BY NORMAN POLTENSONJOURNAL STAFF

UTICA — In the event you plan to stand at the intersection of Culver Avenue and Broad Street in Utica at 8 a.m. on Sunday, July 13, be sure that your life- and disability-insurance premiums are paid.

At the stroke of 8 a.m., 14,000 runners start the country’s “most competitive” 15K race (according to Analytical Distance Runner maga-zine) — the 37th running of the Utica Boilermaker Road Race. It’s the highlight of a three-day weekend

that attracts more than 20,000 con-testants and a total of 64,000 people, a number larger than the city’s of-ficial census. A strong indicator of the race’s popularity is the necessity to cap the number of registrants and how quickly the registration is com-pleted. In 2013, registration for the flagship 15K event (9.3 miles) and 5K races closed in 4 days; this year, they closed in under 3 hours.

“Simply incredible,” declares Tim Reed president of the Boilermaker Co., a 501(c) (3) not-for-profit corpo-ration. “It’s quite a contrast to the first

Boilermaker launched in 1978 on the 50th anniversary of the Utica Radiator Co. (now ECR International). My brother, Earle, requested a budget from the company of $750 to cre-ate an event that would thank the community for its support over the previous half-century. The idea was to promote the community’s health and welfare.

“The first race, which attracted just over 800 runners, has today expand-ed to a variety of contests. In addition

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Nonprofit Corner: Tug Hill Land Trust. Page 8.

Getting Bigger: The growth of Marquardt Switches in Madison County. Page 3.

Preferred Mutual iscontinuing its growth tradition after 118 years

BY NORMAN POLTENSONJOURNAL STAFF

NEW BERLIN — In a re-search report issued in December 2013, Conning Inc., an investment-man-agement firm for the global insurance industry, identi-fied “18 standout companies which led their peers in both growth and profitability.”

The report analyzed the performance of 241 insur-ance companies’ personal-lines products over the past five-year and 10-year periods. Preferred Mutual Insurance Co., headquartered in New Berlin, was cited as one of

the leaders, which grew col-lectively at a compounded rate of 6.2 percent compared to an industry average of just 2 percent.

The concept of mutual insurance in America dates back to 1752 when Ben Franklin brought indepen-dent, fire-fighting companies together to form the first successful fire-insurance company in the colonies. The concept was designed to offer the public lower-cost insurance than could be ob-tained from a stock compa-ny, which needed to show a profit and satisfy third-party

See TRADITION, page 4

See BOILERMAKER, page 2

PHOTOS COURTESY OF UTICA BOILERMAKER ROAD RACE

Top: A tidal wave of participants run in last year’s Boilermaker. Right: A leading participant crosses the finish line last year.

Utica Boilermaker race popularity sets new record

NORMAN POLTENSON/BJNN

Christopher Taft, the presi-

dent and CEO of Preferred Mutual

Insurance Co.

2 • The Mohawk Valley Business Journal May 23, 2014

to the 15K run, the event promoters added the 5K run, a wheelchair race, a 3-mile walk, a kids’ run, youth Olympics, and the invitational mile. The long weekend also in-cludes a national-anthem contest and a two-day expo at Mohawk Valley Community College designed to promote health and wellness to consumers. The expo features exhibitors, live entertainment, interactive sports and fitness activities, race merchan-dise, and more. Capping the weekend is the post-race party, a massive commu-nity celebration which attracts more than 40,000 at the finish line.”

The original $750 budget is now more than $1 million. This pays for items such as the 20 official water-and-ice stops, 33,000 bottles of water, 250,000 cups, 30 cases of oranges, 330 “portajohns,” and 38 bands and DJs, just to identify some of the expenses. It also pays for the $57,000 in prize money, the two full-time and five part-time staffers, and security. To house the staff, the National Distance Running Hall of Fame, the retail store, and all the materials used for the annual event, the Boilermaker signed a purchase offer in December 2013 to buy a 20,000-square-foot building at 805 Court St., a stone’s throw from the finish line. Reed hopes to move in before this year’s race.

“Last year, we spent $1,038,531 to put on the Boilermaker,” says Reed, “but the event has a regional economic impact of more than $8 million (2012 figures). We figure that each runner spends $59 per person and those staying overnight spend $246 per person. Hotels are sold out, even charging the rack rate (list price). The restaurants are full ... The event attracts … [attendance] from 40 countries and from 51 states and territories, including 45 from California, 102 from Florida, 121 from the Carolinas, one from Alaska, and two from Hawaii (2012 figures). Last year, we had more than 300 [runners] from Canada, eight from Ethiopia, nine from Kenya, two from Russia, and single runners from Belarus, Morocco, Eritrea, Great Britain, and Poland.”

The registration demographics reflect that 65.5 percent of the participants are between the ages of 20 and 44, nearly 40 percent have a college education, and more than 30 percent have taken graduate courses or received a graduate degree. Female runners represent 51 percent of the participants, and male runners make up 49 percent.

Attracting elite runners has helped take the Boilermaker to the next level.

“The Boilermaker really took off in 1983 when Bill Rodgers not only par-ticipated but won the race,” notes Reed.

“He elevated the race by bringing both national exposure and credibility to the event. Since then, we have attracted elite runners from all over the world. But what makes this event so special are the volun-teers, the spectators, and the community coming together.

“Every year, we ask volunteers to help us with things like our water stations, parking, medical assistance, recycling ef-forts, and even massage therapists to provide massages for thousands of run-ners at the post-event party. The response is overwhelming with 5,000 volunteers stepping up to the plate. The 15K race also has tens of thousands of spectators lining the route. It’s wall-to-wall cheering, followed by a party with a live concert, refreshments, food, and an awards cer-emony that brings the runners, family, and friends together to enjoy the spirit of the community.”

In addition to the more than $8 mil-lion regional impact, the Boilermaker is also a major fundraiser for area chari-ties. “Last year, the race donated over $35,000 to support various charities,” as-serts Reed. “We also sent $10,000 to the One Fund that supported the victims of the Boston Marathon bombings. Finally, the Boilermaker charity ‘bib-program’ raised over $105,000 last year for 10 area charities. This year we have designated 11 charities to participate in the program.”

Reed’s backgroundReed is a 1973 graduate of New Hartford

High School. He spent the next three years in the U.S. Army infantry, completing air-borne and ranger schools, then matriculat-ed at Hamilton College. Upon graduating in 1980, Reed joined Procter & Gamble’s food division, before returning to Utica in 1983 to work in the family business. He became the president of ECR International in 1996 and retired in 2007 to assume the presidency of the Boilermaker Co. Reed, who ran the Boilermaker 27 times before becoming its president, lives with his wife Cindy in New Hartford. The couple has three children. q

Contact Poltenson at npoltenson@tmvbj.com

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News of note for and about Mohawk Valley businesses

Community Foundation of Herkimer & Oneida Counties unveils new logo

UTICA — The Community Foundation of Herkimer & Oneida Counties, Inc. has ad-opted a new look.

The new logo fea-tures a blue “F” adja-cent to an olive green background, with the words “invest yourself” in red. Underneath that, it says “THE FOUNDATION”.

“Great brands help us define a little of who we are and our place in the community’s collective imagination,” Community Foundation President and CEO Peggy O’Shea said in a news release. “Our new brand comes at a critical transition for The Foundation. From the purchase of a new building to pointed investing in our four priority areas, The Foundation has evolved.”

As a social-impact investor focused on the priority needs in its community — economic development, education, health, arts, and culture — the foundation said it understands its continued success requires true partner-ships and long-term commitments.

“Our new look, feel and voice reflects this commitment to social impact and partner-ship,” the release stated.

Since 1952, the Community Foundation of Herkimer & Oneida Counties says it has invested millions of dollars into Oneida and Herkimer counties. It partners with various nonprofits in order to make “impactful” investments in core areas of need, includ-ing economic development, education, arts and culture, and health.

AmeriCU announces details of Salute to the Troops con-cert at Fort Drum

FORT DRUM — AmeriCU Credit Union recently announced details about the up-coming Salute to the Troops tribute concert on June 25 at Fort Drum.

The 6 p.m. concert is part of the U.S. Army Morale, Welfare & Recreation Division’s MountainFest at Fort Drum, AmeriCU said in a news release.

The lineup at the Salute to the Troops concert will feature national recording art-ists Chris Cagle and Gloriana, along with Scars N’ Stripes, the People’s Choice winner at the 2013 Syracuse Area Music Awards.

The credit union expects more than 25,000 people to attend the concert, which is free and open to the public with fire-works to follow.

AmeriCU, based in Rome, describes itself as a “nonprofit financial cooperative” serv-ing eight counties in Central and Northern New York.

AmeriCU is the third largest credit union in the 16-county Central New York area, ranked by assets ($1.25 billion in 2013), ac-cording to CNYBJ Research.

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UTICA — Rich Nimey’s Sales & Service officially opened its new facility at 2104 Dwyer Ave. in Utica on May 16.

The Greater Utica Chamber of Commerce was on hand for the grand-opening ceremony.

The new facility is two blocks from the company’s previous location, where it had operated since 1964, according to a news release from the Greater Utica Chamber.

The new complex, which is called “Nimey’s The New Generation,” includes Rich Nimey’s Sales & Service, Upstate Car

Rental, and Sprague’s Collision Center, the chamber said.

The new complex includes an indepen-dent dealership with a body shop, repair fa-cility, and a sales department for pre-owned cars, Matt Nimey, owner of Rich Nimey’s Sales & Service, said in the news release.

“Over 50 years in business has given us the experience to know our customers’ needs and that is why we have decided to take the steps to design and build the most accommodating facility and staff in the area,” said Nimey.

Nimey’s The New Generation also held

another grand opening for the public the next day, May 17. It included facility tours, food and refreshments, music, and give-aways. q

Nimey’s The New Generation formally opens its new Utica location

PHOTO COURTESY OF NIMEY’S FACEBOOK PAGE

Nimey’s The New Generation officially opened its new facility at 2104 Dwyer Ave. in Utica on May 16.

BOILERMAKER: 65.5 percent of the participants are between the ages of 20 and 44

Continued from page 1

May 23, 2014 The Mohawk Valley Business Journal • 3

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The growth of Marquardt Switches in Madison CountyBY NORMAN POLTENSON

JOURNAL STAFF

CAZENOVIA — My ’56, stick-shift Chevy had only a few switches and controls: the ignition, radio, cigar lighter, heater fan, windshield wipers, lights, and radio. In my current vehicle, the door handle senses my presence; a push-button activates and deac-tivates the engine; my dashboard controls resemble a NASA flight panel; switches adjust my sitting position, warm my der-riere, direct my navigation system, change my gears, and operate the windows and sun roof; and my steering wheel abounds with controls to adjust the sound system and monitor the cruise control.

While switch and sensor assemblies are ubiquitous in today’s cars and trucks, most people don’t realize that many are designed and produced by Marquardt Switches, Inc. in the Madison County town of Nelson, just outside the Cazenovia town line. The company, which was incorporated in 1981, serves as the North American headquar-ters of Marquardt GmbH, the parent firm founded in 1925.

World headquarters are located in Rietheim–Weilheim, Germany. The compa-ny, which believes in manufacturing where the customers are located, has a total of 12 plants in nine countries on four differ-ent continents. Marquardt’s international operation manufactures primarily for the automotive, household, and power-tool in-dustries. The parent company, which is

owned by two unrelated families named Marquardt, employs nearly 7,000 people and posted revenue at 2013 year-end of $991 million.

“The Cazenovia operation designs, man-ufactures, assembles, and tests electrome-chanical switches and control systems, of which 98 percent are used in the automo-tive industry,” says Jochen Becker, the president of Marquardt Switches and the

vice president of Marquardt Group in North America. (In addition to Cazenovia, plants in Rochester Hills, Mich. and Irapuato, Mexico report to Becker.) “It even designs and builds some of its own sophisticated assembly equipment to produce the com-ponents … [Cazenovia] … runs 24/7 with 470 employees in a 100,000-square-foot fa-cility … producing more than 10 million switches and sensors annually for [automo-

tive] customers, which include Mercedes, Fiat/Chrysler, Toyota, GM, and BMW, and for truck customers like Freightliner.” Marquardt Switches owns the building and the 18 acres on which the plant is sited.

“We’re a highly [vertically] integrated company,” notes Kirk Wardell, director of operations in Cazenovia, as he escorts this reporter on a tour of the plant. “In addition to multiple assembly lines, we do our own injection-molding, make our own circuit boards, and staff an in-house tool room and maintenance shop. Marquardt also exten-sively tests its products on-site to be sure the quality meets the customer’s specifica-tions. Cazenovia is a lean-manufacturing facility that doesn’t stock a large inventory, so … [vertical integration] is important not only to guarantee the quality of our products but also to control the production time in order to respond to changing cus-tomer needs.” Becker adds: “We’re unique in what we do and how we do it. A lot of companies are turning to outsourcing as the time-to-market gets shorter. We, on the other hand, continue to expand our produc-tion capabilities.”

Marquardt competes with a number of other manufacturers for the switch, sen-sor, and control business. “There are a lot of competitors in this industry,” Becker points out. “For example, in Auburn, TRW [Automotive] has a manufacturing plant. (A publicly traded company with 2013 sales of

NORMAN POLTENSON/BUSINESS JOURNAL NEWS NETWORK

Kirk Wardell, director of operations at Marquardt

Switches, stands in the 100,000-square-foot plant

located near Cazenovia.

See MARQUARDT, page 6

4 • The Mohawk Valley Business Journal May 23, 2014

investors as well as the policyholders.In 1896, Frank E. Holmes, who grew up on

a farm outside New Berlin, decided to model his own insurance company on Ben Franklin’s original concept. The business was incorpo-rated as the Preferred Mutual Fire Insurance Company of Chenango County and employed three people. The founder of Preferred Mutual introduced two new ideas to Franklin’s model: He insisted on receiving advanced premium payments, and he sold the policies through agents. The first year in business generat-ed assets of $4,559.89, premium income of $11,871.14, and a surplus of $4,539.89.

In 1899, the offices of Preferred Mutual burned to the ground along with 11 other buildings. Holmes, ironically, carried no fire insurance on his business property. The com-pany quickly regained its footing and began a long record of growth and profitability. Today, Preferred Mutual Insurance Co., which changed its name in 1957, employs 270 people — with 240 of those residing in Central New York. The company owns its 84,000-square-foot headquarters, another 18,000-square-foot office in Norwich, and leases space for its of-fice in Latham, near Albany.

Preferred Mutual’s key numbersAccording to the 2013 Preferred

Mutual annual report, the insurance car-rier operates in New York, New Jersey, Massachusetts, and New Hampshire, serv-ing 235,000 individual and business cus-tomers through 457 independent insurance agents. As of Dec. 31, 2013, company assets totaled $484.84 million, premium income (direct-written) equaled $279 million, and the surplus topped $185 million. The an-nual payroll is $17.5 million. Revenue totals $295 million, which includes the premiums,

another $11 million from investment income, and $5 million from other sources.

“Most people think of us as selling property-and-casualty insurance such as homeowners, auto, business-owners, and commercial pack-ages,” says Christopher Paul Taft, president and CEO of Preferred Mutual, “which is true. But what the industry really sells is a promise that we will be there for you [in the event of a claim]. It’s all about trust and living up to prom-ises. Our role is to separate ourselves from the competition who all promise the same thing. Our challenge is to convince our busi-ness partners (agents) and customers of three things: our stability, our service, and the fact that the products are current and relevant.”

To ensure its position in the marketplace, Preferred Mutual decided in the 1990s to with-draw from six of the 10 states in which it sold insurance. “The board [of directors] made a strategic decision to be number one in the mar-ketplaces served,” asserts Taft. “We couldn’t be number one in 10 states, so we stopped selling insurance in Ohio, Connecticut, Florida, the Carolinas, and Rhode Island. When we con-solidated [our sales area], premiums shrank by $27 million. At the time, no agent sold more than $1 million in premiums; today, we have more than 70 agents [each] selling in excess of $1 million annually. This was a critical move to position us for continued growth, as evidenced by an overall 7 percent increase in premium dollars last year over 2012. [Of the growth in 2013,] … the commercial lines increased 18 percent, which is helping to move us from a 75/25 ratio of personal to commercial lines toward a 60/40 ratio.”

Preferred Mutual’s peopleWhen asked why Preferred Mutual is con-

sistently successful in growing the company’s

premiums and profitability, the president points to the employees and to the board of directors. “We focus on talent,” asserts Taft, “especially in the last decade. Our employees are our pri-mary resource, and it’s management’s role to develop each one to … [his or her] maximum. Preferred Mutual has a very knowledgeable staff which is encouraged to grow personally and to help their … [fellow] employees grow. On average, the staff earns 50 new, job-related certifications yearly in areas such as under-writing, claims, project-management, and risk management, an effort supported by tuition reimbursement and direct company payment. In addition, we sponsor educational monetary awards and funds for continuing education for employees pursuing an undergraduate or graduate degree.”

To create the optimum work environment for the staff, Preferred Mutual says it invest-ed $1.5 million over the past two years updat-ing facilities. “We invested this money not only to make the workplace more pleasant, but also to help form an environment that promotes an entrepreneurial spirit,” declares Taft. “We believe strongly in empowering the employees to collaborate with agency partners to help the customers identify the right solutions to meet their needs. You can’t become the most highly regarded insurance company without an exceptional [corporate] culture that fosters a team relationship to deliver superior insurance products and cus-tomer service that is unsurpassed … The key words to our continual growth are ‘in-novative,’ ‘ethical,’ ‘responsive,’ ‘passionate,’ and ‘collaborative.’ ”

In describing the Preferred Mutual culture, Taft notes the importance of transparency in operations. “If you truly want your employees to be empowered, it’s not enough just to say

the words,” he says. “How can they make decisions unless they understand the impact on the company’s bottom line? If you want to hire the best [people] and encourage them to take responsibility, they can’t be accountable without understanding the company P&L (profit-and-loss statement). That’s why we cre-ated ‘The Connection,’ which updates every employee monthly on our performance. The staff also gathers quarterly to hear from se-nior management on our progress. That’s how we hold ourselves accountable. At year-end, our policy is to distribute 6 percent of the bottom line to reward the employees for their contribution. After all, they should share in the financial success.”

Taft next shifts his praise to the board of directors. “We have a brilliant group of leaders on the board who help to give us a competitive advantage,” opines the president. “Their role is vision and governance: They have to be two steps ahead and looking around the corner [to see what’s coming], identifying strate-gic investments [at least] three years out. Everybody on our board has run a company, and each takes a personal interest in his or her role at Preferred Mutual. The board has a keen level of awareness [of how the company runs], and the members meet quarterly to measure how well we are executing.”

TechnologyPreferred Mutual’s efforts to differentiate

itself on its service and be current rest in large part on the firm’s investment in technol-ogy. “Technology drives revenue,” asserts Taft. “We started using computers decades ago, largely for electronic storage. Then we discovered efficiencies in data sharing, and by

See preferred mutual, page 6

TRADITION: Preferred Mutual says it invested $1.5 million over the past two years updating facilities

May 23, 2014 The Mohawk Valley Business Journal • 5

BANKINGNBT Bank Mohawk Valley recently pro-moted Christopher Siriano to branch manager of the bank’s Rome Westgate Office. He has 15 years retail-banking experience. Siriano joined NBT Bank in 2005 as a tell-er in the bank’s New Hartford office and during his career at NBT Bank, he has been promoted numer-ous times to such positions as teller super-visor, customer-service representative, and most recently assistant branch manager of NBT Bank’s Rome–Westgate Office. Before joining NBT Bank, Siriano was a teller at Adirondack Bank in Utica and at HSBC Bank in New Hartford.

FINANCIAL SERVICESM. Griffith Investment Services announced that Zachary Maxwell has joined the firm. He is a financial consultant with the Ludwig Team at M. Griffith. Maxwell joined the firm after graduating from Queens College. He utilizes his financial education back-ground to bring a new age investment perspective to the Ludwig Team and their clients.

HEALTH CAREFaxton St. Luke’s Healthcare’s (FSLH) Adirondack Community Physicians (ACP) announced that Shannon Pelletier has joined the ACP Barneveld Medical Office as a family nurse practitioner. Her previ-ous position with FSLH was as a family nurse practitioner in the emergency depart-ment and in the ACP Waterville medical office. Prior to joining ACP, Pelletier held positions as a registered nurse in various departments of local hos-pitals and at the Child Advocacy Center in Utica. She earned her associate degree in nursing, her bachelor’s degree in nursing, and her family nurse practitioner master’s degree at SUNYIT Utica/Rome in Marcy. Pelletier also completed five clinical resi-dencies with area physicians.

The Mohawk Valley Health System an-nounced that Deacon Paul H. Lehmann has been named di-rector of Mission for St. Elizabeth Medical Center, where he man-ages and coordinates the mission activities of the Mohawk Valley Health System. He previously served as hospital chaplain for Faxton St. Luke’s Healthcare. Lehmann has also held the positions of director of student activities at the Strebel Student Center for Utica College, and director of campus life for SUNY Morrisville. He received his bach-

elor’s degree in psychology from SUNY Fredonia and was ordained as permanent deacon through the Diocese of Syracuse.

After an extensive national search, the board of trustees of Bassett Medical Center has appointed Vance M. Brown, M.D. as president and CEO of the Bassett Healthcare Network and Bassett Medical Center, ef-fective July 1. He will succeed Dr. William F. Streck who will be retiring after 30 years of leadership at Bassett. Brown comes to Bassett from MaineHealth in Portland, Maine, where he has been chief medical officer since 2008. As CMO at MaineHealth, he has been responsible for all medical issues at the corporate health system level. Brown was also senior medical officer for MMC Physician Hospital Organization with 1,100 physicians. Prior to returning to his native state of Maine, he served as the chair of the Department of Family Medicine at the Cleveland Clinic. Brown received his un-dergraduate degree in biological sciences from Stanford University in Palo Alto, Calif. and then obtained his medical degree from Yale University School of Medicine in New Haven, Conn. He completed his postgradu-ate residency training in family medicine at the University of North Carolina Hospitals where he was appointed chief resident his final year. Brown also completed a residen-cy in internal medicine at Yale-New Haven Medical Center in New Haven, Conn. and

did additional residency training in emer-gency medicine at UCLA Medical Center in Los Angeles. He is board-certified in both family medicine and internal medicine.

Nicole Smith, RN has been hired as the new director of patient services at Presbyterian Residential Community. She previously worked at Presbyterian Homes & Services from 1995-2001 as a certified nursing assistant, and was most recently an infection preventionist at Faxton St. Luke’s Healthcare. Smith graduated from St. Elizabeth School of Nursing with an associ-ate degree in nursing.

INSURANCEJamie L. Elderbroom has been named client advocate on the profes-sional staff of Gilroy Kernan & Gilroy Inc. (GKG) of New Hartford. She initially joined GKG in August 2013 as an intern and moved to full-time sta-tus this April. While in college, Elderbroom also worked as a summer intern at National Grid. She is a graduate of SUNYIT, where she earned a bachelor’s degree in business administra-tion. q

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$17.4 billion.) … There is Kostal, another family-owned business headquartered in Germany, Omron, and Defond (a company which produces 450 million switches per year). One of the keys that separates us from the competition is Marquardt’s … [obses-sion] for quality. The company’s basic princi-ple that has become part of the daily routine of our employees is that quality is when the customer returns, not the product.”

The other key to Marquardt’s competi-tive advantage is innovation. “This plant [Cazenovia] has 150 [degreed] engineers,” stresses Becker; “that’s about one-third of the staff. We insist on finding the right people who are not only smart but who also … [thrive] in an environment that is fast-paced, high-pressure, and oriented to customer service. The [Cazenovia] plant is rep-resented by … [a host] of engineering disciplines: me-chanical, electrical, process, manufacturing, software, hardware, and even chemical. To assemble this skill level, we have incorpo-rated 33 different nationalities into a multi-cultural operation.”

“[Another] … indicator of the company’s commitment to innovation is its annual in-

vestment of 10 percent of revenues in R&D,” adds Wardell. “In Cazenovia alone, we have 35 to 40 engineers focused only on research and development. Then there is the continu-ing investment in training product assem-blers through multiple apprentice programs and tuition reimbursement for continuing education. Marquardt is competitive for the long-term because we support and continu-ously raise our innovation standards.”

Becker and Wardell also note the impor-tance of the leadership team at Marquardt Switches which, in addition to the presi-dent and director of operations, includes Kevin Thompson, logistics director; Wes Daggett, quality director; John Jelfo, finance and controlling director; Dean Moore, hu-man-resources manager; and Bruce Santos, director of R&D and sales.

Marquardt’s employment has grown by more than 200 percent just in the last decade. “When I joined the company nine years ago,” says Wardell,

“there were approximately 150 people. Now we have 470. To accommodate our [historic] growth, we have expanded the production facilities … The [Cazenovia] facility is cur-rently operating at capacity. Any expansion here would affect all parts of our business (circuit boards, injection molding, assem-

bly, inventory) so we are considering any changes carefully.”

Whether or not Marquardt expands the Cazenovia–area facility, the company has had a substantial economic impact on the area. “Our payroll is more than $20 million [annually],” emphasizes Becker. “We spend several million dollars more [each year] on materials and supplies, and our capi-tal investment in machinery is huge. The company also pays substantial school and

property taxes. In addition, we receive three to 10 visitors every week in Cazenovia, and they spend money here on hotels, food, and … [other amenities].”

During his 16 years employed at Marquardt, Becker has held several positions including engineering, managing engineer-ing teams, and program management. He assumed his position at Marquardt Switches in 2007 to launch a recently won automotive contract. Since his arrival in the Cazenovia area, North American annual sales have grown from $40 million to $200 million. Becker holds an MBA in electromechanical engineering from the University of Applied Science in Furtwangen (Germany) and a bachelor’s degree in business management.

Prior to joining Marquardt, Wardell worked in New York, California, and North Carolina with new company startups, merged newly acquired businesses, and developed and implemented performance-based orga-nizational structures. His 25 years of indus-try experience includes medical electronics, electronic-wiring devices, banking, power tools, and automotive. Wardell holds a bach-elor’s degree in electronic-engineering tech-nology from Arizona State University. q

Contact Poltenson at npoltenson@tmvbj.com

MARQUARDT: Competes with a number of other manufacturers for the switch, sensor, and control business

Continued from page 3

NORM POLTENSON/BJNN

Kirk Wardell, left, director of opera-tions, and Jochen Becker, president, at Marquardt Switches headquarters.

resented by … [a host] of

the 1990s, the company really began to under-stand the value of the data it had. In 2000, we started making better business decisions by creating analytic models, and we made it eas-ier for our agents and customers to do busi-ness with us through our customer portals. We continue to strive to make our systems user-friendly by [simultaneously] expanding the amount of information available while reducing any friction [in the technology plat-form]. In addition, technology makes it easier for us to attract outstanding employees who prefer to work remotely.” Preferred Mutual has 33 employees in its IT department.

According to Taft, being an industry leader also involves giving back to the communities in which Preferred Mutual operates. In 2013, the company launched a program to encour-age its employees to support local charities by matching their individual contributions up to $300. Preferred Mutual continues to sponsor community events and organizations includ-ing the YMCA, American Heart Association, American Cancer Society, performances at the Chenango Council of Arts, Chenango Memorial Hospital Foundation, Bassett Hospital, and the Chenango United Way, to name a few. The sponsorships are underwrit-ten by the Preferred Mutual Foundation, a 501(c)(3) corporation with assets of $1 million, which acts as the corporate-giving arm. The foundation also grants four college scholar-ships annually, without any preference for the families of company employees.

Giving back means more than donating money. “Our employees donate thousands of hours as volunteers to help our com-munities,” Taft says with pride. “When the Mohawk Valley was devastated by floods, nearly 30 [company] employees volunteered to help in the affected communities. Closer to

home, Preferred Mutual employees cleaned a stretch of Route 8 in New Berlin. In ad-dition to volunteering, the employees also raise their own funds to donate for disaster relief, not just at home but as far away as the Tuscaloosa Disaster Relief Fund. These are just some examples of the broader commit-ment we cultivate here at the company.”

Taft, 49, is not only active in guiding Preferred Mutual as a growth and profit leader, but he also finds time to help guide the industry association — the National Association of Mutual Insurance Companies (NAMIC). NAMIC is the country’s largest property/casualty insurance trade associa-tion with 1,400 insurance companies writing more than $196 billion in premiums annually. He currently serves on the board of directors and as the group’s secretary/treasurer.

Taft left Coopers & Lybrand to join Preferred Mutual in January 1995 as the vice president of financial services, advancing to the position of CFO the following year. In 2006, he was promoted to president and COO before assuming his current role as president and CEO in 2009. A 1987 gradu-ate of Clarkson University, Taft is a certified insurance counselor and a licensed CPA. Raised in Utica, he married his high-school sweetheart, Maria. The couple reside in Clinton and have three children.

Preferred Mutual is projecting to add an-other $20 million in premium income this year, continuing the tradition Frank Holmes started of progressive growth and conserva-tive financial management. The only differ-ence between 1896 and today, aside from the size of the current organization, is that Preferred Mutual now carries fire insurance on its own property. q

Contact Poltenson at npoltenson@tmvbj.com

Continued from page 4

PREFERRED MUTUAL: Firm is projecting to add another $20 million in premium income this year

May 23, 2014 The Mohawk Valley Business Journal • 7

THE LISTResearch by Nicole Collins

ncollins@tmvbj.com (315) 579-3911

Twitter: @cnybjresearch

Look for the Chambers of Com-merce list in the next Mohawk Valley Business Journal, due out on August 1.

ABOUT THE LISTInformation was provided by representatives of listed organizations and their websites. Other groups may have been eligible but did not respond to our requests for information. Organizations had to complete the survey by the deadline to be included on the list. While The Business Journal strives to print accurate information, it is not possible to independently verify all data submitted. We reserve the right to edit entries or delete categories for space considerations.

WHAT COnSTITUTES THE MOHAWk VALLEy?For the purpose of this list, Mohawk Valley includes Herkimer, Madison, and Oneida coun-ties.

nEEd A COpy Of A LIST?

Electronic versions of all our lists, with ad-ditional fields of information and survey con-tacts, are available for purchase at our website, cnybj.com/ListResearch.aspx

WAnT TO BE On THE LIST?

If your company would like to be considered for next year’s list, or another list, please email ncollins@tmvbj.com

MOHAWK VALLEY HOTELSRanked by Total No. of Guest Rooms (Including Suites)

Rank

NameAddressPhoneWebsite

Toll-FreeReservation No.

Total Rooms—

Suites

Meeting Rooms—

Max. Exhibit Area(sq. ft.) Guest Amenities

General Manager or TopManagement

YearEstab.

1.Turning Stone Resort Casino5218 Patrick RoadVerona, NY 13478(315) 361-7711/turningstone.com

(800) 771-7711 709—143

22—

30,000

wireless Internet, cable TV, business center, in-room safes, coffee maker

Ray Halbritter, CEO 1993

2.Radisson Hotel Utica200 Genesee St.Utica, NY 13502(315) 797-8010/radisson.com/uticany

(800) 333-3333 162—3

10—

4,600

business center, complimentary wirelessInternet

Dwayne Spitzer, GeneralManager

1980

3.Vernon Downs Casino and Hotel4229 Stuhlman RoadVernon, NY 13476(315) 829-3400/vernondowns.com

(877) 888-3766 155—155

6—

10,000

business center, wireless Internet, board roomand meeting facilities, weekday continental

breakfast

Thomas Osiecki, President &GM, Tioga Downs & Vernon

Downs

1994

4.Hotel Utica102 Lafayette St.Utica, NY 13502(315) 724-7829/hotelutica.com

(877) 906-1912 112—14

7—

3,843

free wireless high-speed Internet access in allrooms, business center, free hot breakfast

served daily

Charles N. Gaetano, Owner 1912

.Red Roof Inn Utica20 Weaver St.Utica, NY 13502(315) 724-7128/redroof.com

(800) RED ROOF 112—0

-—-

renovated with all new rooms, free wirelessInternet

Bethany Petriski, GeneralManager

1987

6.Quality Inn of Rome200 S. James St.Rome, NY 13440(315) 336-4300/qualityinn.com

(800) 424-5423 104—4

1—144

business center, free wired and wireless high-speed Internet access, free weekday newspaper

Mansukh V. Paghdal, GeneralManager

1991

.Ramada New Hartford141 New Hartford St.New Hartford, NY 13413(315) 735-3392/ramada.com

(800) 2 RAMADA 104—4

7—

2,800

complimentary breakfast buffet, coffee makers,irons, hairdryers, meeting facilities, wireless

Internet

Sandip Patel, GeneralManager

1970

8.Holiday Inn Utica1777 Burrstone RoadNew Hartford, NY 13413(315) 797-2131/holidayinn.com/uticany

(888) HOLIDAY 100—4

6—

2,496

high-speed Internet, 32-inch flat panel TVs,free morning newspaper, coffee maker,

business center, self-laundry facilities, sameday dry cleaning, full-service restaurant, guest

lounge

Mark Mosconi, GeneralManager

Christine Lopez, Director ofSales

1990

9.LaQuinta Inn & Suites Verona5394 Willow PlaceVerona, NY 13478(315) 231-5080

(315) 231-5080 97—9

1—

1,900

pool, hot tub, bar, lounge, free Wi-Fi, freeshuttle to Turning Stone casino, business

center, complimentary hot buffet breakfastevery morning, free parking

Nikki-Marie Varre, GeneralManager

2012

10.Fairfield Inn & Suites5280 Willow PlaceVerona, NY 13478(315) 363-8888/marriott.com/syrvr

(866) 580-6237 93—20

1—600

business center, complimentary deluxecontinental breakfast, free Wi-Fi service

throughout the hotel

Lori Hicks, Director of Sales 2009

11.Hampton Inn Utica172-180 N. Genesee St.Utica, NY 13502(315) 733-1200/utica.hamptoninn.com

(800) HAMPTON 83—0

1—675

business center, complimentary breakfast,high-speed Internet, manager's reception,

complimentary DVD rentals

Domenica DiNigro, GeneralManager

2008

12.Microtel Inn & Suites by Wyndham5118 Route 365Verona, NY 13478(315) 363-1850/microtelinn.com

(800) 771-7171 81—19

-—-

continental breakfast, business center, high-speed wireless Internet access, guest laundry,

flat screen TVs

Pauline Hayes, GeneralManager

2008

13.Water's Edge Inn3188 State Route 28Old Forge, NY 13420(315) 369-2484/watersedgeinn.com

- 77—16

2—960

indoor heated pool, dry sauna, Wi-Fi, arcade,guest laundry, complimentary continental

breakfast

Beth Tickner, GeneralManager

1986

14.The Inn at the Beeches7900 Turin Road, Route 26NRome, NY 13440(315) 336-1775/thebeeches.com

(800) 765-7251 76—7

10—

10,648

microwave, refrigerator, coffee maker, nightlyturndown service, complimentary cocktail,

breakfast room and cafe

Orlando Destito, Owner &Operator

1908

.Wingate by Wyndham90 Dart CircleRome, NY 13441(315) 334-4244/wingatehotels.com

(800) 993-7232 76—9

2—

1,000

free hot continental breakfast, business center,free high-speed Internet, free copy of USA

Today, in room microwave and refridgerator

Jessica Coleman, GeneralManager

Valerie Cannistra, AssistantGeneral Manager

2008

16.Holiday Inn Express & Suites Utica23 Wells Ave.Utica, NY 13502(315) 724-2726/hiexpress.com/uticany

1-800-465-4329 75—15

1—336

hot breakfast served daily, indoor pool, fitnesscenter, computer center, pillow menu

Lee M. Arthur, GeneralManager

2012

17.Herkimer Motel & Suites100 Marginal RoadHerkimer, NY 13350(315) 866-0490/herkimermotel.com

(877) 656-6835 60—14

0—0

free wireless Internet, continental breakfast,guest laundry available, microwave, fridge,

iron, ironing boards, hairdryers, extended cable& HBO

Crist J. Brown, President/Owner

Paul Brown, General Manager

1962

18.Knights Inn Little Falls20 Albany St.Little Falls, NY 13365(315) 823-4954/knightsinnlittlefalls.com

(866) 631-4470 56—0

2—

2,856

high-speed Internet, Wi-Fi, laundry service,irons, coffee makers, hairdryers

Mary K. LaBreche, GeneralManager

1980

19.The Colgate InnOne Payne St.Hamilton, NY 13346(315) 824-2300/colgateinn.com

- 40—6

3—

2,839

wireless Internet, hairdryers, irons, desk,complimentary coffee in lobby, dining room

Ben Eberhardt, GeneralManager

1925

20.Big Moose Inn1510 Big Moose RoadEagle Bay, NY 13331(315) 357-2042/bigmooseinn.com

(888) 9- BIGMOOSE

16—0

0—0

complimentary continental breakfast, free Wi-Fi, complimentary use of canoes, kayaks and

paddleboat (weather permitting), in-roomKeurig coffee maker

Susan Marie Mayer, Owner 1903

8 • The Mohawk Valley Business Journal May 23, 2014

Tug Hill Tomorrow Land Trust

1 Thompson ParkWatertown, NY 13601

Phone: (315) 779-8240www.tughilltomorrowlandtrust.org

KEY STAFFExecutive Director Linda M. GarrettExecutive Director’s compensation (from 2013 990 IRS form) $54,500Land Protection Manager Richard JohnstonProgram & Outreach Coordinator Fawn Heins

BOARD OF DIRECTORS OFFICERSCHAIR

Robert R. Quinn ESF College FoundationVICE CHAIR

George Bibbins, Jr. Black River RenewablesTREASURER

Robert K. Keller, Jr. retired Social Security AdministrationSECRETARY

Cary Fassler retired Veterans Administration Nurse

BOARD MEMBERSGeorge Bibbins, Jr. Black River RenewablesNatalie Bogdanowicz Transitional Living Services of NNYCary Fassler retired nurseRichard Hill retired General ElectricCarol Hutchinson substitute teacherRobert K. Keller retired Social Security AdministrationChristopher Kelly retired Jay-K Independent Lumber CorporationDave Kohr retired, Syracuse UniversityAlix Krueger farmerRobert McNamara artist and environmental interpreterPaul Miller retired Madison County administratorRobert R. Quinn ESF College FoundationJanet Thompson farmerDave Zembiec Jefferson County Industrial Development Agency

MISSIONTug Hill Tomorrow Land Trust (THTLT) says it protects Tug Hill’s working farm and forest lands, its wild lands, and its natural and cultural heritage for the benefit of present and future generations.

PROGRAMS & SERVICESLand Protection: THTLT has worked with private landowners to protect and preserve many natural areas in the Tug Hill region. To date, more than 15,000 acres of Tug Hill’s forest, farm, recreation, and wild lands have been protected. Over the past five years, THTLT has been partner-ing with Fort Drum on the Army Compatible Use Buffer (ACUB) Program. In general, the ACUB Program supports the Army’s mission to fight and win the nation’s wars. Winning wars requires a trained and ready force; trained and ready soldiers require land for maneuvers, live fire, testing, and other operations. ACUB establishes buffer areas around the Army in-stallation to limit effects of encroachment and maximize land inside the installation that can be used to support Fort Drum’s mission.

EDUCATIONTHTLT has also pursued its mission to provide outdoor experiences and educational opportunities to residents and visitors of the region. It has a diverse schedule of field trips throughout the year, several spe-cial events, as well as a field guide specifically for Tug Hill, entitled Tug Hill: A Four Season Guide to the Natural Side, and the Tug Hill calendar.

BY NICOLE COLLINSJOURNAL STAFF

WATERTOWN — Although most known for its more than 200 inches of snowfall per year on average, the Tug Hill region encompasses 2,100 square miles of legis-latively designated land and is recognized for the natural resources that help shape its economy.

The Tug Hill Tomorrow Land Trust (THTLT) is a regional nonprofit that works to protect Tug Hills’ farm and forest land — from Lake Ontario to the Adirondacks — while increasing awareness and appre-ciation of the region’s natural resources.

“We try to foster an appreciation of what the Tug Hill region is all about. We have such a great resource here, right in our backyards, and a lot of people don’t know about it,” says Linda Garrett, ex-ecutive director of the Tug Hill Tomorrow Land Trust.

To fulfill the education element of its mission, the nonprofit offers field trips for people to experience new places and rec-reational activities. It also provides educa-tional programs for children to help them get excited about being outdoors.

THTLT’s primary tool for protecting land is a conservation easement, which is a voluntary legal agreement between the landowner and the private land trust that restricts certain activities on a given parcel of land. Once filed, present and fu-ture owners of the property are bound by the restrictions of the easement. The land trust is then legally bound to monitor and enforce the terms of the easement.

Because of the responsibility the land trust has to enforce easements, Robert Quinn, chair of THLT’s board of directors, says the board has final approval on which easement projects to pursue.

An easement costs an average of $5,000. Landowners are asked to help cover the costs, but THTLT also seeks additional funding.

In 2013, THTLT completed 14 projects covering 6,553 acres. Currently, the orga-nization monitors 86 easements and owns one 144-acre property.

The nonprofit reached a benchmark of 15,000 protected acres in February when it completed the 200-acre Weibel Farm ease-ment in the town of Lee in Oneida County.

Fort Drum areaFor the past five years, THTLT has also

collaborated with Fort Drum and Ducks Unlimited on the Army Compatible Use Buffer Program (ACUB). This program establishes buffer areas of farmland and natural lands around Fort Drum to limit the effects of encroachment. As a result, the army is able to maintain and enhance training, THTLT and Ducks Unlimited protect the open space and wildlife, and the landowners are paid not to develop their land.

“It’s a win, win, win situation,” Garrett contends.

To date, ACUB has worked with 20 landowners to protect more than 4,697 acres of land, primarily on the west and

south side of the Fort Drum military base.

In 2011, THTLT became nationally ac-credited by the Land Trust Accreditation Commission, an independent program of the Land Trust Alliance. Garrett says being accredited “gives us more credibil-ity” and shows the community the non-profit is managed well and is protecting the region’s resources.

National standards require the land trust to maintain a pooled fund for stew-ardship and legal-defense responsibili-ties. Currently, THTLT’s monitoring and legal-defense fund exceeds $500,000. It is recommended that each easement have $1,500 for stewardship and $3,500 for de-fense. Research shows that a single court case in defense of an easement costs an average of $40,000.

THTLT also insures its easements through Terrafirma, a charitable risk pool formed by the Land Trust Alliance to help land trusts defend its conserved lands from legal challenges.

THTLT reported revenue of $1.33 mil-lion in its 2013 fiscal year, although a substantial portion of it involves noncash contributions dedicated to the easements and stewardship and defense funds. Garrett says the nonprofit generates about $300,000 in cash revenue that goes to-wards expenses and program services.

Tug Hill economyNearly two-thirds of the region is for-

estland, which contributes significantly to the economy through timber harvesting, wood and paper manufacturing, recre-ation, and maple-sugar production, accord-ing to the Tug Hill Commission. With its 700 active dairy farms and 350 non-dairy farms, the region’s agricultural industry is a key economic driver. Farms also sup-port agriculture-related businesses, such as feed stores, dairy-product manufactur-ers, farm-equipment dealers, and veteri-nary clinics.

To sell its annual calendar, THTLT teams up with local businesses. The calen-dar has helped “bring new business to the local shops,” says Garrett.

Compiled from photos of the region submitted by locals, Garrett says the cal-endar is a “huge success” for the non-profit’s fundraising efforts.

In April, THTLT received three grants, totaling $44,000, from the Conservation Partnership Program, which awarded a total of $1.4 million to 50 nonprofit land trusts across New York state. The grants, funded through the Environmental Protection Fund and administered by the New York Department of Environmental Conservation, will support projects to pro-tect farmland, enhance public access and recreational opportunities, and conserve open space.

Garrett says part of one grant will go toward hiring a contract environmental educator for an outreach program at the wildlife sanctuary, located on Middle Road on the Rutland/Champion town line. The rest of that grant’s funds will cover updat-ing THTLT’s website to make it mobile

friendly and for a consultant to help the staff craft relevant messaging for their outgoing communications, such as social media and newsletters. The two other grants are reimbursements for two re-cently completed projects.

A 2012 study by the Trust for Public Land found that every $1 invested by New York state returns $7 in economic value in natural resource good and services, alone.

Leader of the packHailing from the town of Cohoes, north

of Albany, Garrett completed her bach-elor’s and master’s degrees at the SUNY College of Environmental Science and Forestry in Syracuse. She found her way to the North Country, when she accepted a position at the Tug Hill Commission in Watertown after college.

During her time at the Commission, she and Quinn, present board chair, helped the agency partner with local community members to create THTLT. Incorporated as an independent 501(c)(3) in 1991, the land trust did not have its own staff at first. The Tug Hill Commission’s staff operated the new nonprofit, with Garrett assigned to split her work between the Commission and the land trust.

Garrett left the Commission in 1995 when she married a soldier and moved to Alaska. While she was gone, two em-ployees at the Commission worked part time on the land trust. In Alaska, Garret worked for the Alaska Natural History Association and the Alaska Public Lands Information Center, and volunteered for the Interior Alaska Land Trust.

Garrett returned to Northern New York when her husband was stationed once again at Fort Drum. She volunteered at THTLT until 2002, when she applied for the executive-director position, the first paid staff position for the organization.

THTLT now has three full-time, paid staffers. Garrett says she hopes to bring on a fourth person sometime this year.

THTLT operates from a 600-square-foot office above the Discovery Center at the New York State Zoo at Thompson Park in Watertown, but Garrett says “the 2,100 square miles of the Tug Hill region is my office space.” q

Contact Collins at ncollins@tmvbj.com

Tug Hill Tomorrow Land Trust protects the region’s resources

FINANCIAL DATAFiscal year ending Dec. 31, 2013, from IRS 990 report

Revenue SourcesContributions and Grants $1,017,892Program Service Revenue $288,130Investment Income $12,927Other $11,274

Total Revenue $1,330,223

ExpendituresSalaries & Employee Benefits $168,187Other $926,119

Total Expenses $1,094,306Surplus for the Year $235,917

Tug Hill Tomorrow Land Trust factsn Founded: 1991n Full-Time Employees: 3n Volunteers: 35n Service Area: Tug Hill region and surrounding area (cover-ing Jefferson, Lewis, Oneida, and Oswego counties)

Profiling local

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