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BY NORMAN POLTENSONJOURNAL STAFF

UTICA — In 1890, the superintendent of the U.S. Census announced that the Western U.S. Frontier was closed. President John F. Kennedy, in his first inaugural address in 1961, called on America to open a new frontier — outer space. In 1991, Utica College launched an educational program into economic crime, which led to yet an-other frontier — cyberspace.

“Utica College positioned itself early to be a national player in the digital revolution,” says James Norrie, dean of the college’s School of Business and Justice Studies. “We live in an age of [proliferating] digital devices that open us up to the entire world. The digital revolution gives societies a tool that fa-cilitates information and acts as a cata-lyst to make connections. [Like fire and atomic power,] … it has the capacity to

do good things. In the wrong hands, it has a … [dark] side.”

Nielsen’s latest “Digital Consumer Report” (February 2014) confirms Norrie’s view. According to the re-port, on average, each American now owns four digital devices and spends 60 hours weekly accessing content on these devices. Many look at two screens simultaneously: one to find information and the second to relate what they’re watching.

Utica College’s curriculum fo-cuses on the burgeoning problem of cyberthreats. According to the “Report to the President: Immediate Opportunities for Strengthening the Nation’s Cybersecurity,” issued by the President’s Council of Advisors on Science and Technology (November 2013), cyberthreats include everything from cybercrime (global economic damage estimated to cost between $100 billion and $1 trillion annually)

to potentially devastating cyberattacks against critical U.S. infrastructure, both civilian and military. “The Internet pro-vides unprecedented scalability of ac-tions,” Norrie emphasizes. “Even a single individual can attack millions of other computers, because the Internet protocol is designed to function glob-ally. [Unfortunately,] … not all users are trustworthy.”

The cybersecurity community’s con-cern is that few of the new devices are secure. “Criminal hackers, spammers, phishers, viruses, malware, botnets, these are just some of the cyberthreats society faces,” Norrie stresses. “Our national security and our economic security are dependent on defending against disruptions and losses. We have made steady progress in the areas of discovery, remediation, and harden-ing in the traditional computing envi-

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New Office: Ascent Wealth Partners expands into the Southern Tier. Page 5.

Ideas in Action: AIS expands with demand for cybersecurity. Page 3.

Third generation joins Birnie Bus

BY NORMAN POLTENSONJOURNAL STAFF

ROME — Kait Birnie, 26, is the first member of the third generation of Birnies to join the family business — Birnie Bus Service, Inc.

A 2010 graduate of Providence College with a bachelor’s degree in mar-keting, she worked first on sales and marketing in New York City at Madison Square Garden, promoting the New York Knicks bas-ketball and the New York Rangers hockey teams. Birnie then joined Berglass + Associates, an executive-recruitment firm located on Park Avenue.

“I decided last sum-

mer that I was tired of the City,” says the Rome na-tive, “and eager to return home and join the family business. Over the years, I have worked here [Birnie Bus] in a variety of jobs, including summers in the accounts-receivable and accounts-payable depart-ments. My current position is the director of sales and marketing for the motor-coach division.”

Kait Birnie joins a com-pany that today owns a fleet of nearly 1,200 buses, trans-ports 62,000 students, and employs about 1,500 people. School-bus operations repre-sent 60 percent of the compa-

See BIRNIE BUS, page 6

See UTICA COLLEGE, page 4

NORMAN POLTENSON/BUSINESS JOURNAL NEWS NETWORK

Jonas Kelly, left, vice president, and Dean Kelly, right, president of JAY-K Independent Lumber, stand in the 90,000-square-foot company headquar-ters located on Seneca Turnpike in New Hartford.

NORMAN POLTENSON/BJNN

Tim Birnie, president of Birnie Bus Service,

Inc., and his daughter Kait Birnie, director

of sales and market-ing for the motor-

coach division.

Utica College leads in study of cybersecurity

James Norrie, dean of the School of Business and Justice Studies at Utica College, gains access to a secure facility at the school that houses cybersecurity data.

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2 • The Mohawk Valley Business Journal September 5, 2014

BY JOURNAL STAFF

UTICA — The Greater Utica Chamber of Commerce board of directors announced Aug. 29 that it recently passed a resolution calling for a “complete investigation” of the state’s Moreland Commission and “full trans-parency from the Cuomo Administration.”

The chamber adopted the measure on Aug. 12.

The Greater Utica Chamber’s statement

on Aug. 29 reads as follows:“The Moreland Commission was estab-

lished to investigate public corruption in 2013.

“The Cuomo Administration has been ac-cused of pressuring the commission to drop subpoenas to companies whose affiliates financially supported Cuomo’s campaign.

“The commission was urged to stay clear of the committee, which amassed $17 million in revenue from individuals,

which were unidentified, who supported Governor Cuomo early in his term with multiple TV advertisements.

“The interference led to the members considering resigning from the committee.

“The messy unraveling of the Moreland Commission has given residents in New York less faith in government.

“The Greater Utica Chamber of Commerce supports an independent com-mission be established to investigate the actions of the Moreland Commission and complete transparency from the Cuomo Administration.” q

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News of note for and about Mohawk Valley businesses

Faxton St. Luke’s officially opens radiation-oncology de-partment in cancer center

UTICA — Faxton St. Luke’s Healthcare (FSLH) of Utica formally opened the F.E. Romano Family Radiation Oncology Department in the facility’s regional cancer center in mid-August.

The hospital also formally opened the CT scanner and treatment-planning suite in the same facility.

The ribbon cutting and dedication took place Aug. 13 at the cancer center, which is located at 1676 Sunset Ave. in Utica, ac-cording to FSLH.

The event also included a reception to thank those who provided financial gifts to FSLH to help fund the CT scanner equip-ment purchase and the renovation of the treatment-planning suite at the regional cancer center.

Those making donations include F. Eugene and Loretta Romano; Albert and Elinor Mazloom; Frank and Kristine Giotto; Sam and Laine Berardino; William and Rita Abraham; and an “anonymous gift made in memory of a remarkable man,” according to FSLH.

Faxton St. Luke’s Healthcare and St. Elizabeth Medical Center on March 6 for-mally announced their affiliation as the Mohawk Valley Health System (MVHS).

MVHS serves as the parent organization of both hospitals.

email your company news to [email protected]

(Left to right) Sam Berardino, Laine Berardino, Gilbert Lawrence, M.D., F. Eugene Romano; Scott H. Perra, Loretta Romano, Honorable Norman Siegel, Albert Mazloom, Paul Abbass, William Abraham, and Nancy Borden, dedicate the F.E. Romano Family Radiation Oncology Department and the CT Scanner and Treatment Planning Suite in The Regional Cancer Center at FSLH.

Snapshot of Mohawk Valley nonprofitsA glimpse at how the nonprofit sector stacks up in the Mohawk Valley.

Oneida County Herkimer County Otsego CountyNumber of registered organizations

Number of organizations filing Form 990

Total revenue reported on Form 990

Assets reported on Form 990

Number of organizations filing Form 990-N

Total number of organizations filing Form 990 or 990-N

1,037

499

$1,605,642,280

$3,348,223,534

369

868

283

97

$99,125,913

$142,252,163

130

227

435

199

$769,857,660

$1,527,133,129

162

361

SOURCE: THE URBAN INSTITUTE, NATIONAL CENTER FOR CHARITABLE STATISTICS, JUNE 2014

Greater Utica Chamber calls for “complete investigation” of Moreland Commission

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September 5, 2014 The Mohawk Valley Business Journal • 3

BY NORMAN POLTENSON

JOURNAL STAFF

ROME — As a kid growing up, the only persons concerned with cybersecurity were science-fiction characters such as Captain Midnight and Dick Tracy. Today, reality has trumped science fiction as imaginary decoder rings and wristwatches have been replaced by real microchips and a world connected by the Internet. With the explosion of digital devices, we all live in cyberspace.

This interconnectivity has attracted a con-comitant explosion in the volume of sophisti-cated electronic attacks, fraud, and espionage, which in turn, has spawned the rapid growth of the cybersecurity industry. In 1999, there was only one company in Washington, D.C. lobbying exclusively on data issues. U.S. Senate records show there were more than 500 companies registered to lobby on the issue in the first quarter of this year. Today, there are 165 schools in America educating undergraduate and graduate students to be-come cybersecurity professionals.

Last year, the U.S. Department of Defense allocated $23 billion over a five-year period to counter cyber threats to our national security. Merger-and-acquisition activity has intensi-fied, and the deals-market is red hot in search of boutique security firms, some fetching upwards of $1 billion.

Experts who protected American secu-rity before 9/11 are now forming their own consulting firms to cash in on the demand. Tom Ridge and Michael Chertoff, two former cabinet chiefs, now include Fortune 500 com-panies among their customers. Gen. Keith Alexander, who directed the National Security Agency, set up shop just a few weeks after leaving his post.

Sparking the rapid growth of cybersecurity is the recognition by business, government, and consumers that the threat is real. Two years ago, Edward Snowden stole a trove of documents which have both embarrassed the U.S. government and exposed our national-security plans. His occasional release of ad-ditional documents keeps the issue front and center in the public’s mind.

The recent breach by hackers of credit-card information on file with America’s largest retailers has stunned the public and forced business to rethink its strategy against cyber attacks. Neiman Marcus experienced a so-phisticated breach of credit-card data that oc-curred over a three-and-a-half month period: Cyber criminals took control of a vulnerable server that allowed them to bypass the point-of-sales security system. The company was in compliance with standards meant to protect transaction data. Hackers also stole 40 million credit-card numbers from Target, which has cost the company nearly $150 million to date.

Right place, right timeAssured Information Security, Inc. (AIS),

headquartered in Rome, is well-positioned to take advantage of the demand for cybersecuri-ty. “AIS is on the cutting edge of cyber-security technology,” says Charles K. Green, company president and CEO. “We are always develop-ing new and innovative technologies, and our services are designed to assist customers in safeguarding their sensitive information, com-munications, infrastructure, and critical assets.

The company can address a wide spectrum of potential vulnerability points and assess and eliminate them, as well as protecting against emerging threats. Whether the concern is a secure operating environment for remote access, advanced debugging, reverse engineer-ing, host-protection, access to multiple security domains, automated encryption or decryption, analysis of network pcap (packet capture) files,

wireless security, or forensic services, AIS’s advanced engineering and computer-science departments have the ability to address and overcome technical challenges.”

AIS was incorporated by Green and three other partners in 2001. The company leases a 46,000-square-foot headquarters building and currently occupies 31,000 square feet. The boutique cybersecurity firm has seven locations: Rome, Dayton, Ohio; Baltimore, Portland, Ore.; Denver, San Antonio, and Omaha, Neb. The employee count is 121, with 105 located in Central New York, and 24 ad-ditional positions are currently open. Annual sales are $20 million to $25 million.

AIS is a “C” corporation with 14 stockhold-ers. The building is owned by the Griffiss Local Development Corp. “Today, our cus-tomer base is 99 percent government,” states

Barry McKinney, the company’s senior vice president (SVP) and director of corporate development. “In light of sequestration, we are determined to diversify our revenue streams by pursuing more private-sector customers, including those in health care, insurance, legal, banking and finance, retail, and energy. Currently, we are focusing on small and mid-size businesses in Central New York.”

How does AIS separate itself from the competition? “Our bread and butter is R&D,” continues McKinney, “that’s what really dis-tinguishes us from the competition. We have years of experience working on sophisticated projects for DoD (Department of Defense) and the Air Force Lab. This experience allows us to understand a problem, unlike the ‘button

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AIS expands with demand for cybersecurity

Barry McKinney, SVP and direc-tor of corporate development, left; Charles Green, president and CEO, center; and Steven Flint, COO, right, represent the management team at Assured Information Security, Inc. (AIS).

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See AIS, page 5


ronment, but the tidal wave of new devices without adequate security means that not only our own devices are at risk, but also those of other Internet users can be compromised.”

The college’s initial foray into cybersecu-rity began with programs focused on economic crimes. “Today, the School of Business and Justice Studies offers both undergraduate and graduate programs in cybersecurity,” Norrie notes. “We offer master’s degrees in cyberse-curity intelligence and forensics as well as in economic-crime management. A student can also earn an M.B.A. degree in economic crime and fraud management or an M.B.A. degree in professional accountancy. The college has 10 fac-ulty members dedicated just to economic crime, justice studies, and cybersecurity. The same curriculum is tailored for delivery in both a tra-ditional classroom and online. We do this to both accommodate the preference of students and to accommodate the access around the globe by

students who aren’t able to study locally.“What really distinguishes this school is

the quality of the faculty: They all have both academic and practical experience. Our chal-lenge is to ensure that the programs are not static; that they change with the changing cyber environment … Next year, we plan to introduce a new degree called the Master’s of Cyber Policy. The course will be taught in Washington, D.C., a confirmation that on-ground markets in major metropolitan centers still make sense. In addition, we continue to maintain a satellite operation at Rome Lab in the Defense Finance Accounting Service.”

Growing demandThe demand for graduates of cybersecu-

rity programs is fueling student enrollment in Utica College’s program. “In the spring of this year, we registered almost 500 new fresh-man or transfer students in the undergraduate program and over 200 new students in the graduate program. We also attract about 40

percent of Utica College’s 120 international ma-triculating students from 38 different countries and 20 exchange students (undergraduates), who choose to major in business and justice studies.

“For the fall semester, applications by inter-national students are 60 percent higher than last year. In the spring, more than half of the international students came from Vietnam and Saudi Arabia; this semester Ghana and Canada represent about 40 percent of the applicants. Utica College is countering the national trend: our growth is in the graduate programs, which are three to four times the size of the undergraduate programs. The only bottleneck to accommodating our student growth is finding the faculty with the right skill set and temperament.”

Cybersecurity graduates are in the right place at the right time. “Today, there are 10,000 open positions in cybersecurity nation-wide,” notes Norrie. “Ninety-three percent of our recent graduates found positions [in the

industry], half in the public sector and half in the private sector. The other 7 percent went on for graduate courses. Information-assurance jobs currently rank number 11 on the U.S. News 100 Best Jobs [list]. The industry has less than a 1 percent unemployment rate, and the average salary for a field professional in Metropolitan New York is $118,000. We now have alumni at the FBI, NSA, DoD, and CIA as well as those in the private sector protect-ing their employers from corporate theft and espionage. Our goal is to increase the number of qualified professionals in government, law enforcement, counterintelligence, national de-fense, business, and industry,” he adds.

Much of the success of the School of Business and Justice Studies programs is at-tributable to the school’s alumni. “We work very hard to involve our alumni,” Norrie stresses. “Our graduates are in important posi-tions and places. They have a strong bond with the school and help to develop the program. We have different methods of communicat-ing with our alumni, including alumni events. Alums sit on the advisory boards of the school and of the research institute, and many of our alumni sign up for our course to become certi-fied financial examiners. Certification includes the equivalent of 24 credit hours. Last term, we matriculated 100 students into the course, requiring both classroom and online training and, in some cases, we provided onsite train-ing at large corporations. This post-graduate credentialing is really a fast-growing field.”

Utica College’s reputation for producing graduates in the field of cybersecurity ranks with the best in the world, Norrie contends. “Our school is the first dual-accredited institu-tion of higher learning in the country,” states the dean. “We hold the designation as a National Center of Academic Excellence in Information Assurance and Cyber Defense Education by the NSA (National Security Agency) and the Department of Homeland Security. The school also earned a National Center of Digital Forensics Academic Excellence [designation] from the Defense Cyber Crime Center, a U.S. Department of Defense agency. These designations represent the gold standard for institutions of higher education.”

Dean Norrie has set several benchmarks by which he measures the success of the col-lege’s cybersecurity program. “I first look at whether our enrollment is increasing,” Norrie posits. “Next, I ask where the growth is com-ing from. In the past two to three years, 20 to 25 percent of our growth has come from new programs, a confirmation of our innovation and a test of our currency. Third, are we suc-cessful in retaining our students and faculty? This is a critical indicator of success. And fi-nally, are we connecting with our students and alumni? Are we helping them to aspire?”

Norrie assumed his position as dean of the School of Business and Justice Studies on July 1, 2013. He holds a doctorate degree, a master’s in adult education and administration, and a graduate degree in law with a specializa-tion in technology and the global application of online intellectual-property rights. Prior to his academic career, Norrie held senior executive positions in both the U.S. and Canada and was a successful entrepreneur involved in launching, managing, and selling technology-based com-panies. Norrie has authored or co-authored five books, as well as a number of professional jour-nals and papers. The new dean has delivered hundreds of industry presentations on topics including leadership, management, business, and government. He also serves on several boards as a director and adviser.

“We are the little college that could,” Norrie quips. “For me, education is a product. We need to give it value. The faculty and admin-istration are temporary companions to the students. Teaching them and watching their professional growth is my psychic income.”

Contact Poltenson at [email protected]

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UTICA COLLEGE: Programs focused on economic crimes initiallyContinued from page 1


BY ADAM ROMBELJOURNAL STAFF

ELMIRA — Utica–based Ascent Wealth Partners has expanded into the Southern Tier region with a new employee and new office in Elmira.

The firm has hired Douglas Bissonette as a managing director to head up a 500-square-foot leased office at

250 E. Water St., located near the Chemung River in downtown Elmira.

Bissonette will focus on growing and ser-vicing Ascent’s business in Elmira, Ithaca, and across the Southern Tier, Ascent Wealth Partners said in a news release.

Elmira is a new market for Ascent. “We did not have a physical presence prior, although we do have some existing client relationships in the Southern Tier,” Scott McCartney, part-ner at Ascent, said in a follow-up email.

Bissonette is currently the firm’s only em-ployee in Elmira. He is supported by Ascent’s Utica office for his operations and investment-management needs, according to McCartney.

Prior to joining Ascent, Bissonette worked for Chemung Canal Trust Company as a vice president and senior trust officer.

In his new role at Ascent, Bissonette will continue his focus on investment manage-ment, and estate and trust management, bringing more than 30 years of experience.

Bissonette said in the news release that he is “excited” to offer a new option in wealth

management to the re-gion, and plans to con-tinue providing clients the kind of personalized service they have come to expect from him. “To me, the job is almost a 24-hour job,” he said. “If you need us, we’re there.”

Ascent says its ser-vices focus on growing clients’ wealth, and providing customized plan-ning and oversight. As an independent advisory firm, it provides financial and estate planning, investment management for individuals and corporations, business-succession planning, and tax strategies, among other services.

Ascent Wealth Partners (www.ascentwealth-

partners.com) is headquartered in a 2,500-square-foot office at 122 Business Park Drive in Utica and is celebrating its third anniver-sary this month.

McCartney, a CFA, and his fellow partners Bradley M. Kowalczyk, J.D., LL.M., and Mark Moshier, CPA, and staff bring more than a century of combined years of experience, the firm says. The three partners were all senior executives at Strategic Financial Services of Utica, before striking out on their own in 2011.

Ascent currently has 10 employees (all full time) and $350 million in client assets under management, according to McCartney.

Ascent also has an office in Saratoga Springs, north of Albany. q

Contact Rombel at [email protected]

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“We have learned that one size does not fit all: each job has to be tailored to the cus-tomer’s needs. More than 100 members of the staff are engineers or scientists, and 50 percent hold advanced degrees or are pursu-ing them. Nearly all have security clearances. AIS has been awarded two patents, and we have another half-dozen pending. We’re not just capable of solving today’s problem; we’re thinking about generation-after-next concepts and capabilities. (A generation in cybersecu-rity is 18 months.)”

“What also separates AIS from the com-petition is the industry relationships we have built,” adds Steven J. Flint, the company’s COO. “We may compete against major com-

panies such as Lockheed Martin, Northrop, and Raytheon, but we also team up with them on many projects. We call this friendly ri-valry ‘competiamate.’ In addition, AIS has built strong collaborations with more than a dozen highly regarded universities. [Finally,] … we share our knowledge with the customers: It’s a transparent process.”

Finding and retaining employees can be a challenge for a business located in the Mohawk Valley. “Our goal is to make it work for a pro-spective hire,” Green asserts. “We offer com-petitive pay and performance bonuses plus a host of benefits, including profit-sharing, a 7 percent 401(k) contribution by the company with immediate employee vesting, a 100 percent education reimbursement, professional devel-opment, 100 percent health-care premium, and disability and life-insurance premiums.

“AIS has a casual working environment

that promotes team collaboration and moti-vates employees to succeed both personally and professionally. Often we have to find a position for a trailing spouse, and our seven locations give us an advantage in finding the right opportunities … We work closely with a number of area colleges such as Clarkson [University], SUNY Binghamton, Buffalo, SUNYIT, and Utica College to recruit their graduates. We contract with professors to serve as consultants and encourage intern-ships at the company both for undergraduates and graduates.”

AIS works with a number of area vendors for professional services: Oneida Savings Bank for financing; Bond, Schoeneck & King, PLLC for labor law; Heslin, Rothenberg, Farley & Mesiti P.C. (Albany) for intellectual-property issues; and Benefit Consulting Group, Inc. (Syracuse) for human resources.

Green has been a part of Rome’s cyber initiatives since 1997, when he joined the Air Force Research Laboratory (AFRL) as a contractor. He earned a bachelor’s degree in computer science from SUNYIT. McKinney earned his bachelor’s degree from SUNY Buffalo and his Ph.D. from the University of Alabama. He is a systems-process-and-design analyst with a background in statistics. Prior to joining AIS, he served as the basic-research adviser to the AFRL/Information Directorate in Rome and also was assigned to the Air Force Office of Scientific Research in London, the European office of Aerospace Research and Development. Flint brings 37 years of defense-technology research to his position at AIS. He holds degrees in physics from SUNY Geneseo and in electrical engineering from the SUNY University at Buffalo. q


AIS: Works with a number of area vendors for professional servicesContinued from page 3


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ny’s revenue; another 20 percent is generated from transporting handicapped adults, and 20 percent is evenly split between the transit and motor-coach divisions. Birnie has 18 locations in New York, including the 60,000-square-foot headquarters in Rome, which sits on 22 acres, and a terminal in Jacksonville, Fla. According to the July 2013 School Bus Fleet magazine, Birnie’s bus fleet is the ninth largest in the country, and the company transports a total of 100,000 passengers daily. The Business Journal News Network estimates the com-pany’s annual revenue at $100 million.

“I think Kait and I have the same gene defect,” muses Timothy (Tim) Birnie, the company president and Kait’s father. “The bus business is in our blood. My mother always said that my dad and I only talked about buses; I guess I did the same thing with my children. My father bought a small bus opera-tion in 1953 [from his brother-in-law]. When I joined the company in 1979, the fleet had 55 buses and only one contract with the Rome

School District, mostly transporting children to school. Over the last 35 years, my role has been to diversify the company. Our growth has been 50 percent organic and 50 percent through acquisitions.”

Birnie Bus has grown so substantially that its competitors to transport school and handi-capped passengers are now large, national and international companies. Birnie competes for contracts with firms such as First Student, Inc., which has more than 54,000 buses operating in 38 states and nine Canadian provinces; the National Express Corp., which operates in ex-cess of 21,000 school buses in 30 states; and Student Transportation, Inc. (NASDAQ: STB), with 9,500 vehicles serving more than 200 school districts. Birnie Bus increased its school-bus fleet 21.7 percent between 2012 and 2013.

Better, not biggerReflecting on her return to Rome to join

the business, Kait Birnie says: “At this point, I think we need to get better, not bigger. We need more touch points with our customers; build stronger relationships; in effect, be busi-

ness partners with our customers. A good example is what we did this summer with the Boilermaker (15K run), where we substituted coach buses for school buses. Our goal should be to enhance the [riders’] experience. In the long run, we need to honor our core family values and put the customers and employees first. Getting better and growing will require a team approach and an emphasis on collabora-tion. What is really exciting about this busi-ness is that we touch lives: school kids are the first people we see in the morning.

“I am engaged to be married [next June] and expect to balance my work life with my family life. My twin-sister, Lauren, currently works at J.P. Morgan in the human-resources department and hopes to join the family com-pany someday. Her focus on the HR side and mine on marketing and business development are complementary.”

Carrying on a family business into the third generation is unusual. While 95 percent of all businesses in America are family owned, including 35 percent of the 500 largest compa-nies, only 30 percent of owner-managed busi-

nesses survive to the second generation and a mere 10 percent to the third. “I don’t have a formal succession plan,” notes Tim Birnie, “but I am using advisors to help with the transi-tion process. Communications is critical in … [a generational transition], and Kait has excit-ing ideas for improving the company. I’m not treating her as my daughter; she has to stand on her own two feet. I think it was important that she got outside work experience, and when she applied for a job here, Kait filled out an application and took a drug test like every other applicant.”

Tim Birnie says he plans to slow down now that he is 67. “At this time, I don’t want to completely retire. I enjoy the customer and employee interaction too much. I plan to stay active, but I also recognize that I need to let the next generation step into the leadership role.”

Experts in business succession agree that the odds of a successful generational transi-tion improve when the child has grown up in the business. For Kait Birnie, the family legacy and opportunity are compelling, and her experience in the business augurs well for the company’s future. q


BIRNIE BUS: Tim Birnie says he plans to slow down now that he is 67Continued from page 1

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THE LISTResearch by Nicole Collins

[email protected] (315) 579-3911

Twitter: @cnybjresearch

Look for the Credit Unions and Banks lists

in the next Mohawk Valley Business Journal,

out on Oct. 17

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?The Mohawk Valley includes Herkimer and Oneida counties.

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 [email protected]

MOHAWK VALLEY MANUFACTURERSRanked by No. of MV Employees

Rank

NameAddressPhone/Website

MV EmployeesCompanywide

AnnualRevenue Products Manufactured Locally Top Local Executive(s)

YearEstab.

1.Remington Arms Co.��;1I1>��B1�85;:��#,��>195:3@;:/;9

��

#� 3A:�9-:A2-/@A>1> %-A8�*�"1>F��*%�$<1>-@5;:? ��

2.CONMED��>1:/4�&;-0)@5/-��#,��/;:910/;9

��

��" 01B5/1?�-:0�1=A5<91:@�2;>�;>@4;<-105/��31:1>-8�-:0�95:59-88E5:B-?5B1�?A>31>E��3-?@>;5:@1?@5:-8�<>;/10A>1?��/->05;8;3E��-:0

/>5@5/-8�/->1

�A>@��->@9-:��:@1>59��$ ��

3.Special Metals Corp.��"50081�'1@@8191:@�&;-0#1C��->@2;>0��#,��<>1/-?@/;9

��

�� 9-:A2-/@A>1?�?A<1>�:5/781�.-?1�-88;E?�2;>�-1>;?<-/1�-:05:0A?@>5-8�3-?�@A>.5:1�5:0A?@>51?

�;:��51>?@5:1��1:1>-8�"-:-31> ��

4.Giotto Enterprises (Fiber InstrumentSales, Inc.)��81->�&;-0$>5?7-:E��#,��H.1>5:?@>A91:@?-81?/;9

��

��" H.1>�;<@5/�/-.81��/-.81�-??19.851?��@;;8?��/;::1/@;>?��.>;-0/-?@-:0�9585@->E�/-.81?��05?@>5.A@;>�2;>�H.1>�;<@5/�@181/;99A:5/-@5;:9-:A2-/@A>1>?��0-@-/;99�?A<<851>��#��9-/45:5:3��/;:@>;8

?-21@E�>18-E?��<>1/5?5;:�<8-?@5/�5:61/@5;:�9;805:3

�>-:7��5;@@;��%>1?501:@��$ 5>7��;:81E��'*%�;2�'-81?

'A?-:��>-.5:?75��'*%�;2��//;A:@5:3��$

��

5.Human Technologies Corporation��CE1>��B1)@5/-��#,��4@/;><:1@

��

��" :->>;C�C1.�?1C:�4->:1??1?��/->>51>?��?@>-<<5:3��?-21@E�01B5/1?�C5>5:3�4->:1??1?��2101>-8�-:0�#,'�A:52;>9�<>;3>-9?�

19.>;501>10�-:0�?/>11:�<>5:@10�<>;0A/@?��C->14;A?5:3��-:005?@>5.A@5;:

&5/4->0�'1.-?@5-:��%>1?501:@��$ ��

6.Revere Copper Products, Inc.$:1�&1B1>1�%->7&;91��#,��>1B1>1/;<<1>/;9

��

#� 9-:A2-/@A>1>�;2�/;<<1>�-:0�/;<<1>�-88;E�?411@?��?@>5<?��<8-@1?�.->?��-:0�1D@>A010�<>;H81?

"5/4-18�$G'4-A34:1??E��%>1?501:@��$&E-:�$G'4-A34:1??E��*%�$<1>-@5;:?�>1@/41:��-:518?��*%�%>;/A>191:@

(59;@4E�&;?.>;;7��*%��A9-:�&1?;A>/1?��:B5>;:91:@-8

�4->81?��-8<5:��*%��5:-:/1�;?1<4�'/4;1/7��*%�'-81?��"->71@5:3

��

7.PAR Technology Corp.��'1:1/-�(A>:<571#1C��->@2;>0��#,��<->@1/4/;9

��

��" <>;B501?�4->0C->1��?;2@C->1��-:0�?1>B5/1?�5:/8A05:3�<;5:@�;2�?-81�?E?@19?��<>;<1>@E�9-:-3191:@�?E?@19?��-:0�3;B1>:91:@

/;:@>-/@�?1>B5/1?

&;:-80��-?/5-:;��$��%>1?501:@ ��

8.Indium Corporation��&;.5:?;:�&;-0�85:@;:��#,��5:05A9/;9

��

#� 9-@1>5-8?�9-:A2-/@A>1>�-:0�?A<<851>�@;�@41�38;.-8�181/@>;:5/?�?195/;:0A/@;>��?;8->��@45:�H89��-:0�@41>9-8�9-:-3191:@

9->71@?

�>13;>E�%��B-:?��%>1?501:@��$!1?851�'/41:7��$

&;??��1>:@?;:��*%�'"+-E:1��;?1E��*%�$<1>-@5;:?

��

9.Harden Furniture Co., Inc.��"588�%;:0�+-E"/�;::188?B5881��#,��4->01:/;9

��

#� 2A>:5@A>1�9-:A2-/@A>1> �>13;>E�"��->01:��%>1?501:@��$ ��

10.MidairUSA, Inc.��"-/�588�'@&;91��#,��950-5>A?-5://;9

��

��" 9-5:@1:-:/1��>1<-5>��;B1>4-A8��5:@1>5;>�9;05H/-@5;:?��5:/8A05:31:35:11>5:3��-:0�5:�I534@�1:@1>@-5:91:@�?E?@19?�2;>�/;991>/5-8

-5>/>-2@?

+5885-9�*�";;>1��%>1?501:@%-A8��'@-?7;C?75��1:1>-8�"-:-31>

��

11.International Wire Group��"-?;:5/��B1�-901:��#,��5:@1>:-@5;:-8C5>13>;A</;9

��#�

��" .->1�/;<<1>�C5>1�-:0�/;<<1>�C5>1�<>;0A/@?�9-:A2-/@A>1> &;0:1E�� 1:@��$��5>1/@;>�0C5:��8E::��%>1?501:@��$$

��

12.Trenton Technology��>;-0�'@)@5/-��#,��(>1:@;:'E?@19?/;9

��

#� ?5:381�.;->0�/;9<A@1>?��/;9<A@1>�.-/7<8-:1?��/;9<A@1>9;@41>.;->0?��/;:@>-/@�9-:A2-/@A>5:3�?1>B5/1

"5/4-18��;C85:3��%>1?501:@��(>1:@;:'E?@19?

��

.Central Association for the Blind andVisually Impaired�� 1:@�'@)@5/-��#,��/-.B5;>3

��

��" :5@>581��8-@1D��-:0�?E:@41@5/�1D-95:-@5;:�38;B1?��9105/-8?A<<851?��75@@5:3��;2H/1�?A<<851?�@1D@581?��:1/71>/4512?��3->.-31.-3?��I-?48534@?��C;>7�38;B1?��05?<;?-.81�C5<1?��.5;013>-0-.81

<>;0A/@?

&A0E��G�95/;��%>1?501:@��$ ��

14.Burrows Paper Corporation��+�"-5:�'@!5@@81��-88?��#,��.A>>;C?<-<1>/;9

��

#� C;>80C501�?A<<851>�;2�8534@�C1534@�?<1/5-8@E�<-<1>�-:0<-/7-35:3��C5@45:��#,��A>>;C?�9-:A2-/@A>1?�9;>1�@4-:��

95885;:�<;A:0?�;2�?<1/5-8@E�<-<1>�-::A-88E

&;?1�"54-8E��%>1?501:@��$$%4585<�%->-?��'*%��$

�85F-.1@4��;1E��*%��A9-:�&1?;A>/1?�;4:�'@1>F5:->��*%�"-:A2-/@A>5:3

��

15.ECR International, Inc.��CE1>��B1)@5/-��#,��1/>5:@1>:-@5;:-8/;9

��

#� 01?53:?��9-:A2-/@A>1?��-:0�9->71@?�.;581>?��-5>�/;:05@5;:1>?�2A>:-/1?��-:0�>18-@10��*��1=A5<91:@

&;:-80��%-??-2->;��%>1?501:@��$ ��

.Sovena USA��$85B1��>;B1�'@&;91��#,��?;B1:-A?-/;9

��

��" .>-:010�-:0�<>5B-@1�8-.18�;85B1�;58?��[email protected]�;58?��2>E5:3�;58?�;>3-:5/�;58?��B5:13->?

!A5?��>>5.-��$�>-:7�(-8->5/;��$�-.5��?@1B1F��$$

��

17.DeIorio's Foods Inc.��811/71>�'@)@5/-��#,��015;>5;?/;9

��

#� 2>;F1:�<5FF-�0;A34��.>1-0��>;88?��/;;751?��-:0�.>;C:51? &;.1>@�&-3A?;��$&;.1>@��;>@4��*%�'"

��

18.Gehring-Tricot Corp��&-:?;9�'@�;831B5881��#,��314>5:3@1D@581?/;9

��

��" 45348E�1:35:11>10�C-><�7:5@��/5>/A8->�7:5@��-:0�?@>1@/4�C;B1:2-.>5/?�A?10�5:�5:0A?@>5-8��9585@->E�-<<85/-@5;:?��/;9<;?5@1?�

-@481@5/��-:0�?-21@E�-<<85/-@5;:?

'75<��14>5:3��%>1?501:@��$%-A8��A@;C?75��*%

!-A>-��;::-��*%��5:-:/1�->E��->=A4->��*%�"-:A2-/@A>5:3

�588��4>5?@9-::��*%�'-81?

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19.Rome Strip Steel Company%$��;D��&;91��#,��>;91?@>5<?@118/;9

��

#� /;80�>;8810�?@>5<�?@118 5>7��5:9-:��%>1?501:@"->E��-5@4�"1??1:31>��$

"->7��5:9-:��*%�-B50�"��;B5��*%

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20.Bartell Machinery Systems, LLC��891>��588�&;-0&;91��#,��.->@1889-/45:1>E/;9

��

#� 45348E�1:35:11>10�5:0A?@>5-8�9-/45:1>E�?E?@19?��;2<>;0A/@?�->1�1D<;>@10�;A@?501�@41�)'

%-@>5/7��";>;//;��%>1?501:@�122��5$>5;��;:@>;881>

�588�&;?@5?1>��*%�;2�$<1>-@5;:?�>5-:�(A>B1E��'*%�;2�'-81?��"->71@5:3

%-A8��-@81E��*%�;2��:35:11>5:3

��

21.Utica Cutlery Co.��#;E1?�'@)@5/-��#,��A@5/-/A@81>E/;9

��

�� <;/71@�7:5B1?��9A8@5�@;;8?��/A@81>E��8;/7.-/7�7:5B1?��85:1>�8;/77:5B1?��;<1:�-??5?@�7:5B1?

�-B50��881:��%>1?501:@&5/4->0��;?C5/7��*%

"5/4-18�"-@41C?��#-@5;:-8�'-81?"-:-31>

��

.Fiberdyne Labs, Inc.��A?5:1??�%->7��>5B1�>-:72;>@��#,��H.1>0E:1/;9

��

#� H.1>�;<@5/�:1@C;>75:3�<>;0A/@?�-:0�/-.85:3�5:?@-88-@5;:�?1>B5/1?�!��8534@5:3�<>;0A/@?��?53:�?-81?��-0B1>@5?5:3�.588.;->0?

��%1@1>�%;8A?��$��%>1?501:@�8��91:0;8->1��$

�4-0�%;8A?��*%�$<1>-@5;:?%1@1>�%;8A?��*%�'-81?��"->71@5:3

��

23.Riverhawk Company��85:@;:�&;-0#1C��->@2;>0��#,��>5B1>4-C7/;9

��

#� >;@-@5:3�1=A5<91:@�-//1??;>51? �0C->0��A::��1:1>-8�"-:-31> ��

24.Hubbell Galvanizing/ Fortress FusionCoatings��;991>/5-8��>5B1��-?@,;>7B5881��#,��C4E>A?@/;9

��

#� 4;@�05<�3-8B-:5F5:3��<;C01>�/;-@5:3��91@-85F5:3�;2�?@118 �;:-@4-:��A..188��%>1?501:@ ��

25.Meyda Tiffany Lighting��$>5?7-:E��8B0,;>7B5881��#,��91E0-/;9

��

#� /A?@;9�8534@5:3��01/;>-@5B1�8534@5:3��?@-5:10�38-??�8-9<?��C5:0;C?��/4-:01851>?��C-88�?/;:/1?��;A@0;;>�8-:@1>:?��/A?@;98534@5:3��@-.81�I;;>�8-9<?��H>1<8-/1�?/>11:?��-:0�;@41>�4;91

-//1??;>51?�-:0�01/;>

&;.1>@��;41:��%>1?501:@��$"-D��;41:��'-81?�"-:-31>

�41@��;41:��%>;0A/@5;:�"-:-31>

��


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