SBO 02-03-2009 ~ DAN.indd - Stamford Chamber of Commerce

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Southern Connecticut Newspapers, Inc.
BUSINESS OUTLOOK
FEBRUARY 3, 2009
In This Issue
Transportation
Infrastructure:
Best Investment For
Economic Stimulus
Funds
Economy Waits For
First Signs of Rebound
Internships Can
Help Fill Gap From
Lost Employees
New Environmental
Interdistrict
Magnet School Prepares
For Fall Opening
Ten Common Mistakes
Made in Sales
Members
Making News
EMPLOYMENT TRENDS
Welcome
New Members
A Marketing Publication From The Advocate
What’s Inside
4
Employment Trends
Stamford’s New Environmental Interdistrict Magnet School
The Green School for Global Citizens
5
Career Center Assists UConn Students
and Alumni Seek Employment
6
The Ten Most Common Mistakes Salespeople Make
7
Challenges & Opportunities Facing 50+ Job Seekers
8
Take a Look in the Mirror at Your Company and Yourself
The Elder Caregiving Journey
9
A Light Rail System in the City’s Future?
10
State and Regional Employment Outlook for 2009:
Recovery Unlikely Until 2010
The Economic Stimulus Package
Should Help Transportation Infrastructure
11
Hire an Intern: A Stamford Chamber of CommerceStamford Public School Partnership
12
Consider Using Noncompetition Agreements
To Protect Your Business
13
Members Making News
Welcome New Members
14
Renewing Members
The Stamford Business Outlook is a monthly publication of the Stamford Chamber
of Commerce. It is published in conjunction with the The Advocate Newspapers. This publication does
not represent the views of The Advocate Editorial department. To advertise, please call 964-2448.
2
STAMFORD BUSINESS OUTLOOK
John Condlin, President, Stamford Chamber of Commerce
Barbara Seiter, Vice President, Stamford Chamber of Commerce
Lisa Diggins, Advertising Director, The Advocate
Jim Reid, Retail Sales Manager, The Advocate
Marcia Groglio, Special Sections Supervisor, The Advocate
Shelley Lowell, Special Sections Designer
Geri Fortunato, Director of Membership, Stamford Chamber of Commerce
Employment Trends and Stamford’s Economy
For many years, Stamford has enjoyed a strong employment base due,
in large part, to the vigorous commercial growth. Stamford’s strong
support for business and its location to New York City has always
been the two key factors in its powerful economy and its job growth.
A year ago when other parts of the country began to experience a
slowdown in the economy and jobs were being lost, we felt that the
strength of Stamford’s economy would be sufficient to carry it through
any economic downturn without much interruption in the business
community. Unfortunately, this was not the case. We soon discovered
that Stamford would be a victim of the Wall Street chaotic debacle.
Regrettably, we saw our largest unemployment rate in probably 40 years. It nearly
doubled to 5.4%. And layoffs are still in the forecast.
A Message
from the
President
of the
Stamford Chamber
In these dismal economic times, it is easy to lose sight of the fact that Stamford is
still recognized nationally and internationally as a strong business center. Stamford
still has a very strong corporate presence with many smaller to mid-size companies.
Even though they are worried about the economy, the majority of these businesses are
doing well. This strong base will help Stamford to be a front runner as the economy
begins its turnaround. Also, 2009 will see the opening of RBS in their new building
downtown. This should allow Stamford to see some economic growth and some spin
off businesses that RBS will need for their local outsourcing. This could be a clear
indicator of the beginning of Stamford’s economic road to recovery.
There are several other indicators that will help ensure that Stamford will continue
to move forward and will experience economic growth shortly. Look no further than
Stamford’s South End. The Harbor Point development plans are still on target with
the construction that will revitalize one of Stamford’s major neighborhoods. New
office buildings have taken shape with steel and glass and the residential buildings
are coming out of the ground. The land use boards are in the process of reviewing
and, hopefully, approving the new super market for the old Yale and Town site.
This project has now become a very important icon for job growth and Stamford’s
growing economy.
Stamford has many of the right ingredients that could lead to a good economic
rebound, which will in turn provide job growth. We would like to say that Stamford’s
economy will turn around quickly and it will be back to the lowest unemployment
rate in the Connecticut and the United States. No one really knows if that is going to
be the case. But with a little bit of good news from Wall Street, 2009 could be the
year of the recovery for Stamford.
John P. Condlin
President and CEO
Stamford Chamber of Commerce
3
Employment Trends
Joseph M. Carbone, President & CEO, The WorkPlace, Inc.
M o s t
p e o p l e
today know
someone
who is currently unemployed.
The news is
filled with
“gloom and
doom,” but
Joseph M. Carbone
the situation
is increasingly personal. This represents a shift from just six months ago,
when Southwest Connecticut was
enjoying growth in economic activity, job opportunities were increasing
in most sectors, and employers were
concerned about the difficulty of finding skilled workers.
For Southwest Connecticut, the
20 towns in coastal Fairfield County
and the Valley which The WorkPlace,
Inc. serves as the region’s Workforce
Investment Board, unemployment has
been climbing since June and was at
6.2% in November 2008, up from
4.5% a year earlier. This means that
more than 25,000 people are out
of work, and thousands more have
dropped out of the labor force out of
discouragement.
In Stamford, unemployment
climbed from 3.5% in April 2008 to
5.4% in November.
Based on Connecticut Department
of Labor data, the primary losses in
employment to date are in Retail Trade,
Professional & Business Services,
Wholesale Trade, and Construction.
Financial Activities show slight
declines, a significant shift from the
growth of recent years. On the plus
side, Health Care employment continues to rise, as does State & Local
Government employment.
We are among the many organizations watching the economic indica-
tors and forecasts closely. Our sense
is that our region will experience
continued contraction based on the
regrouping of financial activities and
continued softness of demand. The
duration will depend at least in part
on the impact of the proposed stimulus package.
At our CTWorks Career Centers,
located in Stamford, Norwalk, Derby,
and Bridgeport, registered participants
are up 31% over last year as people
seek assistance in finding jobs and
obtaining training to update their skills
and become certified for in-demand
occupations. These services are available to all legal residents. CTWorks
also helps employers remain competitive through incumbent worker
training assistance, tax incentives, and
recruitment services.
We are expanding our capacity to
ensure quality service in response to
the increased demand. We recently
added a Community Resource Center
in our Bridgeport CTWorks center
which makes it easy to get informa-
tion on services available in Southwest
Connecticut to help sustain families,
through a network of community
partners who cross-refer and respond
to needs in the areas of food, shelter,
finances, health care, education, and
transportation (and made possible
through the generosity of United Way
of Coastal Fairfield County).
We continue to believe that
Southwest Connecticut is the land of
opportunity. Our collective response
to this business cycle and to the restructuring which is underway should
be to re-double our efforts at talent
development – to focus on providing our children and youth with the
education and development they will
need to thrive in a fiercely competitive
global market – and to re-direct our
economy into new areas of growth
and quickly establish ourselves as a
leading regional force.
Please feel free to contact me for
more information or to share your
thoughts at 203-610-8500.
Stamford’s New Environmental Interdistrict Magnet School
The Green School for Global Citizens
Jane Harwood, Cooperative Educational Services
4
The new Environmental Magnet
School on Blachley Road opens in
September of 2009! For the ’09 – ’10
year, students currently in grades 1 –
5 at the International School at Rogers
Magnet will be moving to the new
school. Incoming kindergarteners and
grade one students as well as students
living in districts outside of Stamford
in lower Fairfield County may attend
as part of the application and lottery
selection process.
Designed by Tai Soo Kim Partners
Architects, the brand new “green”
school building features a wind turbine for educational purposes and a
roof planted with grass and plants.
The green roof provides natural protection from heat and cold due to the
layers of soil and vegetation.
The curriculum of the new
Environmental Magnet School integrates the International Baccalaureate
(IB) Program philosophy with envi- conducting meaningful research and
investigations.
ronmental
The school’s
studies.
IB
curriculum
aims to develalso includes
op inquiring,
Spanish lanknowledgeguage instrucable and cartion begining
young
ning
in
people who
Kindergarten
help to create
through grade
a better and
six.
more peaceful
The school
world through
will open in
intercultural
2009 as an
understanding
interdistrict Kand respect.
6 school, and
The IB philoswill add grade
ophy and the
seven in 2010
environmenand
grade
tal curriculum
Inquiring risk-takers
eight in 2011,
blend as students read, write and apply scientific to become a K-8 school. To accomand mathematical procedures while modate families in Stamford and in
districts throughout lower Fairfield
County, the Environmental Magnet
School offers before and after school
enrichment programs from six a.m.
to six p.m.
The deadline for application
submission is Monday, March 2.
Admission is based on a lottery selection process.
For more information, all interested families may contact Cathy
Cummings, Principal of International
School at Rogers Magnet, at (203)
977-4560 or by email at ccummings@
ci.stamford.ct.us for an application
and registration packet.
There will be Parent Orientation
Meetings at the International School at
Rogers Magnet, 83 Lockwood Avenue
in Stamford, on Tuesday, February 3 at
9:30 AM and on Thursday, February 5
at 7 PM. All applications are due no
later than Monday, March 2 at 4 PM.
Career Center Assists UConn Students
and Alumni Seek Employment
Doctor Michael Ego, UConn, Stamford
In the current economic times
that we live, college students who
are planning to graduate this May
will face challenges in starting their
respective careers. After spending
countless hours in the classroom,
laboratories and study sessions, the
graduates are anxious to begin earning a living in the “real world.”
The UConn Stamford Campus
Career Center is a full-service student support system that provides
all current students an opportunity
to prepare to enter the workforce.
All matriculating undergraduate students are provided career counseling (individual and group), career
assessment, resume and cover letter
preparation and critique, interview
preparation, mock interviews (taped
by appointment), counseling for
graduate school exploration, internet
training for job searches, and intern- are searching to hire college graduates are able to post job openings
ship placement.
The Career Center also provides online at the UConn Stamford Career
Center webUConn undergradsite, to utilize
uate and gradumonstertrak.
ate students, and
com link to
alumni, access to
UConn stuthe Job Posting
dents, parBulletin
Board
ticipate as a
and Job Posting
recruiter at the
Resource Books,
Career Fairs
Career Workshops,
in April and
Sophomore Career
N o v e m b e r,
Symposium,
and to creOnline job postate specialings on monsterized recruittrak.com
and
ment days at
HuskyCareerLink,
the Employer
and Career Fairs
Open House
each April and
where a busiNovember.
Doctor Michael Ego
ness or comEmployers who
pany can promote their organization
in the campus concourse.
Upcoming events hosted by the
UConn Stamford Campus Career
Center include Career Panel and
Symposium with a Focus on Science,
which will be held on Thursday,
February 19, from 3:30 to 5:00 p.m.
in the GE Global Classroom.
The Career Fair will host 50
employers from throughout Fairfield
County who will be recruiting UConn
students and alumni for position
openings. The event will be held on
Thursday, April 2, from 4:00 to 6:00
p.m., in the campus concourse.
For additional information about
the UConn Stamford Campus Career
Center services and events, please
contact Halina Hollyway or Celeste
Baran at 251-9549.
Textile
Specialist
Si n c e 1 9 6 3
Utilize the Skills, Energy and
Experience That Has Given Us
Our Outstanding Reputation
203.847.8000
Tr i p l e S C l e a n . c o m
5
The Ten Most Common Mistakes Salespeople Make
Gene D’Agostino, Sandler Training/Tem Associates Inc.
consultants were held accountable
for their solutions, as doctors are for
their prescriptions, then they would
be forced to examine the problem
thoroughly before proposing a cure
at the risk of malpractice. The consultant must ask questions up front
to insure a complete understanding
of the prospect’s perspective.
3
Gene D’Agostino
Over the years, I have observed
the mistakes many people make in
selling their product or services.
Although the actual approaches may
vary, there are many common pitfalls
that trap them. Among the most
common are:
1
They talk instead of LISTEN. Too
many people monopolize the time
they have in front of a prospective
client with their talk, only allowing
the prospect to listen (whether or not
it’s interesting). For every hour they
actually spend in front of a prospect,
they spend five minutes selling their
service and fifty-five minutes buying
it back. Result: no business, canceled
order, or “Think it over”. The 80-20
Rule (80% of your business comes
from 20% of your clients) applies to
selling also. The goal should be to get
the prospect to do 80% of the talking,
allowing the consultant to participate
only 20% of the time.
6
2
They presume instead of ASKING
QUESTIONS. Consultants seem to
have all the solutions. In fact, most
companies are no longer in the business of selling services, but instead
are now in the business of providing
solutions. The only thing wrong with
this is that too many consultants try
to tell the prospect the solution before
they even understand the problem. If
They ANSWER UNASKED
QUESTIONS. When a client makes
a statement such as “Your fee is too
high,” consultants go automatically
into a defensive mode. Often they
begin a speech on quality of service
or value. Sometimes they respond
with a concession or a price reduction. If a client can get a discount
by merely making a statement, then
maybe he shouldn’t buy yet until he
tries something more powerful to get
even a better price. “Your fee is too
high” is not a question! It does not
require an answer.
4
They fail to get the prospect to
REVEAL BUDGET up front. How
can the consultant possibly propose
a solution without knowing the prospect’s priority on a problem? Knowing
whether there is money planned for
a project will help the consultant
to distinguish between the prospect
who is ready to solve a problem and
one who may not be serious about it.
The amount of money that the prospect sees investing to solve a problem
will help to determine whether a
solution is feasible, and if so, what
approach will match the prospect’s
ability to pay.
5
They make TOO MANY
FOLLOW-UP CALLS when the sale
is actually dead. Whether it is a stubborn attitude to turn every prospect
into a client or ignorance of the fact
that the sale is truly dead, too much
time is spent on chasing accounts
that don’t qualify for a service. This
should have been detected far earlier
in the process.
6
They fail to get a COMMITMENT
TO DO BUSINESS before making
a Presentation. Consultants are too
willing to jump at the opportunity
to show their service. They miss
their true goal in making a sale and
become educators, often to merely
teach their prospects enough to help
them buy from a competitor.
ending the sales interview with the
ever-so- prevalent “Think it over”
line. The consultant accepts this
indecision, and even sympathizes
with the prospect. It’s easier to bring
back the message to a manager that
the prospect may buy in the future,
rather than saying this prospect is
not a candidate for the service. After
all, wasn’t it the consultant’s responsibility to go out and get prospects
to say “yes”? Getting the prospect to
say “no” can also produce feelings of
personal rejection or failure.
9
When a client
makes a statement
such as “Your fee
is too high,”
consultants go
automatically
into a
defensive mode.
7
They chat about everything and
AVOID STARTING the sales call.
Building rapport is necessary and
desirable, but all too often the small
talk doesn’t end and the sale doesn’t
begin. Unfortunately, the prospect
usually recognizes this before the
consultant. The result is the consultant is back on the street wondering how he or she did with that
prospect.
8
They prefer Maybe instead of getting to NO. Prospects are constantly
They see themselves as BEGGARS
instead of DOCTORS. Consultants
don’t view their time with a prospect
as being spent conducting an interview to see if the prospect qualifies to
do business with their company. All
too often a prospect really remains a
suspect and never gets to the more
qualified level of prospect, or client.
Consultants often find themselves
hoping, wishing, and even begging
for the opportunity to “just show
their stuff” and then maybe a sale will
be made. This is unlike the physician
who examines the patient thoroughly
before making a recommendation.
A doctor uses various instruments
to conduct an examination of the
patient. The consultant should view
questions as the equivalent to the
doctor’s instruments, and conduct his
or her examination of the prospect.
10
They work without a SYSTEMATIC
APPROACH to selling. Consultants
find themselves ad-libbing or “going
with the flow” to make the sale. They
allow the prospect to control the selling process. Consultants often leave
the sales call without knowing where
they are because they don’t know
where they’ve been, and what is the
next step necessary for them. The
need to follow a specific sequence
and control the steps through this
process is vital to the organized, professional consultant’s success.
Challenges & Opportunities Facing 50+ Job Seekers
David Mezzapelle, JobsOver50.com - The Source for Hiring Baby Boomers & Retirees a GoliathJobs Company
There has been much buzz surrounding the explosive growth of the
Baby Boomer & Retiree segments of
our population. Today, when combining the state of the economy with
this population shift, the topic of
employment is certainly the most
popular. To get a feel for the impact,
here are some powerful statistics:
• The 50+ demographic will grow
by 49.1% for the next few years, 5
times the growth rate of the rest of the
US workforce.
• From 2004 - 2010 workers aged
35 - 44 will decline by 19%, workers aged
45 - 54 will increase by 21% and workers
aged 55 - 64 will increase by 52%.
• Boomer spending is projected
to increase $800 billion to over $4.6
trillion by 2015.
• Boomers are the highest earners,
best educated & largest home ownership group of any generation to-date.
Boomers (people born between
1946 - 1964 control the lion’s share of
So what opportunities exist
the population and will do so for the
next 30+ years. They are a major driver and where? Companies that embrace
of our economy. They also have needs the talent & experience of our 50+
including retirement. However, after population will win in the competitive
completing extensive market research global marketplace. They are finally
it became clear to us that today’s 50+ realizing that their longevity is contingent on understandpopulation wants to contining these trends. As a
ue working past retirement.
result, companies are
Advancements in healthcare
starting to develop proas well as improved nutrigrams to hire & retain
tion & exercise are allow50+ workers. This is
ing people to work past
easy to do because
65. Most cite the need for
50+ workers bring a
income (84%), boredom
lot to the table. They
avoidance (78%) and health
are loyal, possess sigcoverage (56%) as the reanificant interpersonal
sons to continue working.
David
Mezzapelle
skills and are flexible
The good news is that
working past retirement, even 2- in terms of schedules, benefits & pay.
3 years, can result in a dramatic They are also tech savvy; In 1990 the
improvement to a 401(k) balance, desk of every 40-year old worker had
higher Social Security benefits and a PC. Those same workers are now 59
less dependency on savings. Plus, the with 19 years of computer experience
ability to continue exercising the mind and have been online since the advent
of the web.
can actually extend one’s life.
50+ job seekers can turn to head hunters, staffing agencies and even classifieds.
Online services such as JobsOver50.com
and AARP do a great job as well.
Another powerful resource for job
seekers is their Alma Mater. Schools
& alumni associations across all education levels are starting to pay close
attention to the employment needs of
50+ alumni. These are great venues for
job seekers to go for job search as well
as up-to-date advice and best practices. Many schools even offer “lifetime
career services” in their mission statements. Thanks to the proliferation of
social & professional networks and
web-based alumni associations, more
& more alumni are connected to their
schools daily. These networks are also
the perfect place for employers to post
their jobs into a sea of talent.
There are certainly challenges facing 50+ job seekers today. However,
their mass, experience & talent yields
an opportunity to drive the US workforce to new heights. We will see a significant economic recovery as employers embrace this growing trend.
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7
Take a Look in the Mirror at Your Company and Yourself
Mitch Tublin, Leadership Management Institute
In times of economic hardship, a
confused marketplace and the largest companies known disintegrating
before our eyes, one has to wonder
what this all means and how do we
react? Take a step or two back and
consider if this is not an opportunity to re-invent your company? Ask
yourself if there are business areas
available to your company where
you would never have gone before,
yet, these are now available as larger
companies have retrenched? Conduct
a fresh review of your competition.
Are they all still in business and what
are they working on? Are they pulling
back? Does this present opportunity
for your business? Are you satisfied
with your mix of employees and
your depth of knowledge within your
organization?
There is high quality, highly educated, available potential employees
in the marketplace. Many of these
people are disillusioned with their
former career and ready to take on a
new challenge and direction. Some
of these people have been out of
work for a period of time and may
be available for work at a price you
lines and the abilare now able to afford
ity to have regular
compared to three to
feedback on their
five years ago for their
progress?
quality, education and
Employee
experience level. The
- Anyone, at
right hire today might
any level, at any
become a defining
company, needs
moment for your busito really look at
ness in a short period
themselves and
of time.
their work life
Employer - It is
and ask themtime to re-think your
selves these quescompany
strategy,
tions: “What am
direction and goals.
I doing?” “What
Your top group of
can I do better?”
leaders, and managers
Mitch Tublin
“Do I need to
should all be involved
in this process. Seek out where there learn some new skills?” “Do I need to
may be holes to fill or weaknesses. be a better worker, manager, or leadWhat makes working in this com- er?” An employee who is productive
pany special? Do you promote a team now may be a substandard worker
environment and is this passed along in a few years or even months unless
through your leadership team to all of regular and continuous learning takes
place. This is true for people at every
your employees?
Do you have a clearly stated mis- level of an organization. There are
sion, vision and long term goals state- three key areas where employees
ment for everyone in the Company to should concentrate their efforts to
see every day? Do you have an insti- remain valuable to an organization:
tuted process for every employee to knowledge and information, skills
know their clearly defined goals, time- and behavior goals, attitudes and
motivation.
Bringing It All Together
Organizations spend enormous
sums of money on teaching new
information and upgrading skills
through training for their employees.
Unfortunately, many organizations
neglect the most important area of
personal growth – the goals, attitudes,
and motivational factors of team members. People may have access to unlimited amounts of information, they
may have received training in every
conceivable skill, but if their goals are
faulty or unclear, if their attitudes are
negative or unproductive, or if their
motivation is lacking, the huge investment of time, energy, and money will
be for nothing. Information and skills
are only the tip of the iceberg. Just like
an iceberg, as much as 90 percent of
a person’s potential lies beneath the
surface, hidden from view. Ultimately,
a person’s success is determined by
their focus on clearly defined goals, an
enthusiastic attitude, and compelling
motivation. A person who has these
qualities will always find the information and develop the skills necessary
to succeed.
to discuss the topic of aging. This process
needs to focus on the elder’s hopes and
desires, short and long term goals, and their
abilities and needs; while at the same time
establishing a spectrum of resources that
will address the elder’s evolving needs.
It is important to take a pro-active
approach to map out a clear and effective “Advance Care Plan”. This process
will help to avoid unnecessary stress and
financial concerns down the road. If an
elder doesn’t act now to develop a plan,
future events may require a loved one to
step in to make decisions, usually without
the benefit of the elder’s input.
Geriatric Care Managers (GCMs) are
professionals who specialize in helping
elders and their families. They offer a
range of services, including crisis intervention, counseling, care management,
housing management, guardianship,
money management, advocacy, referrals and advice. Typically, GCMs do not
provide the hands
on care, but help
in arranging and
coordinating care
- and monitoring
a care plan once
it’s been implemented. For information on GCMs
Linda Ziac
visit the National
Association of Professional Geriatric Care
Managers website at http://www.caremanager.org
The Stamford Chamber of Commerce
is sponsoring a Brown Bag seminar on
February 17, 2009 entitled “The Elder
Caregiving Journey”. This seminar will
focus on components of an Advance Care
Plan such as determining the elder’s abilities and needs, questions to ask, where
to locate services, care plans, important
legal documents, and support for the
elders and caregivers.
The Elder Caregiving Journey
Linda Ziac, The Caregiver Resource Center
8
The Department of Labor estimates
that 30% of the workforce is caring for
an aging parent or relative. These working caregivers are paying a heavy price
as they struggle to balance their personal
and work responsibilities. By 2011, it is
expected that this caregiver workforce
figure will jump to 54%, when 5 million
baby boomers turn 65.
Eldercare is an evolving challenge for
employees and organizations alike.
For most employees, it’s not a question of if they will receive a call about
mom being diagnosed with Dementia or
dad breaking a hip. It’s really a question of
when the call will come.
All too often, an individual finds themselves in the midst of a crisis, following
an elder being involved in an accident,
or experiencing a sudden illness. These
individuals feel unprepared to respond,
because they often lack basic knowledge
regarding the elder’s medical history, medications, insurance coverage, financial matters, or what the elder’s wishes would be
in the given situation. In addition, they
don’t fully understand what the issues are,
where to turn for help, or even what kinds
of questions to ask.
Corporate America is paying a high
price as their employees struggle to care for
their aging relatives as reflected in absenteeism, workday interruptions, eldercare
crises, and work schedule adjustments.
According to a MetLife Survey, the aggregate costs of caregiving to U.S. businesses,
is estimated at over $29 billion per year.
To ensure the highest quality of life for
the longest time possible, it is crucial that
elders and their loved ones begin a dialogue
A Light Rail System
in the City’s Future?
Josh Lecar, Transportation Planner, City of Stamford
costs $800,000.
A basic route along Atlantic Street,
Summer Street and Bedford Street has
been outlined for analysis. The viability of this route is enhanced by the
upcoming widening of the Atlantic
Street underpass and the potential for
platform extension at the railroad station to facilitate access from the east.
With a long range vision of light rail
transit being analyzed during the coming fiscal year, funding opportunities
can be identified and each segment of
the Atlantic Street/Bedford Street right
of way can be coordinated with future
plans in the development of the South
End, downtown and Bull’s Head areas.
Significant benefits from this
system will be:
• Catalyzing Transit Oriented
Development both in the traditional
downtown core and in surrounding areas
in the South End and Bull’s Head center;
• Expanding customer base and
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9
Over the past 30 years, the City of ments from each system:
• Area Served
Stamford has become a vibrant region• Goals of the project
al economic and employment center.
• Vehicles and fleet size
Its success is mirrored in the growth
• Economic impacts
of the Stamford Transportation Center
associated with the system
(STC) as a regional transportation hub
• Alignment and routing
through with more than 11,000 daily
• Financing and funding
commuters. With this growth come a
mechanisms used
number of challenges to improve and
Light Rail Transit (LRT) vehicles typexpand transportation access both to
the downtown and to the surrounding ically transport high volumes of passenurban core. What is needed is a way gers between suburban locations and
to tie together the various elements of urban centers. Modern LRT vehicles
Stamford’s downtown core, foster new in North America have largely been
economic development and reinforce implemented as a system using gradethe connection between the office core separated rights-of-way outside of the
of downtown centered on Landmark urban core, and often using transit malls
Square, the retail hub at Bull’s Head and or exclusive lanes in city centers. LRT
new development node at the inter- systems tend to have stations spaced
a mile or more apart
section of Washington
to facilitate extensive
Boulevard and Atlantic
sections of relatively
Street in the South End.
high speed running (50
BeginninginSeptember
m.p.h.), and the sta2008, the City has engaged
tions often have parkin a feasibility study to
and-ride lots and bus
determine if a light rail
transfer facilities.
transit system or an urban
A streetcar is a
streetcar can be used as a
form of light rail vehimeans of addressing these
cle, usually a slightly
key challenges, with parsmaller vehicle than
ticular emphasis on
Josh Lecar
the vehicles used for
improving downtown
transit circulation and mobility. The first most North American LRT services,
step of this effort has been to define and which generally operate within
what light rail transit systems consist of the street right-of-way in single car
and how are they relevant to Stamford units. Streetcars can operate in both
and to look at how a number of peer mixed traffic and reserved rights-ofcities have successfully implemented a way. Station stops are typically more
light rail transit system in their down- frequent than with LRT vehicles, usutown areas. This first task is scheduled ally only a few city blocks apart.
LRT and streetcars are both fixedfor presentation in January 2009. The
purpose of the comparison is to provide route systems, requiring the construca set of benchmarks, specifications, and tion of tracks, overhead power supply
lessons learned that will assist Stamford and a storage yard. Clearly, these attriin this important planning and decision butes require a higher capital investment than buses. LRT tends to promaking process.
A growing number of cities across vide higher reliability and faster travel
the U.S. have introduced light rail tran- speeds, especially in areas where LRT
sit (LRT) over the past 15-20 years as is grade-separated. LRT also accoma means of improving mobility in the modates a higher maximum passenger
urban core and bolstering economic capacity than a bus, making it potendevelopment within a transit-oriented tially more cost-effective per mile on
corridor. Highlights of this comparison heavily traveled routes. Furthermore,
include identifying the following ele- since LRT is electrically-powered, it is
a cleaner technology at the point of use
that has fewer negative air and noise
pollution impacts than buses within
the urban area.
Streetcars tend to operate at slightly
slower speeds and have lower passenger capacity than standard light
rail vehicles. Heritage streetcars can
be either replicas of vintage designs
or rebuilt and modernized original
streetcars from the early 20th century.
Both the Little Rock and Tampa systems use replicas of historic streetcars.
Historic and replica streetcars generally
have capacity similar to a standard bus
(60-65 passengers). A typical modern
streetcar costs between $2.7 to $3 million, while a heritage streetcar costs
$700,000 to $1.5 million.
By way of comparison, buses represent the most common and one of the
most flexible types of public transportation. Local bus stops are as frequent
as every one to two blocks or every
one-eighth mile. Express or limited
bus service is characterized by fewer
stops and higher average speeds. A
standard bus typically costs $400,000
- 500,000, while an articulated bus
State and Regional Employment Outlook for 2009:
Recovery Unlikely Until 2010
Peter Gioia, Vice president and economist, Connecticut Business & Industry Association
It
should
be no surprise
that the economic outlook
for Connecticut
and
Fairfield
County is grim.
Data released in
December by
the Connecticut
Peter Gioia
Department of
Labor (DOL) confirms that the economic
slowdown has worsened, and job losses
are rising. The New England Economic
Partnership and Moody’s Economy.com
both expect Connecticut to lose 60,000
to 80,000 jobs in the next 18 months,
and they don’t foresee improvements
until mid-2010.
During the “Great Recession,” which
started in 1989 and lasted five years, the
state lost 160,000 jobs, and in the last
recession (2001–2003), 60,000 were lost.
Job losses for November 2008 totaled
5,100, and the DOL’s statewide report
shows a net loss of 10,500 jobs since
November 2007. By March, when the
2008 figures are revised, experts believe
the reports will show that Connecticut
lost 15,000 jobs statewide last year.
2009 outlook The outlook for
employment in the state isn’t much
better. Estimates are that job losses will
increase compared with last year’s figures. Overall, experts predict the state
will lose around 40,000 or more jobs,
but things may pick up—if only a
bit—in the second half of the year. Areas
of strength and possible job growth will
be limited to those industries associated with defense, education, and health
services. Some export-based industries
and counter-cyclical services, such as
outplacement services, may have modest gains. All other areas are expected to
decline, and housing-related jobs, financial services (except community/regional banking), leisure and hospitality,
retail and nonexport/nondefense-related
manufacturing will be among the hardest hit. The outlook for constructionrelated jobs will depend on the speed
of any infrastructure-related stimulus
package from President Obama’s administration. The same goes for R&D and
production jobs associated with green
initiatives in the stimulus package from
Washington.
While the nation slipped into recession in early 2007, Connecticut, because
of its strengths, avoided that fate until
much later—closer to October 2008.
But according to economists, that doesn’t
mean the state will recover any earlier than the rest of the country. In fact,
while Connecticut’s economic growth is
expected to mirror the nation’s, many
economists believe that because of its
late entry, Connecticut will recover from
the recession much later than many
other states.
The fact that Connecticut’s housing
market is in much better shape than
in many other states may help speed
economic recovery in that sector in
2010. But states that continue to flounder, including Florida, Nevada, and
California, may not emerge from the
housing slump for several years.
Regions In late 2008, the BridgeportStamford labor market outperformed
the state’s overall, posting a -0.3% loss
versus -0.6% statewide. As of Nov. 2008,
the Bridgeport-Stamford area lost 1,200
net jobs or 11% of the total statewide.
That, however, is expected to change in
2009, when job losses in the BridgeportStamford labor market are expected
to mirror or slightly exceed statewide
figures. That’s because of the area’s prox-
imity and connection to New York City,
which is facing a much more severe
recession. New York City is expected
to lose more than 100,000 jobs in the
financial services sector alone. This loss
of buying power and economic activity
will continue to negatively impact the
Bridgeport-Stamford area.
The shining star right now is the
Greater Danbury area, which continues
to outperform the rest of the state in job
growth. With the exception of Hartford,
Greater Danbury is the only area in the
state that has seen job growth recently.
As of Nov. 2008, Danbury added 1,000
net new jobs and had job growth of 1.4
percent. The area’s mix of high tech,
defense, and export manufacturing and
its pharmaceutical industries has helped
it fare better than most of Connecticut.
Experts believe, however, that the
strength and pervasiveness of the recession will ultimately cause Danbury to
lose jobs this year.
Overall, the state’s economy will be
significantly weaker than it was in 2008.
Although recovery isn’t expected until
mid-2010, Connecticut will fare as well
as most other parts of the country and
will fare better than some states, including Ohio, Michigan, New York, Rhode
Island, California, Nevada, Arizona,
Georgia, and Florida—all of which,
experts predict, will remain in recession
well into or after 2010.
The Economic Stimulus Package Should Help Transportation Infrastructure
10
John P. Condlin, Stamford Chamber of Commerce
It is hard to pick up a newspaper
and not read about the stimulus package
that is being discussed in Washington
and how states are lining up, along
with municipalities, to take advantage
of this opportunity. The numbers have
now reached a trillion dollars. It sounds
somewhat like a lottery but, in truth,
stimulus programs do work and do help
jumpstart the economy.
The challenge is going to be to
choose economic stimulus projects that
do not end at the completion of the
construction. Rather, projects need to be
chosen that will have long-lasting positive impacts on the economy, such as
transportation improvements. Stamford
and Connecticut are in a perfect position to be leading examples for such a
positive “green” growth
program.
will follow.
This is a prime opporMunicipalities should
tunity for Connecticut to
also be requesting dolget its transportation infralars for economic growth
structure up to a standard
projects. I’m talking about
that will serve the needs
the ones that would never
of Connecticut. And I-95
happen without the help
should be the “poster-child”
of federal dollars. For
for these funds.
example, Stamford is
If ever there were a highconducting a study on
way crying out to be redeJohn P. Condlin
the potential of a light rail
signed and rebuilt, it’s I-95
in Connecticut. What better place for or trolley car system that would connect
Connecticut to invest federal dollars the renewed South End to the downbut in Fairfield County and the I-95 town and up to Bulls Head.
It would make great sense to take
corridor to the Rhode Island border.
The opportunity is strong to make the full advantage of federal dollars to
highway service the needs of a state and build such a system and expand it to
have it be an asset, not a liability. Good the Merritt Parkway with a commuter
parking lot that can be accessed from
Long Ridge and High Ridge Roads.
This design would accommodate both
residents and commuters alike.
Creating a light rail or trolley system
in Stamford would be a bold and exciting project. It could make Stamford a
national model for a city its size to be
recognized as a city on the move and
building for the future.
It is time to think outside the box.
If you look at what happens historically
as the country comes out of a recession,
fortunes are made by knowing when
to make the right move. Stamford is
in the right place to take advantage of
these federal dollars. Be bold and think
outside the box. Future generations will
thank you for it.
Hire an Intern: A Stamford Chamber of CommerceStamford Public School Partnership
Cheryl Poltrack, Stamford Public Schools
The Stamford Chamber of
Commerce and Stamford Public
Schools are in their ninth year of
partnership to provide structured onthe-job work activities that complement classroom learning through paid
after-school
and summer
internship
experiences.
Summer
2008 proved
to be very
successful
for students
enrolled in
the Academy of Finance Program
(AOF) at Westhill and Stamford High
Schools. With the support of area
businesses such as, All Financial,
ARI, Noble Group, Stamford Youth
Foundation, G. E. Money, GE
Capital, Odyssey Rehab, Sherwood &
Sherwood, and Strictly Accounting,
and UBS students were provided
opportunities that enhanced the educational experience beyond the classroom to the working world. Below are
frequently asked questions related to
the Stamford
P u b l i c
Schools
Internship
Program.
What is
an internship? An
internship is
a real-world
application of concepts and theories
that students have learned in the
classroom. It involves students working in a career field that is directly
related to their high school coursework or area of interest. Internships
occur either during a school
semester or over the summer.
What is the goal of the
Internship Program? The goal of
the Internship Program is to provide
valid and valuable work to student
interns that will:
• Increase their knowledge, skills
and abilities;
• Allow them an opportunity
to explore their career goals;
• Enhance their employability
skills through work-based
learning activities; and
• Establish and/or reinforce the
importance of complying with
work rules and exercising good
workplace habits.
Why hire an intern? Employers
are provided with an opportunity to
help shape the workforce of tomorrow and preview potential employees
for the future. They can create the
opportunity to teach, influence and
prepare future employees and business leaders for their careers.
What types of internships are
needed? Internships are needed in all
areas of business including finance,
travel, tourism, marketing, as well as
the following; information technology, agriculture & environmental science, engineering, culinary, fashion,
child care, and any other profession.
How long is a typical internship? Internships vary in length.
However, students enrolled in the
Academy of Finance are required to
complete a six-week internship during the summer to satisfy the requirements of their coursework.
How much do interns earn?
Interns earn any where from $8.50 an
hour or higher. The interns are paid
by the sponsoring company.
Who should I contact to register my company for the Internship
Program or obtain more information about the Stamford Public
Schools Internship? Contact
Cheryl Poltrack at 977-5271 or
[email protected]
Business Directory
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Consider Using Noncompetition Agreements to Protect Your Business
Barry J. Waters, Murtha Cullina, LLP
If you own your own business, there
are three legal concerns you should
have in the forefront of your mind to
protect your business assets and your
family: (1) How do I best provide for
my family in the event of my death?
(2) What is my succession plan so that
the business continues to thrive when I
am no longer interested in, or capable
of, working the way I do? (3) How do
I protect my business assets from competition from my own employees, who
may leave with valuable business information to go to an existing competitor
or to start up a competing business?
This article will briefly discuss the third
legal concern. We recommend that
you consult with your Murtha Cullina
attorney to discuss implementing or
modifying your particular approach to
dealing with this issue.
It is a common
misconception
among business
owners that
noncompetition
agreements are not
enforceable…
Connecticut courts
have been
scrutinizing
noncompetition
agreements for
over 125 years.
12
Noncompetition Agreements
Aren’t Enforceable, or Are They?
It is a common misconception
among business owners that noncompetition agreements are not enforceable. In fact, Connecticut courts
have been scrutinizing noncompetition agreements for over 125 years.
In 1879, the Connecticut Supreme
Court upheld a covenant in a buy-sell
agreement restricting the seller from
practicing dentistry within 10 miles
of Litchfield. Later, but still nearly
100 years ago, the Court balanced
“the necessity of preserving inviolable the agreements of men so far as
they be reasonable” with “maintaining
the freedom of individuals to pursue
their ordinary vocations” in favor of
an older physician who had engaged
a young physician under a contract
restricting the young physician from
locating an office in New Britain.
Little has changed in the last century. Our modern Connecticut Supreme
Court recognizes that “[b]y definition,
covenants by employees not to compete with their employers after termination of their employment restrain
trade in a free market.” Deming v.
Nationwide Mut. Ins. Co., 279 Conn.
745, 761 (2006). Therefore, they are
enforceable “only if their imposed
restraint is reasonable,” which requires
an assessment of competing interests.
Id. Massachusetts also follows this
“rule of reasonableness” in enforcing noncompetition agreements. See
Boulanger v. Dunkin’ Donuts, Inc.,
442 Mass. 635 (2004).
Types of Agreements
There are several types of employee
covenants:
1. A general covenant not to
compete with the former
employer for a fixed period.
2. A non-solicitation covenant
in which the employee
promises not to contact
customers or prospective
customers of the former
employer.
3. An “anti-piracy” covenant in
which the employee promises
for a fixed period not to
attempt to hire away the
former employer’s work force.
4. A confidentiality agreement
by which the employee
promises not to disclose secret
or proprietary information
belonging to the former
employer.
Restrictive covenants are frequently found in three types of contracts:
1. Contracts between an
employer and employee where
the employer is seeking to
protect against: (a) disclosure
of information that if disclosed
by a former employee would
cause the employer
disadvantage in the workplace,
i.e., its customer lists; and/or
(b) the loss of the employer’s
investment in the employee
that would occur if the
employee were allowed to
immediately take training and
knowledge acquired while
working for the employer to a
subsequent employer.
2. Contracts between a buyer
and a seller where the buyer of
a business is purchasing a
business and its goodwill.
3. Contracts between a business
and its vendor where the
business is seeking to prevent
the vendor from using
confidential or proprietary
information acquired during
the vendor relationship to
the competitive disadvantage
of the business.
Contracts between buyers and sellers of businesses have traditionally
been given greater latitude than those
between employers and employees
because goodwill is viewed as a legitimate, protectable interest purchased
by the buyer, for which the seller has
already received consideration. Such
agreements also benefit from the presumption of enforceability afforded
agreements between parties of equal
bargaining power.
While restrictive covenants contained in employment contracts have
not been afforded the same degree
of indulgence as those between buyers and sellers of a business, courts,
especially in Connecticut, will enforce
“reasonable” agreements. We have
recently handled a number of cases
in which courts either have enforced
the terms of such agreements or sug-
Barry J. Waters,
gested that they would enforce such
agreements should the matter go to
trial, which has allowed our firm
to achieve favorable settlements on
behalf of clients seeking to enforce
such agreements.
Covenants Not To Compete:
Balancing Open Competition with
Unfair Trade
The factors that Connecticut courts
consider in evaluating the reasonableness of restrictive covenants are: (1)
the geographical area covered by the
agreement; (2) the length of time the
covenant operates; (3) whether the
covenant is fair in its protection of the
interests of the employer; (4) whether
the covenant unnecessarily hinders
an employee’s ability to work; and (5)
whether the covenant interferes with
the rights of the public.
Though fairly simple in theory,
the reasonableness standard offers less
than satisfying predictability because
of its fact-dependent nature. Therefore,
it is critical that you not simply pull an
agreement “off the shelf” or off the
computer. An analysis needs to be
performed to determine your particular “protectable business interests”
under the law and then to craft a
restrictive covenant agreement that is
reasonable in light of those interests.
Properly done, these agreements can
be very effective in protecting your
business from employees who leave
to compete with you. For this reason,
you should seek legal advice to assure
your agreement will be enforceable.
MembersMakingNews
Elections
Visiting Nurse
and Hospice
Care of
Southwestern
CT is proud to
announce the
appointment of
Mark P. Santagata,
Mark P. Santagata
partner at the law
firm of Cacace, Tusch & Santagata as
Chairman of the Board of Directors.
Awards & Recognition
Napa & Co. was voted “Best Overall
Restaurant in the State” by the readers
of Connecticut Magazine for 2009 in
addition to Best American Restaurant in
Fairfield County, Best Overall Restaurant
in Fairfield County, Best Hotel Restaurant
in the State, Best Hotel Restaurant in
Fairfield County, Best Overall Restaurant
in Fairfield County, and Runner up Best
American Restaurant in the State.
Brian Grissler, president and chief
executive officer of Stamford Hospital,
was awarded the Entrepreneur of the
Year 2008 Award for the health sciences
category in the New York metropolitan
area and was inducted into the Ernst &
Young Entrepreneur of the Year Hall of
Fame.
Anniversaries
Employers and job seekers can register
for this service by visiting www.
jobsover50.com.
Stepping Stones Museum
for Children announced the
Dr. Lesley Snelling was appointed
th
CT Massage and Bodywork, a
therapeutic massage studio, announced
its celebration of a one-year anniversary.
Tess Abalos, owner and licensed massage
therapist, places special emphasis on
structural rehabilitation and pain relief,
utilizing western Swedish and sports
techniques with eastern Thai and Shiatsu
massage
Operations Inc,
a leading human
resources consulting
firm Stamford
announces the 8th
Anniversary since the
organization’s conception. January 22,
2009 marks the milestone for the leading
human resources consulting firm, which
has flourished to a team of over 20 HR
professionals supporting over 100 clients
throughout
18 states and 7 countries.
D. Lewis
celebration of its 10 anniversary through
an environmentally conscious building
expansion of 22,000 square feet, adding
to its exhibit space.
New Product/Service
GoliathJobs, Inc. has recently
announced the launch of JobsOver50.
com. JobsOver50 is a free web-based
employment service for baby boomers
and retirees. JobsOver50 is a dedicated
portal for 50+ job seekers nationwide
and encompasses all industries
including healthcare, business,
education, engineering, hospitality, legal,
entertainment and much more.
Appointments
& New Positions
director of radiation oncology at
Greenwich Hospital. She is a board
certified radiation oncologist.
Michelle Jordan was appointed
director of external relations at Stepping
Stones Museum for Children.
Fundraising
Webster Financial Group, the
holding company for Webster Bank N.A.,
raised $1,156,936 through a recently
completed 2008 Employee Community
Campaign for the United Way. Funds
raised will go to more than 40 United Way
chapters and more than 100 United Way
partner agencies.
WelcomeNewMembers
AXA Private Markets
Michael Blackwell, Vice President
411 Theodore Fremd Avenue
#206 South, Rye, NY 10580
(914) 925-3685
(914) 925-3686
[email protected]
Financial Services
AXA Private Markets, a division
of AXA Advisors, LLC, serves preretirees’ financial/educational needs
in institutional settings through its
At Retirement® Education & Advice
program.
Browning Associates
John Seraichyk, CEO
James Bitzonis, President
208 Summer Street
Stamford, CT 06901
[email protected]
Restaurant & Bar
Fastest growing causal-dining sports bar
with a great and friendly atmosphere.
Voted best chicken wings in many major
markets. You Have To Be Here!
eWay Direct
Rob Dougherty,
Senior Sales Representative
200 Pequot Avenue
Southport, CT 06890
(203) 256-5109
[email protected]
E-Marketing
A leader in search (SEO and PPC) and
email marketing, eWayDirect offers a
complete online marketing solution that
includes social networking and website
abandonment tools.
Monster B’s Bar & Grille
Jason Jones, General Manager
489 Glenbrook Road
Stamford, CT 06906
(203) 355-1032
www.monsterbsbarandgrille.com
[email protected]
Restaurants
Serving Lunch/Dinner 7 Days! Monster
selection of beers, live entertainment,
kid’s club, pool tables, games, widescreen
TV’s, indoor/outdoor patio & happy hour
M-F, 4-8pm.
Mutualink, Inc.
Peter Karoczkai, CEO
1269 South Broad Street
Wallingford, CT 06492
(203) 741-5605
(203) 269-2378
www.mutualink.net
[email protected]
Communications Services
New York Life Insurance
Company
David Weltman, Registered Agent
42 Fieldstone Road
Stamford, CT 06902
(203) 461-1383
[email protected]
Insurance
Life, health, accident and disability
insurance.
Transitions, L.L.C.
Karen L. Martinelli, President/Owner
115 Tall Oaks Road
Stamford, CT 06903
(203) 321-8571
www.transitionsllc.org
[email protected]
Business Consulting
Transitions offers proprietary,
confidential, professional and uniquely
creative problem solving services for
issues arising in various aspects of
business and personal life.
13
3 Dogwood Drive
Coventry, RI 02816
(401) 825-7717 Ext:1010
(401) 825-7720
www.professionaljobchange.com
[email protected]
Employment Agencies
Browning Associates provides efficient,
expert solutions to senior level executive
job seekers and career changers.
Buffalo Wild Wings
Grill & Bar
RenewingMembers
3.4.1. Studios, LLC
Felicia Rubinstein, Partner
2 Dogwood Lane, Darien, CT 06820
(203) 656-3425 • (203) 662-6634
www.341studios.com
Graphic Design/Advertising
Print & Web
3.4.1. Studios is an innovative marketing
and graphic design firm. We specialize in
designing logos, newsletters, brochures,
websites, fundraiser materials and
tradeshows.
5th Street Advisors, LLC
Lucas Meyer, Partner
34 5th St., Stamford, CT 06905
(203) 327-121 • (203) 359-8122
www.5thstreetadvisors.com
Financial Investors
5th Street Advisors, is an independent
Registered Investment Advisor, managing
investment portfolios and providing advice
to individuals & businesses.
Advantage Human Resourcing
SharonAnn Giorlando,
Account Executive
1055 Washington Blvd.
Stamford, CT 06901
(203) 352-5900 • (203) 967-4031 Ext:1
www.advhr.com
Employment Agencies
Advantage Human Resourcing is a
leading provider of Talent and Workforce
Management Services. With offices
throughout the U.S., our clients range from
start up companies to the worlds largest.
All State Exterminating Co., Inc.
Edith Weinfeld, President
P.O. Box 2798
Stamford, CT 06906-0798
(203) 348-7111 • (203) 357-7188
Pest Control
Serving Fairfield County over fifty years.
Full pest control services for commercial
and residential properties.
14
Bearingstar Insurance
Sally Schneider, Sales Associate
134 Heights Rd., Darien, CT 06820
(203) 655-9716 • (203) 656-0282
www.bearingstar.com
Personal Insurance
Personal Insurance for individuals &
families and group discounted Home/Auto
insurance for employees of businesses.
Boys & Girls Club of Stamford
Sonya D. Van Norden, Executive Director
347 Stillwater Ave., Stamford, CT 06902
(203) 324-0594 • (203) 324-2330
Organizations-Nonprofit
Enaple all young people, especially those
most in need, to reach their full potential as
productive, caring, responsible citizens.
Stamford, CT 06911-0192
(203) 326-7919 • (203) 978-0294
www.cookiethomas.com
Music & Entertainment & Voiceover
“The Smooth Voice That Makes The Event”
Brooks Community Newspaper
Michelle McAbee, General Manager
542 Westport Ave., Norwalk, CT 06851
(203) 849-1600 • (203) 840-4844
Publishers & Publications
Weekly / Monthly publications focused
on life in Fairfield County.
Creative Benefit Planning
Robert C. Houghton, Member
1100 Summer St., Stamford, CT 06905
(203) 356-0051 • (203) 324-2529
www.cbplanning.com
Insurance & Consultants
Creative Benefit Planning is a company
who is owned and managed by
professionals who specialize in advising
corporations on their benefit plans.
Citibank
Patricia A. Nulty, Vice President,
Area Manager
750 Washington Blvd., 7th Floor
Stamford, CT 06901
(203) 975-6867 • (203) 975-5042
Banks
Citigroup is the world’s leading Financial
Service Corporation.
Cunningham Industries, Inc.
Fred Cunningham, President
102 Lincoln Avenue, Stamford, CT 06902
(203) 324-2942 • (203) 324-6039
www.cunningham-ind.com
Manufacturer
We design and manufacture elliptical and
other non circular gears for a number of
different industries.
Clearlight Group
David Didato, CEO
277 Fairfield Ave., Bridgeport, CT 06604
(203) 834-0228 • (203) 696-1439
clearlightpictures.com
Video Production
Clearlight Pictures combines consulting
experience with video to tell your business
story.
David L. Moskowitz, DDS
David L. Moskowitz, DDS, Owner
One Strawberry Hill Ct., Stamford, CT 06902
(203) 327-5300
Dentists
Coffee Distributing Corp
Aaron Frenchman, Sales Manager
200 Broadway
Garden City Park, NY 11040
(800) 356-8881 • (516) 742-7018
www.cdccoffee.com
Coffee Services
Tri-State leading office refreshment
provider, bottled water, coffee, snacks, cold
beverages, and paper goods.
Connecticut Business Centers
Tom Jamison, President
Two Stamford Landing, Suite 100
Stamford, CT 06902
(203) 359-5600 • (203) 359-5858
www.ctbizcenters.com
Executive Offices
Flexible, short term, furnished office space.
CookieTime Productions LLC
Richard “Cookie” Thomas, Artist
P O Box 110192
Dylewsky, Goldberg & Brenner, LLC
Lawrence Goldberg, Partner
30 Oak Street, Stamford, CT 06905
(203) 975-8830 • (203) 323-7123
www.dgcpas.com
Accountants-Certified Public
Certified public accountants meeting
the professional needs of businesses and
individuals including financial statements,
tax planning and management advisory
services.
Executive Transportation Group
Chip Acierno, EVP, Manager
18 Elmcroft Rd., Stamford, CT 06902
(877) 283-546 • (914) 777-1734
www.executivecharge.com
Limousine Service
Corporate sedan and strech limousine
service. Serving Fairfield, Westchester and
New York City.
Fairfield County Bank
Richard W. Clemens, II,
Executive Vice President
67 Wall St., Norwalk, CT 06852
(203) 854-7616 • (203) 857-3407
www.fairfieldcountybank.com
Banks
Full Service Commercial and Consumer
Bank, providing Commercial and
Residential lending, cash management,
investment, insurance products with
an emphasis on high end service to our
clients.
GC InfoTech
John Murray, Vice President
1 Dock St., Suite #309
Stamford, CT 06902
(203) 327-5700 • (203) 353-1035
www.gcinfotech.com
IT Consultant
GC InfoTech provides IT services
including server designs and support,
database development, website network
repair and monitoring, consulting and all
other IT services
General Network Services, Inc.
Jason Liu, Chairman & CEO
Six Landmark Square
Stamford, CT 06901-2792
(203) 359-5735 • (203) 625-5536
www.general-network.com
Consultants-Business Performance
Business consulting for growth via
network/ IT technology. Collaboration,
globalization, licensing and investment.
Healing Hearts
Pediatric Therapy Center
Neil Hackman, Founder
PO Box 4080, Stamford, CT 06906
(203) 708-0076
Non-Profit Organization
Healing hearts mission is dedicated to
improving the lives of children with a wide
range of developmental disabilities and
neuro-motor challenges.
Holiday Inn Stamford Downtown
Christine Hussey, Director of Catering
700 Main St., Stamford, CT 06901
(203) 358-8400 • (203) 358-8872
www.holidayinn.com/stamfordct
Hotels & Motels
Full service hotel with guest rooms, suites,
a restaurant, lounge and banquets/catering
facilities. AAA rated
Hudson City Savings Bank
Art Murphy, Jr., Vice President
599 Newfield Ave., Stamford, CT 06905
(203) 348-8800 • (203) 348-8600
www.soundfed.com
Banks
We are a community based savings bank
that has been in existence for 100+ years.
John C. Landsiedel
Construction Co.
John C. Landsiedel, Vice President
#14 Cedar Heights Rd., Stamford, CT 06905
(203) 329-3634 • (203) 322-1023
Contractors-General
Specializing in commercial and residential
renovation and alteration work.
LAR Pensions LLC
Antonio Rupprecht, Principal
84 West Park Place, Stamford, CT 06901
(203) 327-5275 • (203) 964-1949
www.larpensions.com
Actuarial and Pension Consulting Services
Pension administration services for small
to medium sized plans, compliance, setup, and plan maximization.
Law Office of John R. Harness
John R. Harness, Attorney
1111 Summer St., 5th Floor
Stamford, CT 06905
(203) 356-9975 • (203) 316-0194
Attorneys
Leadership Management Institute
Mitchell E. Tublin, Managing Partner
120 Brookhollow Ln., Stamford, CT 06902
(203) 561-2955 • (203) 327-3341
www.strategic-ag.com
Business Development Strategy
Productivity improvement through
strategic planning and implementation,
leadership development and executive
or life coaching. Group programs and
individual confidential coaching.
Long Ridge House Cleaning
Service, LLC
Jeff Grinnell, Owner
61 Woodbine Rd., Stamford, CT 06903
(203) 329-2094 • (203) 329-2089
House Cleaning
We provide customized house cleaning
tailored to meet your specific needs.
Margot Cafe & Wine Bar
Margot Olshan, Senior Partner,
Business Manager
59 High Ridge Rd., Stamford, CT 06905
(203) 324-3800
www.margotcafeandwinebar.com
Restaurants
Serves American bistro food leaning
toward the Italian and Latin cuisines.
Margot is a featured chef on PBS Every
Day Food, a Martha Stewart Production.
Morton’s-The Steakhouse
Frank Ferraro, General Manager
377 N. State St., Stamford, CT 06901
(203) 324-3939 • (203) 324-4336
www.mortons.com
Restaurants
New York Times
Diana Fogarty, Advertising/
Marketing Mgr.
701 Westchester Ave.
White Plains, NY 10604
(203) 357-8080 • (914) 428-2428
www.nytimes.com
Newspapers
North Stamford Family
Health & Wellness
Dr Jon Sirota, Owner
18 West Haviland St., Stamford, CT 06903
(203) 276-0551 • (203) 276-0551
ww.drsirota.com
Health & Wellness
North Stamfords Only facility dedicated
to family health & Wellness. Complete
Nutrition; Anti aging, Cancer Prevention,
Natural Chelation Therapy, Addiction and
Weight loss management.
Northeast Binding
Tony Yorio, President
345 Tompkins Ave., Pleasantville, NY 10570
(914) 747-7710 • (914) 747-7709
www.northeastbinding.com
Office Equipment
Regional supplier of GBC, VeloBind, Wire
& Coil Binding machines, Laminators,
Laminating film, Custom printed covers,
Folders & Index tabs.
communications for Fortune 500, Not for
Profits and early stage companies.
Silberstein & Associates, LLC
Deirdre Silberstein, President
589 Den Road, Stamford, CT 06903
(203) 329-7564
www.silbersteinassociates.com
Writing & Editing
Writing and editing business publications;
ghostwriting and publishing business
books; teaching effective business writing
courses and workshops.
Southwood Square
Harley Pena, Leasing Director
14 Southwood Drive, Stamford, CT 06902
(203) 964-4700 • (203) 964-4799
www.southwoodsquare.com
Residential Property Management and
Marketing
Residential property offering one to three
bedroom apartments.
Stamford Insurance Group
Brian E. Rogers, President
22 Knapp St., Stamford, CT 06907
(203) 359-0880 • (203) 359-9443
www.insurancect.net
Insurance Agents & Brokers
Full service insurance agency specializing
in commercial insurance and employee
benefits.
Stamford Museum & Nature Center
Melissa H. Mulrooney,
Executive Director
39 Scofieldtown Rd., Stamford, CT 06903
(203) 322-1646 • (203) 322-0408
www.stamfordmuseum.org
Museums
The 118-acre facility includes a working
farm, “Wheels in the Woods”, universally
accessible nature trail for physically
challenged in addition to hiking trails, and
changing exhibits.
Oak Financial Group Inc.
Neil Hackman, President & CEO
1177 High Ridge Rd., Stamford, CT 06905
(203) 329-9043 • (203) 968-9152
Financial Advisors
Oak Financial Group is a top rated wealth
management firm catering to high net
worth individuals.
Stamford Office Furniture
Gregory Durkin
328 Selleck St., Stamford, CT 06902
(203) 348-2657 • (203) 348-0712
www.stamfordofficefurniture.com
Office Furniture
Full service office furniture dealer featuring
the products of Herman Miller and many
other fine manufacturers.
Power Marketing Partners, LLC
John Hopper, Managing Partner
20 Bruce Park Ave., Greenwich, CT 06830
(203) 324-2915 • (203) 324--291 Ext:1
www.powermarketingpartners.com
Marketing Communications
Marketing consulting and full service
Stamford Wrecking Co.,
Office Furniture Outlet
Jeff Goldblum, Owner
P.O. Box 110422, Stamford, CT 06911
(203) 967-8367 • (203) 325-1517
www.deskworld.com
Office Furniture
Buy and sell new and used office furniture.
An authorized Teknia dealershipspecializing in mesh ergonomic seating.
Ultimate Staffing Services
Kelsey Crouch, Service Team Manager
333 Ludlow St., 1st Fl., Stamford, CT 06902
(203) 326-7979 • (203) 326-8788
www.ultimatestaffing.com
Employment Agencies
Ultimate Staffing Services intends to prove
to you that we are different. Temporary,
temporary-to-hire and direct hire
placement of office support professionals.
United House Wrecking, Inc
Ross Lodato, Owner
535 Hope St., Stamford, CT 06906
(203) 348-5371 • (203) 961-9472
www.unitedhousewrecking.com
Antiques
Since 1954, family owned business
dealing in architectural salvage, antique
& reproduction furniture. direct imports
from all over the world.
Wawona Worlwide Capital, LLC
Michael Kondracki, Senior Managing
Partner
535 Hunting Ridge Rd., Stamford, CT 06903
(203) 329-8045 • (203) 329-8063
www.wawonawc.com
Mortgages-Commercial
ACAE, LLC designs and manages
securities portfolios and hedge fund
portfolios. Through Fairport Capital, Inc.
it provides brokerage services.
Webster Bank
Rick Motasky,
Vice President Medical Financial
1959 Summer St., Stamford, CT 06905
(203) 969-1853 • (203) 969-1858
www.WebsterOnline.com
Banks
Full service commercial bank- specializes
in building value added relationships for
consumers and businesses. We find a way.
William Raveis Real Estate
Michael Feldman Team
1022 Long Ridge Rd., Stamford, CT 06903
(203) 653-5626 • (203) 653-5626
www.raveis.com/MichaelFeldman
Real Estate-Residential
Stamford, Norwalk, Greenwich, New
Canaan, Darien, Westport - single family,
condominiums, multi-family, land, new
construction & waterfront properties.
15
Mario’s Cleaners & Laundry
Mario Socci, Owner
980 Hope St., Stamford, CT 06907
(203) 961-8608 • (203) 965-0053
www.marioscleaners.com
Dry Cleaners
The convenience of Mario’s expert drycleaning and laundering services is
second only to his commitment to 100%
customer satisfaction
BUSINESS OUTLOOK
A monthly snapshot of business in Stamford
highlighting Stamford Chamber of Commerce news and events.
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3/27/08 5:57
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