offering myriad programming, organization’s reach to 28 communities, increasing the staff to nearly 500 employees and growing the operating

including child care, classes, counseling and recreational opportunities, The project has 14 funders, including the Massachusetts Department of Housing and Community Development and the city of Beverly. Early investors in The Lighthouse Center include Monarch North Shore Fund LLC, Institution for Savings, Beverly Hospital, Cummings Properties, and members of the Harborlight Board of Directors. For more on Harborlight Community Partners, visit budget to almost $100 million. She has worked at Elder Services for more than 38 years, beginning as one of

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the first elder protective service workers in Massachusetts. In more than 20 years of executive leadership, the last four as CEO, she has made the private, nonprofit agency a leader in the aging field. Hatem-Roy sits on the North Shore Chamber’s Board of Directors.

55 Ferncroft Road, a 85,924-squarefoot office building in Danvers professionally managed by CBRE, recently completed Phase II of a major capital improvements project featuring interior design renovations and ventilation and air quality upgrades. Christine Boncore, asset manager, oversaw the renovation project, which included new paint, art and furniture throughout the first- and second-floor lobbies and the creation of a new lobby on the fourth floor. In addition to the design updates, substantial upgrades were made to all HVAC filters, upgrading to MERV13 filters to help provide the cleanest air flow in the building. Live plants and vegetation were added throughout

Johnson O’Connor, a certified public accounting firm based in Wakefield, has announced several key promotions to its team. Three certified public accountants — Alex Aparo, Bradley Dumais and Jeff Zhao — have been promoted to managers. Chad Sher and Kimberly Stewart have been made senior associates with the firm. In making the promotions, company leaders say the five employees have demonstrated the firm’s core values of respect, integrity, teamwork and excellence in their personal and professional growth.

been named to the 20-member Board of Directors of the Massachusetts Bankers Association. The association is a multifaceted banking trade group that represents about 125 banks throughout Massachusetts and New England, helping them to compete effectively in a rapidly

Ping Yin Chai, president and CEO of Salem Five Cents Savings Bank, has

the building to further create a more clean and safe environment. Located off Routes 1 and 95, 55 Ferncroft Road is marketed by Colliers International, and is actively leasing office suites ranging in size from 2,000 to 40,000 square feet. Visit to learn more. evolving financial-services industry. Chai is also a member of the NECC Foundation board at Northern Essex Community College. Essex Tech has received an $84,000 state grant to improve access to career

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technical education programs. The funds will be used to support expansion and recruitment efforts by hiring an English Learners recruitment specialist and by holding recruitment events throughout the year. Essex Tech will develop a Middle School Outreach plan, where they will work with middle school counselors in member districts to reach interested English learner students and their families and also help them through the school’s application and interview process.

Three accomplished individuals have joined the staff at Montserrat College of Art in Beverly in key leadership roles. Lynne Cooney, Ph.D., has been appointed director of exhibitions and galleries. She recently earned her doctorate from Boston University, where she taught in the graduate curatorial studies program and was the artistic director and chief curator of its art galleries. Elisabeth Reickert is joining the

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Elisabeth Reickert

Lisa Shawney

Lynne Cooney

college’s Student Affairs Department as a full-time, 12-month Director of Counseling. A licensed mental health counselor, she has spent the last decade as a school adjustment counselor at Salem Academy Charter School. She will allow Montserrat to increase counseling services for students and expand the services of the Counseling Office. Lisa Shawney is joining Montserrat as the dean of finance and administration. She brings 25 years of experience in higher education to the role, most recently as vice president for finance and administration at Granite State College in New Hampshire. I




Are you heading Are you heading in the right Areinyou heading the right direction? indirection? the right SOMETHING TO PONDER



844.639.3483 844.639.3483 844.639.3483

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ow do you emerge after more than a year in hibernation? If you’re among the North Shore’s impeccably dressed, you go bold, colorful and whimsically fun. North Shore Chamber members shed their drab, comfy dress of the pandemic and embraced a bright, new beginning as they turned out for events this summer. Whether they knew it or not, they were part of a new fashion movement called “joy dressing.” Karen Nascembeni, general manager of the North Shore Music Theatre in Beverly and a vice chair of the Chamber, found herself inadvertently swept up in the stylish movement. Nascembeni lost her husband, Steven Richard, to COVID-19 last year and suffered myriad health consequences battling the coronavirus herself. The weight loss resulting from the illness left her in need of a new summer wardrobe. After her shopping trip, she realized she had purchased a collection that was completely out of character and a marked departure from her typically black wardrobe. Instead, she brought home a vibrant green-and-white pantsuit, bright white and blue pieces in fun summer patterns, and an eye-catching black-and-white pantsuit accessorized with neon pink tassel earrings and bracelets. She added other unique accessories, too, like large, sequined lion-head earrings and stacks of warrior-style bracelets that give her strength when she wears them. She added bags, too, including a white Coach purse covered in pink and orange ice pops and a leopard-print laptop bag emblazoned with a rainbow T. rex dinosaur. The next day, she read a Wall Street Journal article on how people were overcompensating after the trauma of the last year and it was being reflected in their wardrobes. The article also explained how clothing can be used to mark significant events, like enduring a global pandemic. “With everything I went through, I didn’t realize that I was subconsciously buying outrageous items to express my joy at surviving a near-death experience and appreciating the beauty in life,” Nascembeni says, The article talked about spirited prints, tiered skirts; ruffles; bold colorful patterns — everything Nascembeni had bought. “For me, these items all celebrated the fact that I was alive, grateful and ready to face new beginnings,” she says. Judging by the fanciful frocks and bright apparel spotted on both women and men at recent Chamber events, Nascembeni is not alone in looking to bring joy back into her life. She intends to keep celebrating the trend, and she hopes others do, too. “Joy dressing makes you happy, gives you hope and spreads contagious joy to those around you,” she says. I — Sonya Vartabedian, The Chamber


Photos by Amy Sweeney


Karen Nascembeni, general manager of North Shore Music Theatre in Beverly, has added some joy to her post-pandemic wardrobe. IMPACT MAGAZINE

Bob Levine, of Procurigence, makes a confident statement in his floral shirt on the oceanside terrace of the Beauport Hotel in Gloucester during the Chamber’s July after hours.

Photographer Louise Michaud sports a Kate Spade handbag in the style of a vintage camera and a starfish pendant necklace.

Barbara Maitland, of Maitland Financial Group, pairs a fun necklace with a red dress.


Jo Broderick, chief of staff at Montserrat College of Art in Beverly, dons a vivid dress and eyecatching jewelry for the occasion.

Jeanne Hennessey, of Beauport Hospitality Group, left, and Gloucester Mayor Sefatia Romeo Theken add whimsy and brightness to the event.





More than 130 golfers hit the links at Ipswich Country Club on July 19 for one of the Chamber’s most successful Golf Outings. The sold-out event featured competitive play, popular raffles, delicious fare and good fun. Thank you to top sponsor North Shore Bank. Save the date for the 2022 Golf Outing back at Ipswich Country Club on Monday, July 18.

Ipswich Country Club

Chamber staff photos




The Chamber took advantage of the glorious summer weather for the return of its in-person After Hours. We enjoyed picture-perfect views from the terrace of the Beauport Hotel in Gloucester on July 27 and a sizzlin’ evening under the Tidewater Tent at the Essex Room at Woodman’s of Essex on Aug. 12.

Tidewater Tent, Essex Room at Woodman’s of Essex

Chamber staff photos

Beauport Hotel, Gloucester

Amy Sweeney photos






From national defense to cybersecurity to drug diversion efforts, the Chamber’s breakfast series covered a broad range of topics this summer. We welcomed U.S. Rep. Seth Moulton for an update from the Capitol on July 12 at the Salem Waterfront Hotel. Three experts in the field of cybersecurity shared their tips for defending businesses from data breaches and cyberattacks on Aug. 4 at Blue Ocean Event Center at Salisbury Beach. On Aug. 17, Essex District Attorney Jonathan Blodgett shared his perspective on the role of the modern-day prosecutor at the Hawthorne Hotel in Salem.

Essex District Attorney Jonathan Blodgett, Hawthorne Hotel, Salem

Chamber staff photos

U.S. Rep. Seth Moulton, Salem Waterfront Hotel



Cybersecurity Forum, Blue Ocean Event Center, Salisbury Beach

Chamber staff photos

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 79



Stay true to who you are W

hite boards with lists, ideas and goals fill a portion of Tom Sands’ office at Beverly Hospital. But it’s the values written on them that especially stand out: Respect. Connection. Compassion. Caring. Community. Pride. They remind him — and everyone who enters — of their shared mission: “to stay true to who we are as a community hospital.” That’s been Sands’ overriding focus since taking the reigns as president of Beverly Hospital and Addison Gilbert Hospital in Gloucester in April. From day one, Sands started conducting listening sessions with the staff, volunteers and the people they serve. He wanted to learn everything he could about the community hospitals he was now privileged with overseeing. “I started as chief listening officer to become chief storyteller,” says Sands, who was recently appointed to the Chamber’s Board of Directors. “It’s through sharing those stories that we come together.” Not lost on him is the amount of longtime employees who grace the staff. “A lot of people who work here are Beverly babies. They were born here,” he says. “We recognize that special, unique relationship that you have when you work at a place where you started your life.” Sands, 59, hasn’t forgotten where he comes from. He grew up in the deep south in Macon, Georgia. His mother was the first Black surgical nurse at the medical center there. She didn’t drive, so his father took her to work by 5:30 or 6 every morning. Sands and his brother rode with them to the hospital, then over to their grandparents’ house. From there, they’d head to school. It’s no surprise that Sands would go on to work at the same hospital he got to know through once sleepy eyes. After earning his bachelor’s in biology from Morehouse College in Georgia, then his master’s in business and health administration from Georgia State University, Sands soon landed at Navicent Health Medical Center in Macon. He worked his way up to chief professional services officer over the course of 20 years. The move east came as Sands and his wife, Michelle, found themselves as empty nesters and wanting to pursue new experiences after raising two sons. In 2016, he joined Good Samaritan Medical Center in Brockton as chief operating officer. Two years later, he became president of Carney Hospital in Dorchester. Sands welcomed the opportunity to bring his skills to the North Shore this past spring, and he and his wife relocated to Manchester-by-the-Sea. He may be 1,100 miles 80

away from where he started in heath care, but he feels at home. “There are more things in common than separate us,” he says. “That community spirit ... to be part of a community is something I consider to be very special.” What do you consider your best skill? I think I’m able to simplify things seen as complex and to help develop strategies and tactics to move us forward successTom Sands fully. I pride myself on listening and being able to execute and make things happen. What is your leadership style? I am a strong believer in management by facts, but not analysis paralysis. I use information to make thoughtful decisions. I also want to make people feel valued ... that they are valued contributors to our community and to our success. It’s not about looking at me, but what can we accomplish together ... from me to we. How do you want to be thought of? That I’m a kind person who is service-oriented, who made a difference for his family and for his community, and who provided a positive path for everyone to engage in. I’m also honest ... straightforward. What you see is what you get. How do you unwind? I get engaged in the land. My grandmother was a flower person and I enjoy working in the garden, with flowers and vegetables. I used to have a koi pond in Georgia. I don’t have one here yet. But I do have elephant ears growing in pots. What would surprise people about you? I have a 2nd degree black belt in taekwondo. I introduced my kids to it. They dropped out and I stuck with it. How do you make an impact? Be being present and getting engaged. I really live by Stephen Covey’s principle in “The 7 Habits of Highly Effective People”: ‘Seek first to understand, then to be understood.’ Then try to find the win-win solutions. I — Sonya Vartabedian, The Chamber IMPACT MAGAZINE


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Helping Area Businesses Thrive

Being a local business ourselves, we know what it takes to succeed in a crowded, competitive market. Whether you’re small or mid-sized, a wholesaler or manufacturer, a real estate investor or developer, we have the products and services to help your business thrive.

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Member FDIC Member DIF Equal Housing Lender

Articles inside

WORKFORCE: Countering the “big quit.” By Melisa Gillis article cover image

WORKFORCE: Countering the “big quit.” By Melisa Gillis

pages 11-13
CONNECTIONS: COVID takeaways: Lessons learned. By Cris Sigovitch article cover image

CONNECTIONS: COVID takeaways: Lessons learned. By Cris Sigovitch

page 10
Workers’ comp. By Ed Spicer article cover image

Workers’ comp. By Ed Spicer

page 17
THE LAW: Promoting a safe culture. By Margaret “Peg” O’Brien article cover image

THE LAW: Promoting a safe culture. By Margaret “Peg” O’Brien

pages 56-57
E-COMMERCE: Control your own destiny. By Erin Calvo-Bacci article cover image

E-COMMERCE: Control your own destiny. By Erin Calvo-Bacci

page 52
MARKETING: Engaging an audience. By Don White article cover image

MARKETING: Engaging an audience. By Don White

pages 53-55
UniCare’s David Morales directs passion for service to co-hosting new Salute to Veterans Breakfast article cover image

UniCare’s David Morales directs passion for service to co-hosting new Salute to Veterans Breakfast

pages 18-44
Rob Lutts’ car collection will drive him into eventual retirement from wealth management article cover image

Rob Lutts’ car collection will drive him into eventual retirement from wealth management

pages 58-67
BRIEFCASE: Check out the latest news from our Chamber members article cover image

BRIEFCASE: Check out the latest news from our Chamber members

pages 72-75
Chamber Welcome: Look who is joining our growing organization article cover image

Chamber Welcome: Look who is joining our growing organization

pages 68-71
Dressing for Joy: Chamber members make bold return from COVID article cover image

Dressing for Joy: Chamber members make bold return from COVID

pages 76-77
Chamber Planner article cover image

Chamber Planner

pages 6-7
Shining Stars: 2021 Diamond Award honorees article cover image

Shining Stars: 2021 Diamond Award honorees

pages 23-39
A united force: Massachusetts Caucus of Women Legislators article cover image

A united force: Massachusetts Caucus of Women Legislators

pages 40-41
THRIVE builds on empowering mission article cover image

THRIVE builds on empowering mission

pages 42-43
The North Shore embraces bicycle tourism article cover image

The North Shore embraces bicycle tourism

pages 48-51
Virginia Buckingham, former MassPort chief on 9/11, shares story of resilience and overcoming setbacks article cover image

Virginia Buckingham, former MassPort chief on 9/11, shares story of resilience and overcoming setbacks

pages 45-46
Scott Energy Co. delivers service for 75 years article cover image

Scott Energy Co. delivers service for 75 years

pages 62-64
Stay true to yourself: Tom Sands, president of Beverly and Addison Gilbert hospitals article cover image

Stay true to yourself: Tom Sands, president of Beverly and Addison Gilbert hospitals

page 82
Cheers to a decadent partnership article cover image

Cheers to a decadent partnership

page 8