ROI-NJ.COM Mo n d ay, Fe b r ua r y 1 8 , 2 0 1 9 $2.

50

FAMILY FRANCHISE: Doherty discusses first THREE GENERATIONS: Apparel business AFRICAN-AMERICAN BUSINESSES: Forget
year as president of restaurant business. Page 4 Happy Chef knows how to change with times. Page 10 diversity; let’s talk contracts, Harmon says. Page 13

ALL IN
NYC’s loss
of Amazon
should be

ON NEWARK N.J.’s lesson

Why bashing Big Business
and incentives can cost you

W
hen the state’s audit of the
Economic Development
Authority came out in January,
some folks felt it was, at best, a contrived
exercise to give Gov. Phil Murphy cover to
change the state’s tax incentives — cover
he didn’t need — and, at worst, stunningly
inaccurate.
The $11 billion talking point, after all,
has not held up to public
or private scrutiny.
Years from now,
it may be known as
something else: the reason
Amazon did not look to
New Jersey after pulling
out of New York City.
Why would a company that just left a
location because public activists railed against
Paramount Assets is moving to Brick City, an incentive package come to a state where
companies taking incentives seemingly are
where it now owns 40 properties: being demonized — despite the fact that
‘The city has a great vision. We want to be part of it’ the state’s incredible $8 billion package for
Amazon is still on the table?
STORY ON PAGE 26
Tom Bracken, who heads the New
Jersey Chamber of Commerce, has
repeatedly argued that anti-business rhetoric
(and regulations) are hurting the state’s
chances of landing big companies.
“We need to stop the unwarranted
negative attacks on New Jersey’s business
community,” he said in a recent Op-Ed for
Paramount Assets’ Ronnie Levy, from left, Solomon Levy and Maurice Levy at their most recent project, Williams Flats, in Newark. —
­ ALEXANDRA PAIS CONTINUED ON PAGE 19

PRSRT STD
US Postage Paid
Permit No. 1239
Bellmawr, NJ

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ROI-NJ RETURN ON INFORMATION-NEW JERSEY February 18, 2019 ROI-NJ.COM

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HOW TO
REACH US

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Address

J&J UNIT BUYS

AURIS HEALTH
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FOR $3.4B
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Ethicon lands developer

(973) 387-1115

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for health care.

Tom Hughes

OF THE ROAD
thughes@roi-nj.com

FOR NEMF
ADVERTISING

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Liz Dwyer
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Elizabeth trucking company
ACCOUNT EXECUTIVE

Damon Riccio
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says it will wind down operations.

HAMPSHIRE,
CCSNJ’S
EDITORIAL

EDITOR CEO Debra

DiLorenzo
HARRISON
Tom Bergeron
tbergeron@roi-nj.com
and COO

TOP LEADERS
@tombergeron5
Kathleen
TO DEVELOP SELF- Davis

TO RETIRE
MANAGING EDITOR

Anjalee Khemlani
leaving
akhemlani@roi-nj.com
@anjkhem
STORAGE FACILITIES at year-end.
Real estate investment firms teaming up along I-95.
MANAGING EDITOR

Eric Strauss Go to ROI-NJ.COM to read more of the stories above and for the latest news from around the state.
estrauss@roi-nj.com
@acerimrat

DIGITAL UPCOMING EVENTS PEOPLE IN THE NEWS

02/19/19
CONTENT EDITOR

Emily Bader
CHRISTOPHER MOLLOY LIZ DWYER
ebader@roi-nj.com Rutgers University ROI-NJ
@emilybader
Ramapo College Veterans Molloy, who had been interim ROI-NJ has promoted Dwyer
STAFF WRITERS Procurement Resource Expo chancellor to sales
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What: A networking and
mfry@roi-nj.com flagship New new role, Dwyer
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Brunswick will continue to
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When: Tuesday, Feb. 19, July, was for her sales
@reporterbrett
10 a.m. – 4 p.m. named to the territory
ART DIRECTOR
Where: The Atrium Building, permanent post earlier this while also working with the
Robert F. Russo
Ramapo College, Mahwah month. He replaced “Deba” ROI sales and marketing
rrusso@roi-nj.com
More info: Admission is free; Dutta, who resigned after a team to manage new sales
Register at: eventbrite.com/e/ year on the job. Molloy was opportunities for the print
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ROI-NJ.COM February 18, 2019 ROI-NJ RETURN ON INFORMATION-NEW JERSEY

Utilities & Regulations

LaRossa: PSEG needs subsidy

Power unit’s CEO complains rate counsel’s argument covers same ground as 2018 fight
BY ANJALEE KHEMLANI
akhemlani@roi-nj.com
Public Service Enterprise Group is fighting
back. Again.
New Jersey’s largest utility is doubling
down on its promise to shutter three
nuclear plants in South Jersey if it does not
get approval for up to $300 million in state
subsidies annually for the next three years.
Whether or not PSEG should receive the
zero emission credits, or ZEC, is a question the
state Board of Public Utilities is deliberating
on and will have an answer for in April.
Ralph LaRossa, CEO and president of
PSEG Power, told ROI-NJ last Thursday
that the nuclear plants can’t compete with
cheaper options and would have to close if
they are not subsidized for the next three
years.
“As part of that application process, you
have to commit that you are closing the
plants (if the subsidy is not approved) and we
indicated that with an officer’s signature in
that document,” LaRossa said.
If it sounds like the same fight that took
place last summer, that’s because it is.
Earlier this month, the state’s rate counsel
said the truckload of documents provided
to the BPU show the utility is not in dire
financial need of the subsidy.
In a 44-page
response, PSEG said the
claims made by the rate
counsel are relitigating
old issues that were
brought up during the
legislative battle, and
Ralph
that the rate counsel is
LaRossa
unfairly characterizing
some of the prices and financial information.
The unfair characterization is namely using
the highest prices available to show revenue,
rather than the mix of fluctuations for on-peak
and off-peak pricing, according to PSEG.
The rate counsel and other opponents of
the proposal are also suggesting that PSEG is
using inaccurate methodologies to calculate
the losses the plants could incur.
In the absence of nuclear energy, gas
and coal plants would pick up the losses, as
was already evidenced by the closure of one
plant last year, LaRossa said.
PSEG said there was a shift of
approximately 20 percent of electric
generation from nuclear to natural gas as a
result of the shutdown of Exelon’s Oyster
Creek plant in September.
LaRossa said PSEG has consistently
stated that keeping the nuclear plants open
helps provide New Jersey a clean energy
option in the buildup to stronger wind and
solar energy production (both of which
PSEG has dabbled in).
Nuclear is a clean energy option, but has
fierce competition from cheaper and more
abundant gas production — and the process
for selling energy into the grid, which
operates electricity for the entire region,
prioritizes cheaper over cleaner energy in an
annual bid process, he said.
That, LaRossa said, is why the subsidy
is necessary. It helps to cover the costs of
operating nuclear energy, which operates
at the same pace throughout the day rather
than with more control over how much is
burning, like with coal and gas.
“The market is going to the next-cheapest
product,” he said. “If the marketplace is
not paying enough, that’s where the ZEC
application comes in. It’s going to be as
competitive as any other; for us, we are going
to be compensated like we should be.
“(If) we know we have this other revenue
source — because I can bid on 10 if I know
I need 12 to run, because I get two from this
other revenue source. If I wasn’t getting the
two from someplace else, I have to bid 12 and
then I’m going to be out of the market.”
And the threat of closing down all
three plants, rather than just one or two, is
both a cost-benefit issue and affects PSEG’s
attractiveness as an employer.
“You operate as a whole fleet,” he said.
Despite lower costs of some labor and
reduced purchasing of nuclear rods, if only
one or two plants closed, the shared cost of
all three plants make it an efficient endeavor
for PSEG, LaRossa said.
The costs of operating just one nuclear
plant cannot be sustained and would reflect
poorly on PSEG for hiring future talent
because it only has one plant, he said.
twitter: @anjkhem

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ROI-NJ RETURN ON INFORMATION-NEW JERSEY February 18, 2019 ROI-NJ.COM

Food & Beverage

Tim Doherty, president

and chief operating
officer of Doherty
Enterprises in
Allendale, the 77th-
largest restaurant

Family
company in the
United States.­
— KEITH MUCCILLI

recipe After one year as restaurant company’s president,

Tim Doherty explains how he got there,
and where he wants the business to go
BY MEG FRY give us an opportunity to spread our wings, and life?” Doherty said. “I had great training and
mfry@roi-nj.com to work for a supervisor who was not our Dad a wonderful experience, but I realized I was

S
hortly after graduating from Lehigh
University — and after years
spent working part-time in his
family’s numerous franchised chain
restaurants — Tim Doherty took a job at a
bank. In Ireland.
“We were not allowed to work for our
family’s company until we got a job elsewhere,
to both learn what we like and do not like, to
or someone who works for Dad,” Doherty said.
So, instead, Doherty moved to Dublin in
1999 to work for one year in the international
corporate lending department of Allied Irish
Bank, the largest bank in Ireland. He then
was transferred back to the bank’s offices
in New York City to work for another four
years.
“At that point, I needed to make a decision
— what did I want to do for the rest of my
not passionate about the banking industry.
I did not want to sit behind a desk for 10
to 12 hours, staring at the numbers on my
computer, trying to make decisions as to
whether I would lend people money or not.”
His father’s advice to him, Doherty
said, was to find what it was he loved and to
follow that.
“Over the course of time, over a few
conversations, I found myself becoming

4
ROI-NJ.COM February 18, 2019
more intrigued by our family business, our
restaurants, our brands, and the people
working within them,” he said.
That, of course, was hardly surprising.
Doherty had been working in the family’s
business for as long as he could remember.
“Any time I was home for more than
24 hours, I would pick up shifts, as a server,
a bartender, a food expeditor, a host, an
assistant — anything,” he said.
Those lessons proved useful, he said, as
he is closing in on his first anniversary of
being president and chief operating officer of
his father’s company, Doherty Enterprises in
Allendale, guiding day-to-day operations of
the more than $500 million franchisee and
restaurant owner across seven brands.
“I see it as my job to ensure that, if you
want a job in the restaurant industry, you can
have a great one with Doherty Enterprises,”
he said. “That is really my core passion today.”

Doherty Enterprises is the 77th-largest
restaurant company in the United States,
according to Nation’s Restaurant News data,
and the 15th-largest franchise owner in the
country, according to Restaurant Finance
Monitor.
It also employs 3,500 across 48
restaurants in New Jersey alone, bringing in
more than $171 million in sales.
Founded in 1985 by Ed Doherty, Tim
Doherty’s father, the company has grown
from 19 Roy Rogers restaurants to 149
restaurants and 9,000 employees across New
Jersey, New York, Florida and Georgia. Its
brands include Applebee’s Neighborhood
Grill & Bar, Panera Bread, Chevys Fresh
Mex, Quaker Steak & Lube, Noodles &
Co. and Doherty Enterprises’ own specialty
concepts, the Shannon Rose Irish Pub in
Clifton and Ramsey and Spuntino Wine Bar
& Italian Tapas in Clifton and Garden City,
New York.
Reaching the top of the company was
not easy, especially in the beginning, Tim
Doherty said.
He returned to Doherty Enterprises in
2003 to complete the manager-in-training
program at Applebee’s, but he never assumed
the role.
“I think that would have been a tough
decision to make Ed’s kid an assistant
manager,” he said. “A general manager would
have to be very confident with themselves
that I was not there to report to the big boss.”
Instead, he chose to become involved in
real estate, training under his father to quickly
Conversation Starter
Reach Doherty Enterprises at:
dohertyinc.com,
info@dohertyinc.com
or 201-818-4669.
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
become a key leader in the company’s growth expand. our managers surpassed that significantly by
through site selection, lease negotiations, “We’re (currently) looking at other getting involved in nearly 750 community
construction, acquisitions and remodeling, brands that may align with our vision and events.”
becoming the vice president of real estate mission, hopefully at the beginning of their That is something Doherty has no plans
and construction in 2006 and vice president growth cycle, but not necessarily, that we can to alter.
of development in 2010. get involved in,” he said. “While it is our responsibility to change
He even got to work alongside his sisters,  with the industry, whether that be responding
Doherty said, as they were integral in the Doherty said he was trained to succeed to changing food tastes or incorporating
creation of the Shannon Rose Irish Pub and Doherty Enterprises’ then-president, Ed better technology and marketing to help our
Spuntino Wine Bar & Italian Tapas concepts Choe, upon Choe’s retirement in 2018. guests consume food in the ways that they
in 2006 and 2011, respectively. “It made sense for the succession would like, what I think is critical is that some
The experience was beneficial. planning of our business to begin training of the things that make great restaurants
“When you are with a franchise group, with him prior to,” he said. successful don’t change,” he said. “Those
your role is to take that brand’s toolkit, Today, Doherty maintains that his underlying factors of great service, great food,
whatever it may be, including marketing, proudest career accomplishment thus far is and of being involved in the community, are
operations, training and more, and execute growing the business to the point that it can really the keys to long term success.”
upon it daily to the best of your abilities,” he continue to employ thousands of people. As for working in a successful family
said. “However, in our specialty division, we His other requirement, he said, is to business, Doherty said it can be challenging.
took the inklings of ideas and then developed continue to execute upon the company’s “There is no good time to get away or
our own toolkits, including determining our original vision. take off, so you need to make sure you have
brands’ identities, and executing upon those. “Our mission statement is to be the best a good underlying relationship with your
“That takes a whole different set of skills, food service company in the communities family and also make sure you are passionate
but there is a lot more flexibility to do what that we serve, one that operates with about what you do,” he said.
we want, to be nimble and change as we see integrity, treats people fairly and gives back “Any family business is too tough if you
fit, and that is a heck of a lot of fun.” to our communities,” Doherty said. are in it just to do something — you must
Doherty said that, while the company’s “For example, in 2018, we raised and wake up wanting to go to work every day,
plan is to continue operating and growing its donated in excess of $6 million for local because you will always be thinking about
brands within already existing footprints, if causes through various operations — and, how you can improve and best work with
an opportunity arises elsewhere — including while we require that each restaurant get and alongside others to be successful.”
an acquisition — the company is ready to involved at least twice a year in its community, twitter: @megfry3
Are millennials really killing Applebee’s?
Tim Doherty, president and chief operating officer of Doherty Enterprises in Allendale, said its largest brand is still
Applebee’s Neighborhood Grill & Bar — which, contrary to popular belief, reported great earnings and growth throughout
2018.
“Applebee’s is categorically the leading casual dining bar and grill restaurant in the nation,” he said. “Though multiple
articles have stated millennials are ‘killing’ Applebee’s, I can tell you, that is an absolute falsity. In fact, Applebee’s
conducted studies showing that, while nearly 60 percent of guests are Baby Boomers and of Generation X, 30 percent are,
in fact, millennials, while the remaining 10 percent actually belong to Generation Z.”
Doherty Enterprises currently operates 41 Applebee’s locations in New Jersey.
“The brand appeals to guests across all socioeconomic demographics throughout urban, suburban and rural markets,”
Doherty said.
5
ROI-NJ RETURN ON INFORMATION-NEW JERSEY February 18, 2019 ROI-NJ.COM

Arts & Entertainment

McGuire hopes
gallery will help

Clere
artists and
collectors
elevate
Montclair’s
reputation
for arts

vision
BY MEG FRY
mfry@roi-nj.com

Kathryn Waggener McGuire said she moved into a “hotbed” of

quality artistic work when she relocated to Montclair with her
family.
“As a collector and artist myself, I’ve gotten to know a lot of
artists in town,” McGuire said. “But some of these artists’ amazing
pieces are just sitting in garages and basements right now.”

6
ROI-NJ.COM February 18, 2019
Montclair, she said, was lacking a
high-end art gallery, a space intended for
“academic shows and scholarly perspectives.”
So, McGuire decided to open Clerestory
Fine Art in Montclair to aid in her pursuit of
making collecting art less intimidating and
more accessible.
“To know I am helping launch someone’s
career by connecting people in this area
who would have no contact otherwise is
extremely exciting,” McGuire, the space’s
owner and director, said.
She has the chops and the knowhow to
make such a feat happen.
While earning advanced degrees in
studio art, art history, museum education
and historical research from both Franklin &
Marshall College and Columbia University,
McGuire traveled the world, she said, living,
working and studying in countries such
as Bulgaria, Austria and Russia, before
returning to New York City to accept a
prestigious curatorial internship with the
Metropolitan Museum of Art in 2005.
From there, McGuire gained professional
experience with for-profit galleries such as
Galerie St. Etienne in New York City and
the Baron and Ellin Gordon Art Galleries
in Norfolk, Virginia, before returning to
the Metropolitan Museum of Art as an
education associate within its exhibitions
and communications department.
However, McGuire changed paths
following the births of her three sons, to
pursue smaller projects in and around her
new town.
“I’ve always had my foot in the door,
even after leaving work full-time,” she said.
For example, McGuire has directed
programs for artists with Alzheimer’s and
dementia at the Montclair Art Museum,
created an incubator for emerging artists
at Studio Montclair, and also founded the
Montclair Figure Drawing Group in her
home studio.
“That’s why people of well-established
means often would come to me seeking
advice on works they should buy, but were
not sure where to start,” she said.
What motivates real collectors, McGuire
said, is getting to know the artist.
“If you’re going to buy a piece for
“To know I am helping launch someone’s
career by connecting people in this area
who would have no contact otherwise
is extremely exciting.”
— Kathryn Waggener McGuire, owner, Clerestory Fine Art
$30,000, you care about where it comes
from,” she said. “Therefore, I wanted to be
the bridge point between these collectors
and those artists creating meaningful bodies
of work I thought should be in museums and
Artforum International Magazine.”
McGuire said she and her family sold an
investment property to be able to properly
renovate a 1,300-square-foot space on
Church Street, with enough space to show
two exhibitions at a time while also hosting
educational workshops and panels.
Clerestory Fine Art is expected to open
in March.
“Clerestory is the architectural term
for the most elevated row of windows in a
church, designed to let light in, and the name
also is a play on our representation of local
artists, as Montclair means ‘clear mountain’
in French,” McGuire said.
Clerestory Fine Art will sell pieces
between $5,000 to $25,000, with the idea of
also helping to train people how to effectively
purchase art.
“It’s about properly building local
collector-creator relationships,” McGuire
said. “We’re not selling work intended to
match your living room — we’re selling work
Conversation Starter
Reach Kathryn Waggener
McGuire of Clerestory
Fine Art at:
kathryn@clerestoryfineart.com,
clerestoryfineart.com
or 757-810-4890.
7
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
that you want to learn about and have a deep
connection with.
“Think about it. If you are going to
pay $5,000 for a couch, you might want to
consider paying $5,000 for a painting instead
that will outlast you and you can hand down
to your children.”
Owning art is more attainable than
people think, McGuire said.
“People do not start out as collectors, but
once you work your way up to it and discover
what it is that you love, you know what you
are then willing to invest in, instead of simply
purchasing a piece of artwork that you think
looks nice,” she said. “You then become both
a patron and an advocate for that artist.”
One goal, McGuire said, is to have a
collector with an artist’s work in their home
be able to run into that artist at the grocery
store.
The other is to lead a massive rebranding
of Montclair as a cultural tourist destination
for fine art.
“To do that, other galleries and local art
organizations must work together to put
Montclair on the map,” McGuire said.
For example, Studio Montclair is
a nonprofit consortium for more than
400 artists producing smaller exhibits in
conjunction with public buildings.
“The incubator program for emerging
artists, for example, is in the Academy Square
building, which houses small businesses and
lawyers and such,” McGuire said. “But there
are restrictions of the kinds of work they
want exhibited in such buildings.”
And as for other for-profit galleries in
the area, such as Gallery L, 73 See, and
Gold/scopophilia, McGuire said, the work
typically sells at a lower price point than what
she intends at Clerestory Fine Art, or the
intent is to showcase more so than entertain
scholarly understanding or to exhibit pieces
from all over the country.
“But I am working on creating a
consortium of for-profit galleries in the area
to talk about how we can better collaborate,
create art walks and cross-publicize to help
make Montclair into a visual arts-based
tourist destination,” McGuire said. “I also
would like to be able to point patrons in
different directions if someone cannot afford
what I am selling, to be able to challenge
galleries in the city.
“I view Chelsea as my competition,
not any of my neighbors — they are my
colleagues in arms.”
McGuire said she also is happy to be
exhibiting with other New Jersey-based arts
organizations.
“A lot of people are unaware of Glass
Roots in Newark, for example, despite their
inspiring story and the way their teaching
artists work with low-income students, so
we’re planning an exhibition with them
in the spring and speaking with collectors
who are on their board,” she said. “And Art
and Prozac is a group of three bartenders at
Egan’s and Sons in Montclair, a poet, a visual
artist and a performer, that put on these
guerilla art pop-up shows with musicians
and fine artists and photographers.
“These are the types of organizations I
would like to highlight, to emphasize that
there is all this hot blood that is starting to
bubble to create these open, creative spaces
in our area. I want to be able to connect
collectors with these people who are starting
to express themselves.”
Her overall goal, McGuire said, is to get
works featured at Clerestory Fine Art into
Artforum International Magazine within
two years and to have her artists represented
by museums within five.
“It’s exciting as an art historian to be
able to catch something new,” McGuire said.
“Everybody can research DaVinci, but I can
be the one to write the narrative.”
twitter: @megfry3
ROI-NJ RETURN ON INFORMATION-NEW JERSEY February 18, 2019 ROI-NJ.COM

Goods & Services

Wake-up
OnGO Energy Spray is designed to supplement other forms of caffeine intake. ­— COURTESY ONGO ENERGY SPRAY

call BY ALEX WOLMART

awolmart@roi-nj.com
Inventor of caffeine spray
aims to fill need for athletes, others

He thus came up with OnGO Energy

Ashu Jain used to wake up in the middle of
the night with puffed-up, swollen eyes.
It was from his sleep apnea.
Coffee and tea took too long to refresh
him, so he looked for a solution. Something
that would help him stay awake but he could
always keep on his nightstand.
“I had a retail business and young kids,” Jain
told ROI-NJ. “I wouldn’t sleep well at all, and it
would take me a long time to get out of bed.”
Spray, a caffeinated energy spray that can,
supposedly, effectively supplement all other
forms of caffeine intake throughout your day.
Jain, a former Olympic elite athlete —
the official term given to an Olympic-level
athlete who didn’t compete in an Olympic
Games — in table tennis, represented the
United States in the 2001 and 2002 World
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“I most certainly had athletes in mind
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Jain has powerhouse Olympians Chris
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Hudson won 55 medals over 24 years as a
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the U.S. its first-ever medal in the sport of
luge, used and tested OnGO formulas as
Conversation Starter
Learn more about OnGO Energy
Spray at: ongoenergy.com.

8
ROI-NJ.COM February 18, 2019 ROI-NJ RETURN ON INFORMATION-NEW JERSEY

he trained leading up to the 2018 Olympic based in Red Bank with two marketing
games, according to Jain, and apparently still specialists out of Orlando, Florida, his head
uses it as a mid-workout supplement. of marketing out of San Diego and a chief
Jain’s background as an athlete at such a digital officer working in the area.
high level granted him a greater benefit, he He said about 48 percent of people
said, when starting a company than others. that consume energy products do so for
“There is a massive drop-off of functional purposes, the rest for recreational
Olympians not being able to live fulfilling ones. Jain’s only trying to reach the functional
lives after they compete,” he said. “I found users, the ones that, he said, really need that OnGO Energy Spray’s
it to be the contrary. It’s important to learn boost. small size makes it
from loss, because that’s how you get better. twitter: @alex_wolmart convenient to take it
Not having that quit.” with you anywhere.
The OnGO spray itself is created in
an FDA- and NSF-certified facility in a
confidential location somewhere in the
U.S., while the parts to the can are created
in Europe. Jain wishes to keep the facility’s
location confidential because, he said, no
formula has been created like it in history.
He apparently went to 40 or so different
facilities trying to find one that could
produce exactly what he wanted.
Three sprays, or about 1.5 milliliters
(mL), of OnGO equals a serving size and
provides about 50mg of caffeine per mL.
For comparison, an energy shot is about
3mg of caffeine per mL and Mio Energy,
the energy additive you put in water, is
about 25mg per mL.
Jain sells the spray on his website as
OnGO Energy Spray MAX for $29. Each
container is about 20 servings and requires
no refrigeration or preparation. As opposed
to other topical energy sprays such as
Sprayable, OnGO is oral and therefore
absorbed by the body faster — just as is the
case with any substance taken orally.
The product is sugar-free and contains
B3, B6, B12 and Taurine. According to Jain,
one bottle is the equivalent of a two-week
supply, or approximately 18 energy drinks.
To address safety, Jain says the sprayer
on the container cannot be removed and will
give resistance when being pushed too often
to prevent the product from being abused.
Jain started OnGO in 2017 and is now

Ashu Jain at a recent TechLaunch BullPen event.

9
ROI-NJ RETURN ON INFORMATION-NEW JERSEY February 18, 2019 ROI-NJ.COM

Fashion & Industry

From left are Howard Curtin, vice

president; Sheila Nadler, bookkeeper;
Joe Nadler, chairman; Jim Nadler,
president; and Jake Nadler, brand
ambassador; of Happy Chef. —
­ PHOTOS
BY ALEXANDRA PAIS

FindingJ
BY MEG FRY
mfry@roi-nj.com  And, in 2014, it introduced
#SMART technology,
ake Nadler said specifically designed to store,
the mission of secure and protect mobile leadership that heads the company.
Happy Chef, a phones, tablets and headphones And it’s been that way since
third-generation from spills and tangles. Nadler’s grandfather, Chairman
family business, But the story of Happy Chef, Joe Nadler, founded Happy Chef
has never an international manufacturer of more than 30 years ago.

the mix
Happy Chef has proven
as versatile as its products —
third-generation culinary
apparel business is thriving
changed.
“It always
has been about making chefs’
lives better, with the chef being at
the forefront of every decision we
make,” he said.
Nadler, who began working for
both his father and grandfather in
2014, can easily rattle off some of
the company’s key advancements
in the industry:
 In 1995, Happy Chef
manufactured the first-ever
lightweight chef coat;
 In 1998, the company
introduced CookCool
technology, or heat-reducing
and moisture-wicking fabrics;
culinary and hospitality apparel that
currently is headquartered within
70,000 square feet of warehousing,
offices and embroidering space in
Butler, is not just about innovation.
It’s about agility.
The company has continually
changed with the times, both in
the products it produces and the
Conversation
Starter
To learn more about
Happy Chef, visit:
happychef.com,
or email at:
info@happychef.com.

It all started in the 1950s,
when Joe Nadler began working
with the New Jersey Linen Rental
Association, training under Jack
Orlinsky.
He said his ability to make
contacts allowed him to start
his own linens rental company,
Santowel, in 1958.
“I had solicited and built up
enough customers to start a route
and purchase trucks,” Nadler said.
He also found the love of his
life, marrying Orlinsky’s daughter,
Sheila, a high school English
teacher.
The couple had a son, Jim, who

10
ROI-NJ.COM February 18, 2019
Committed to
community
Happy Chef often gives
back to the community
by donating clothing,
volunteers, time and
money to various
organizations, Sheila
Nadler said.
Though not a complete
list, some of the
organizations Happy
Chef contributes to
include Action Against
Hunger, Fedcap,
ProStart, Share Our
Strength, Children’s
Aid, and Community
FoodBank of New
Jersey, Jake Nadler
said.
would frequently join Joe Nadler
on his routes when he was a small
child.
In 1975, the company shifted
for the first time, as it began
manufacturing its own linens for
purchase under the name J.H.
Nadler Textiles Inc.
“I started contacting the
American mills, which took some
work, to begin manufacturing
and distributing items such as
tablecloths and napkins, sheets and
pillowcases, towels and so forth,”
Joe Nadler said. “It was a one-man,
home-based business that allowed
me a good living and the time to
take my son to tennis practice in
the afternoons.”
After Jim Nadler graduated
from Emory University a few years
later, the company pivoted again.
Jim Nadler began working as an
accountant in Atlanta, but it didn’t
prove to be a good fit, his father said.
“He called me one day and
said, ‘I hate accounting — I want
to come home and be in business
with you,’ ” he said.
Jim Nadler joined his father
in business in the mid-1980s to
help implement some key changes
— specifically, branding and
what, exactly, they were to keep
manufacturing, Joe Nadler said.
The decision was made to start
transitioning into chef uniforms —
and to change the name.
“I said, ‘Well, if we are going
to start private labeling our
merchandise, we have to have
a catchy name that people will
Jose Urraca works the embroidery
machine at Happy Chef.
remember,’ ” Joe Nadler said.
“That’s how Happy Chef was born.”

Happy Chef sells chef coats
(from $13.95), aprons (from
$5.95), shirts (from $8.95), pants
(from $18.95), headwear (from
$4.95), footwear (from $49.95) and
more, all manufactured in Asia but
customized in New Jersey.
Jim Nadler, who now serves
as president, said the company
continually updates its offerings.
On average, he said, Happy
Chef will introduce three new
colors each year to be on par with
fashion-forward design.
Jake Nadler, who serves as
brand manager, said it’s just the
latest way the company is changing
with the times.
“The problems chefs face
have not changed over time,” Jake
Nadler said. “The kitchen is always
going to be a very hot and hectic
place, so chefs and the kitchen staff
are always going to need apparel
that helps them stay cool and agile.
“But, right now, with the rise of
the celebrity chef and the popularity
of Food Network shows, chefs
are wanting their uniforms to be
more fashionable and recognizable.
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
Underpromise, overperform — and tell the truth
One word that drives the
organization of Happy Chef,
Joe Nadler, its chairman,
said, is integrity.
“When (son) Jim (Nadler)
and I started working
together, I said, ‘There are a
lot of things I can put up with,
but the only thing I cannot is
lying — if our customers ask
for something unreasonable,
we simply tell them it cannot
be done,’” Nadler said.
Jim Nadler, president, said
he learned his lesson at the
start.
“When I would answer the phones early on, for example, the customer would get upset if they
received an order on Thursday and I had told them it would be in by Wednesday,” Jim Nadler
said. “The customer was not upset that it would be in on Thursday, only that I had given them
false information.
“We’d rather underpromise and overperform, telling customers that an order will be in within
seven days when it actually comes in three.”
This has allowed us to create more many of whom have been with the with Happy Chef, retirement is
stylish garments that are often company for years. not for them, they said.
inspired by current fashion trends.” “In fact, when the guy who Which is great, Jim Nadler
Their dedication has led them was in this space previously moved said, as Happy Chef has doubled its
to work with customers such as his business out of state, he said, growth over the last 10 years and
Aramark, SAGE Dining Services, ‘I’ve got these two guys — they’re plans to do more of the same over
Doherty Enterprises, Dave & great — can you use them?’ And I the next decade.
Buster’s, Princeton University, said, ‘Sure!’” Jim Nadler said. “Now “We’d like to double our
Air Culinaire Worldwide and they’ve been with us nearly 20 years.” business and continue to expand
Hard Rock, Jake Nadler said. As for Joe and Sheila Nadler, internationally,” Jim said.
Happy Chef also employs 40, who now works as a bookkeeper twitter: @megfry3
11
ROI-NJ.COM February 18, 2019 ROI-NJ RETURN ON INFORMATION-NEW JERSEY

Focus
On …

INCLUSION …

AFRICAN-AMERICAN BUSINESSES
DIVERSITY…
LET’S TALK
CONTRACTS
INSTEAD
Harmon, CEO of African American chamber, is pushing
firms to increase their spend with minority-owned businesses

C
BY BRETT JOHNSON
bjohnson@roi-nj.com

ynicism may not be warranted, but healthy skepticism? Maybe.

If John Harmon, CEO and president of the African American Chamber
of Commerce of New Jersey, were to impart a word of advice, especially
during Black History Month, it might be to keep some of that in reserve
amid back-patting about diversity.
“Many corporations or agencies in New Jersey like to talk about diversity — but, sometimes, it’s not
represented in their spend in terms of actual contracts with African-Americans,” he said. “By and large, New Jersey is struggling
in this regard. Organizations will tout strong minority participation, but when you drill down into specifics, African-Americans
are often at the bottom.”
His organization, as always, is out to fix that.
But to know how to do that, it helps to have some details about the problem. In New Jersey, making that sort of data available
hasn’t always been a priority.
CONTINUED ON PAGE 17

13
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
Focus On … African-American Businesses
The Lemon Group
is one-woman shop,
but she helps
some of region’s
largest companies
BY BRETT JOHNSON
bjohnson@roi-nj.com
Kim Lemon’s enterprise is the very definition
of small business — it’s a long-running, one-
person operation that brings in less than a
million dollars in revenue each year.
She’s chief cook and bottle washer, as she
puts it.
But the impact she has at her executive
coaching firm, The Lemon Group, is far
from small.
Since its 2005 inception, Lemon’s
business has consulted for companies in a
wide array of industries — including some of
the region’s largest corporations and health
care networks. As the person tasked with
grooming those organizations’ top leaders
and up-and-comers, the mark she’s left on
New Jersey business has been significant.
Many of the businesses she’s taken on
as clients come from the world of finance,
which is the sector she emerged from, as well.
She spent about 20 years in various human
resources positions at Wall Street behemoth
JPMorgan Chase.
“As you might imagine, banks, especially
early in their development, are increasing
market share through mergers and
acquisitions, and I was there along for the
ride,” Lemon said. “As my experience grew,
it increased my accountability for really
driving changes and implementing them.”
Her increasing responsibly led to her
carving out her own business doing what she
felt she had become adept at: helping others
be productive, better engaged and more
collaborative.
To some degree, being an African-
American woman makes her a standout
among local executive coaches. Lemon is
also a recipient of a YMCA Black Achievers
Award, which recognizes successful African-
Americans in the corporate arena.
Conversation Starter
Reach Kim Lemon of
The Lemon Group at:
kim@lemongroupconsulting.com
or 973-669-9721.
Small, but
MIGHTY
“It’s about NOT micromanaging, and giving people some autonomy
to do what they need to do. That’s one of the most important
principles of leadership.”
— Kim Lemon, president, The Lemon Group
Kim Lemon of The Lemon Group. ­— PHOTO BY KEITH MUCCILLI
But there are a lot of people, both in
New Jersey and elsewhere, doing executive
coaching, talent management, people
strategy — or any of the other labels this
area of business services has been given. The
nomenclature is always changing as these
services evolve.
14
“Back in the early days of executive
coaching, back in the late ’70s or early ’80s,
it was either only at the executive level that
you saw them in organizations, or maybe
sometimes coaches were used to come in
and fix things if a leader was very talented
but presenting some sort of derailing
February 18, 2019 ROI-NJ.COM
behavior,” Lemon said. “Now, this is seen as
a development resource for all layers of an
organization.”
Lemon does it all. And businesses call
on her expertise to guide leadership and
employees through some tough situations:
offshoring, outsourcing, mergers or other
business shakeups.
She described a recent example of having
to help a local equity research firm’s leader
turn the ship with the introduction of a new
business model:
“He was surprised to find people were
not welcoming to the notion of change,
even if it was paramount to the company’s
continuation,” she said. “If they didn’t make
changes, the company wouldn’t be there in
five years — to him, that was compelling
enough. Not everyone will buy into that,
however.
“There are different motivations and
different modalities and approaches to
communicating that platform. Sometimes
you need to reach people in the heart and
sometimes in the head.”
Different leaders have their own style
and preferences in how they want to handle
challenges their organization is facing, she
said.
Lemon did offer some free-of-charge
advice for local business leaders, based on
what she’s seen as effective through her years
of coaching: Empower employees.
“It’s about NOT micromanaging, and
giving people some autonomy to do what
they need to do,” she said. “That’s one of the
most important principles of leadership.
Business leaders need to consider engaging
folks in that way — not so that it’s a free-for-
all, but so people have the running room
they need.”
twitter: @reporterbrett
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
Focus On … African-American Businesses
Helping his
environment
Lewis’ company cleans up brownfields sites,
but also aims to improve neighborhoods they’re found in
BY BRETT JOHNSON
Z
bjohnson@roi-nj.com
ach Lewis, founder of Lewis
Consulting Group, has spent
decades discovering what’s
hidden beneath the ground —
the chemicals, lead, mold and
other materials mixed in industrial mires.
He’s an expert in environmental site
investigations of brownfield sites set for
redevelopment after years of abandonment.
Those projects are quite often located in
urban communities, places that sometimes
feel just as forgotten.
Lewis finds what’s hidden there, too.
“One thing my father used to say to me
is, ‘There’s gold in the ghetto,’ by which he
meant there was a lot of value in the people
there, you just needed to expose, nurture and
harvest that talent,” he said. “We can make a
real impact in our community if we look at it
that way. We can create jobs in communities
and be part of the solution.”
His company, which has a base in Newark,
prides itself on participating in programs that
give back to the communities with which it
regularly interacts through its work.
“We see the highways during morning
rush-hour commutes — it’s all automobiles
moving into urban communities and then
leaving right after work,” he said. “They’re
leaving, but not leaving resources in
communities. You benefit communities by
keeping resources local, and we want to be
part of that.”
Since its 2010 inception, the building
inspection and site remediation firm also has
made a point of hiring diverse personnel for
its 15-person team, Lewis said. It just makes
sense: His client base, the communities his
company focuses on and New Jersey as a
whole are the picture of diversity.
Still, he believes minorities are sometimes
Conversation Starter
Reach Zach Lewis of Lewis
Consulting Group at:
zach@lcg-online.com
or 732-276-2420.
February 18, 2019 ROI-NJ.COM
sidelined in this industry. Not to mention,
African-American-owned businesses come
in scarce supply in the environmental
services sector.
“There are very few African-Americans
in this business,” Lewis said. “In my lifetime,
in New Jersey, I’ve come across maybe five or
six total who are environmental consultants.”
It’s no surprise then that Lewis is
appreciative of having a voice like the state’s
African American Chamber of Commerce.
His clients span different private, public and
nonprofit sectors, but he’s eager to play a role
in the expansion plans of utilities, and the
chamber’s advocacy has been invaluable in
getting his firm’s qualifications a second look
from them.
There’s no shortage of competition
in the region from other firms doing
environmental assessments. National firms
make for particularly fierce competition.
But it’s hard to match Lewis’ local
commitment or the zeal he has for mentoring
in an industry with seemingly limited entry
points. Without coming from a certain
educational milieu, environmental services
jobs might seem like a far-flung prospect
to many.
“And, without a degree, it’s true
you may not necessarily be able to
be an environmental scientist, but
there’s opportunities for those in a
technician role,” he said. “We’ve hired
people for that job, even some who
may have made some mistakes in
the past, but we’ve trained them as
environmental technicians. Having
not known about this, they’ve now
been put on career paths.”
Lewis’ employees have been
overwhelmingly supportive of
these initiatives, he said. For him,
nothing is more important than
that.
“This is not just a ‘me’
company, but a ‘we’ one,” he
said. “I’m fortunate that I have
a talented team; I might be the
captain, but I really rely on my Zach Lewis, founder of Lewis Consulting Group, is an expert in environmental site investigations
team to guide this company.” of brownfield sites set for redevelopment after years of abandonment. —
­ LEWIS CONSULTING GROUP
twitter: @reporterbrett
16
ROI-NJ.COM February 18, 2019
CONTINUED FROM PAGE 13
Count on it being a priority for Harmon.
His organization is pushing harder than ever
for a detailed disparity study to determine
how well agencies are doing in regard to
contracts with businesses run by African-
Americans or other minorities.
Out of that, he’s hoping it’s used to shape
some minority-owned state contracting goals
for public entities. That’s something Harmon
has had on a wish list for many years.
The time for it is now, he said.
“We believe that this would incentivize
more participation from minority-owned
businesses,” he explained. “New York has a
goal of 30 percent for these contracts and a
very aggressive system in place. But in New
Jersey, that doesn’t exist. We’re neighboring
states — it makes no sense at all.”
The argument he makes for it isn’t
an emotional appeal for anything like a
handout. It’s this: Taxpayer dollars from
minority communities should at least have
the possibility of being repatriated back
to those communities. It’s also a matter of
holding agencies accountable.
“In particular, utilities come to the state
for rate hikes and incentives for infrastructure
projects, but their numbers on minority
participation have been poor, year-in and
year-out, and there’s no accountability in
Focus On … African-American Businesses
getting them to improve,” he said. “So, we’re
going to advocate for a statewide assessment
asked of utilities annually to include their
spend and hiring practices when it comes to
minorities and women.”
Information on those hiring practices is
something that’s kept too close to the vest by
public organizations currently, Harmon said.
When it comes to the energy sector as
well as other industries, especially in the
private sphere, sometimes testimony from
businesses is all there is.
“(African-American-owned) businesses
can tell you which ones really give them a
forum to present their services and which
refuse to,” Harmon said.
Ed Jordan, consultant with Voorhees-
based Industrial Commercial Cleaning
Group Inc., a janitorial and facility
maintenance firm owned by an African-
American woman, said the business has had
to give up on work with certain industries
due to difficulties in having the firm fairly
evaluated in the contracting process.
Conversation Starter
Reach John Harmon of the
African American Chamber
of Commerce of New Jersey:
jharmon@aaccnj.com
or 609-571-1620.
17
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
John Harmon, CEO and president of the African
American Chamber of Commerce of New Jersey.
­— FILE PHOTO
Hanford Jones, who works for the
same firm, happens to be one of the region’s
watchdogs when it comes to burrowing into
the numbers behind contracting with black-
owned firms. He regularly reviews state
contract documents under public records
requests to determine how agencies are truly
doing on working with African-American
businesses.
He said he’s found New Jersey limited in
terms of transparency. But what he has seen
over the years, he added, is that there’s no doubt
it’s a trying environment for black businesses.
He argues, as Jordan does, that’s in large
part due to how the state has transitioned
from specific set-asides for minority business
enterprises to creating goals and set-asides
surrounding the more all-encompassing
category of small business enterprises.
“The language has been corrupted in
a way that hurts black business owners,”
he said. “And the whole terminology
around small business has never created a
problem for people to want to make special
exclusions. When it comes to set asides for
black businesses, it’s seen differently.”
It’s a complicated issue, and one Jones
has been involved with for decades.
“I can’t say there’s no hope, because then
there’s no point to keep trying,” he said.
And you won’t catch Harmon turning
cynical, either.
“It appears that this administration,
with the hiring of a chief diversity officer,
the state’s first, is on the same page,” he said.
“That new officer is making rounds with
various state agencies to find out who they’re
spending with and how much — and if
they’re not doing a good job, finding out why.
So, I’m optimistic that we’ll get change, but if
we don’t have people continuing to make this
important issue, there will be no pressure to
get it done.”
twitter: @reporterbrett
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
Tech Trends: Esther Surden
Hit the accelerator
SOSV founder O’Sullivan shares history, and future, of his tech-centric Princeton VC firm
BY ESTHER SURDEN FOR ROI-NJ
esurden@njtechweekly.com
One of the largest decentralized accelerator
programs in the world, SOSV, is headquartered
in Princeton, a fact that many don’t know.
Its founder and managing general
partner, Sean O’Sullivan, identifies as a
Princeton resident,
engineer, inventor and
“now, a venture capitalist.”
O’Sullivan spoke
recently at Startup Grind
Princeton about his
entrepreneurship journey
and his investment
philosophy. The conversation was moderated
by Startup Grind organizer David Stengle.
O’Sullivan is a well-known name in the
tech community. For example, he is credited
with inventing the term “cloud computing”
with George Favoloro from Compaq. In
1985, he founded MapInfo, which delivered
the first version of street mapping to personal
computers.
Now, O’Sullivan devotes his time to
SOSV, which, according to the company’s
website, “provides intellectual and financial
capital to accelerate founders’ big ideas for
positive change. SOSV has funded over 700
startups to date. We currently fund over 150
startups per year through our programs: HAX
(hardware and connected devices), IndieBio
& RebelBio (life sciences), Chinaccelerator
(cross-border internet and mobile in Asia)
and Food-X (food innovation).”
O’Sullivan says the company is taking
applications for a new blockchain accelerator
that will be headquartered in New York City.
O’Sullivan grew up on welfare, in a
family with nine kids and a “deadbeat dad”
who left for good when Sean was 3. He made
it to Rensselaer Polytechnic Institute, a
technological research university in upstate
New York, and eventually began his career as
a serial entrepreneur.
“What enabled me to get ahead was
education,” he said, which prompted him to
combine his passion for learning and giving
back by underwriting Kahn Academy in
Mountain View, California, a free educational
resource, in its first stages of development.
After selling his first company, O’Sullivan
TECH PARTNERS
ROI-NJ has teamed up with Esther Surden, creator of njtechweekly.com, to bring you weekly insight into the tech world.
Startup Grind organizer David Stengle, left, and Sean O’Sullivan of SOSV. —
tried a variety of career paths, even taking a
stab at being a musician and a filmmaker,
before realizing that his best opportunity to
have a true impact on the world “was to create
lots of companies.” He invested as a “super
angel” for many years, but he formalized his
investments into a real venture capital firm.
And, now, he said, “We have about 110 staff,
which for a VC firm is huge.”
“Our focus is different from most
venture firms. We do something unique.”
While SOSV started by backing companies
O’Sullivan liked and thought had a good
chance of success, it now goes much deeper
into tech. By starting accelerators, O’Sullivan’s
team found that they could place “a lot of
shots on goal and build ecosystems and work
with founders at a stage that I find is most
enjoyable,” which is very, very early on.
More than 5,000 companies apply each
year to get into the SOSV accelerators, and the
150 who get accepted receive between $100,000
and $250,000 (depending on the accelerator)
for the first commitment; in return, they give
up about 7 percent of their equity.
“We take those companies; get them
market validation; work with them to get the
proper market fit working; and, depending on
which accelerator, we work with them deeply
on the technologies.” At the HAX location in
18
­ ESTHER SURDEN
Shenzhen, China (there’s another one in San
Francisco), SOSV has a 50,000-square-foot
space with various types of manufacturing
equipment and 28 engineers on staff,
O’Sullivan said. The engineers know radio-
frequency engineering, industrial design,
mechanical design, design for manufacturing
and so on. “We can take a team of two, four
or five people and make them look like a
50-person organization.”
The team is paramount, O’Sullivan
explained. “You can’t just be a single person
and get much done. You have to be able to
work with a team. We won’t back a single
founder. Not because a single founder can
never make it, because they can, but it’s a
slower way to try and make it. You also end up
with a lot of psychopaths. If you’ve got a couple
of people who are working together and trust
each other, that’s a pretty good indicator.”
There will be hard times, there may be times
when founders need to go without paychecks;
and the company won’t get through these
lows unless the team has a high level of
commitment. O’Sullivan said it’s even better
when the team members love each other.
As a founder, you must build a team and
recognize that you don’t want carbon copies
of yourself on it, Sullivan said. You want a
highly balanced team. “When we look at
February 18, 2019 ROI-NJ.COM
teams these days, we actually give all of our
startups personality testing.”
There are multiple types of people: Some
are more focused on relationships, some
focus on innovation, some focus on synthesis
and society, while others are more analytical.
SOSV administers this testing before it makes
a major investment, although not before it
takes a company into the accelerator, because
the team will change and get rounded out as
the startup grows.
SOSV applicants apply for the vertical they
are interested in and fill out a form. From eight
to 15 teams are accepted into a cohort, funded
by SOSV. Those companies physically take
up residence in the SOSV space, generally for
about four months; in a larger space like HAX,
they can stay for a year. At the end of that
period, they host a demo day. If all criteria are
met, SOSV helps them find the best financing
for the next stage of their development.
Then there are specialized services for
the companies. At the IndiBio accelerator,
for example, there are wet lab facilities
and all the equipment needed for genetic
engineering and synthetic biology.
“I think that community, that sense of
community, is the most phenomenal benefit,”
O’Sullivan told Stengle. “Actually, being able
to go to others and share really bad deep
problems and the dark moments of the soul
that everyone has as a founder” is one of the
major pluses of being in this environment.
twitter: @njtechwkly
Name: SOSV
Headquarters: 174 Nassau St.,
Suite 300, Princeton (offices in U.S.,
Ireland, China)
Public/private: Private, founded by
Sean O’Sullivan in 1995
Employees: More than 110
Specialty: Funded more than 700
startups to date; presently funding
more than 150 per year through
HAX (hardware and connected
devices), IndieBio & RebelBio (life
sciences), Chinaccelerator (cross-
border internet and mobile in Asia)
and Food-X (food innovation).
Follow: sosv.com and @sosvvc
ROI-NJ.COM February 18, 2019
CONTINUED FROM PAGE 1
ROI-NJ.
“Businesses in our state must deal with
one of the highest corporate tax rates in
the country, absorb new costs of a higher
minimum wage and expanded paid sick
leave, the new so-called ‘rain tax’ for
the creation of stormwater utilities and
manage through a morass of outdated and
burdensome mandates.”
We may soon find out if that’s true.
The race for Amazon is not over. Not by a
long shot. The rules, however, have changed.
And it’s important for everyone to realize that.
So said Jay Biggins, executive managing
director of BLS Strategies, a highly regarded
national relocation firm based in Princeton.
“I think we probably should take
Amazon at its word that it is not looking to
relocate this half of HQ to one of the other
candidate cities,” he told ROI-NJ.
Instead, Biggins said, Newark should
look to be part of the incremental growth
that still is coming to the metro area.
“The recommendation wouldn’t be
for Newark to try to pursue what Amazon
said they’re not doing, but rather to pursue
opportunities for growth occurring within
the region as Amazon looks to diversify,”
Biggins said.
“This is an important region for them,
and they have a reason to be here. They were
very clear about that, and they intend to
grow in the region. Newark has a reasonable
shot at earning some of that growth.”
But it’s not the only city that can make
that claim. Biggins said Jersey City is back in
the game now, too.
“Don’t leave Jersey City out,” he said.
“Newark was one of the finalists, but that
game is gone. And all the rules of that game
are over.
“Everything’s open. Jersey City
absolutely has a reasonable prospect of
obtaining some jobs from a share of the
growth that they’re planning in the region.”
But neither city will have a chance
unless the state changes its tune.
That’s what Jim Kirkos, the longtime
head of the Meadowlands Chamber who is
well versed in the New Jersey-New York battle
over business, said after Amazon’s decision.
“The Amazon announcement is why
business leaders constantly talk about policy-
makers and communities needing to have an
‘Open for Business’ posture — one that creates
and leverages opportunities while still making
sure community concerns are met,” he said.
“New Jersey should learn from this
devastating announcement in New York.”
Biggins agreed.
“It’s important that the leadership of
New Jersey get behind a positive message
to recruit business,” he said. “The governor
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
The race for Amazon
is not over. Not by
a long shot. The
rules, however,
have changed.
And it’s important
for everyone to
realize that.
—
has already indicated his intent to have opportunity to resume conversations with The opposition may not have been
incentives going forward as part of that Amazon and provide them an opportunity expressing the voice of the people — some
strategy. But the legislative leadership and to be a part of its renaissance.” estimates said 70 percent of New Yorkers
the governor will need to get together Corporate incentives have been around favored giving incentives to Amazon. But they
around a consensus on how robust those for more than 100 years. But they may never certainly were talking in the loudest voice.
incentives need to be in order for New have been more important than today. And you can be sure CEOs of
Jersey to be successful.” Amazon, one of the most significant companies across the country heard them
And there’s no time like the present. companies in the world, received hundreds loud and clear.
“It’s important that they do that timely, of generous offers just for putting out a Now is the time for New Jersey to speak
so that we send a signal to the market that Request for Proposals. It was then forced up.
overcomes the negativity and projects unity to back out of a deal after those incentives If it doesn’t, New York’s loss may be
behind a basic principle that is that New led to a backlash of opposition from local ours, too.
Jersey is competitive and intends to be groups. — Tom Bergeron
successful in creating and retaining jobs,”
Biggins said. “And that businesses will have
a conducive environment for growth.”
Murphy attempted to do just that
Thursday afternoon.
“After learning of the decision to
pull out of their chosen HQ2 location, I
contacted Amazon and city of Newark
stakeholders directly, continuing a constant
dialogue that predates my time as governor,”
he said in a statement.
“New Jersey is open for business, and
now more than ever, Newark is the clear
choice as the next presence for Amazon
corporate offices. Amazon now has the
opportunity to join in Newark’s story of a
city on the rise.”
Newark Mayor Ras Baraka made his
pitch, too.
“Given the city and state’s assets — a
strong talent pipeline, a diverse tech base,
unmatched infrastructure and a highly
accessible location — we are well poised
to accommodate Amazon, should they
want to relocate New York City’s portion of
HQ2, in whole or part,” he said. “Legislation
regarding the tax incentives has already
been passed, our real estate options are still
viable and the community has been — and
will continue to be — engaged.
“Newark is becoming a national model
for what equitable development should look
like across the country, and we welcome the
19
ROI-NJ RETURN ON INFORMATION-NEW JERSEY February 18, 2019 ROI-NJ.COM

Op-Ed

New Jersey in RGGI is boon for people — and business

B
usiness leaders disagree
on whether New Jersey
should rejoin the Regional
Greenhouse Gas Initiative
or not. The source of this
disagreement can be traced
back to fundamentally different perspectives
private commercial interests also serve the
greater good.
What’s good for a company’s bottom line
may impose other costs for the rest of us. That’s
why smart public policies are so important —
policies that are designed for the common good;
policies that are adaptive to changing market,
 Creating a more vibrant, sustainable and
Passing judgment equitable economy fueled by clean energy,
which itself generates fiscal savings over the
on RGGI through long-term.
 Redefining competitive advantage based on
the typical a combination of a company’s net economic,
social and environmental impacts — often

on the mission of business and the role of
government in the market.
For those who believe that the purpose
of a business — and the
duty of its leadership
— is to maximize
profits for the benefit of
shareholders, keeping a
company’s costs as low as
societal and environmental conditions; policies
that combine pragmatism with foresight. One
such forward-thinking policy is RGGI.
As a cap-and-trade system, RGGI
is a way of doing two critical things that
are necessary to addressing the climate
change crisis: lowering carbon emissions,
and lowering the economic, societal and
environmental costs of energy in total.
business lens
described as “triple bottom line.”
 Demonstrating how market-driven
innovation and smart public policy
of ‘maximizing can work together to create shared and
sustainable prosperity for all.
shareholder RGGI also has a strong record of boosting
the economy in our state and the region. From
profits’ seems 2009 to 2011, New Jersey’s participation in
the program produced both economic and

Richard
Lawton
possible is a top priority.
While appealingly
simple, narrowly focusing
on the company’s bottom line ignores the
interests of others who are also affected
by what the business produces and how
it functions, such as employees and their
families, communities in which the business
operates and interconnected networks of
suppliers. Some companies lower costs by
shifting them to other stakeholders. Because of
this, government has a role to play in writing
rules and policies that ensure the pursuit of
RGGI is not the only solution to
decarbonizing the economy; there is no one
policy that will solve this complex challenge.
Still, RGGI is an important complement to
the state’s Energy Master Plan that is being
developed as a multifaceted strategic roadmap
to achieve Gov. Phil Murphy’s goal of reaching
100 percent renewable energy by 2050.
Passing judgment on RGGI through
the typical business lens of “maximizing
shareholder profits” seems myopic and void
of long-term considerations for people and
business.
myopic.
Thankfully, there is a growing network
of businesses who view the purpose and the
impact of their work through a wider, values-
driven, longer-range lens in which earning a
profit and contributing to the common good go
hand-in-hand.
To New Jersey’s values-driven business
leaders, RGGI and the governor’s commitment
to a clean energy plan are positive steps toward:
environmental benefits, including more than
$150 million in growth and 1,700 job-years
added to the state’s economy. In its first
decade, RGGI has generated a net positive
economic impact of $4 billion, created tens of
thousands of additional job years and lowered
energy costs for all participating states. It’s time
for New Jersey’s businesses and consumers to
share in these benefits once again.
Richard Lawton
Executive director
N.J. Sustainable Business Council

LEGALESE

Archer & Greiner is now Archer. But we still speak the same language: yours.
We understand that you’re not looking for a law firm. You’re looking for results. So the first thing we do is listen. Then we assemble the
right lawyers from our diverse team to achieve your goals. It’s this listening-first approach that has kept clients coming back
to us for 85 years. If you’re not hearing the right answers from your firm, maybe it’s time you give us a call.

archerlaw.com | 800.927.0042
Haddonfield, NJ | Hackensack, NJ | Princeton, NJ | Red Bank, NJ | Flemington, NJ | Philadelphia, PA | New York, NY | Wilmington, DE

20
ROI-NJ.COM February 18, 2019 ROI-NJ RETURN ON INFORMATION-NEW JERSEY

Op-Ed

It’s vital to get NJ Transit back on track

T
he importance of New Jersey Transit to
our state’s economic vitality cannot be
overstated. All New Jersey residents and
visitors benefit from a vital mass transit
system that keeps additional cars off the
roads, contributing to lower congestion,
less roadway wear and tear and cleaner air. Hundreds of
thousands of commuters each day rely upon trains and
buses to get them to jobs in our region that provide for
their families, generate state tax revenue and spur economic
development.
With Newark’s commercial and residential revitalization
well underway and the Meadowlands catapulting further as
an entertainment destination, NJT must be restored to its
one-time leadership as a national model.
For too long, NJT’s contribution to our quality of life
has been taken for granted as successive Legislatures and
administrations deprived the agency of adequate financial and
human resources that led to a downward spiral. The comeback
story will take a while to be finished, but we’re glad that the
turnaround effort spurred by Gov. Phil Murphy has begun.
There has been extensive coverage of NJT’s “catch-
up” efforts to meet deadlines for positive train control
— a federally mandated and essential safety system that
monitors and controls train movements. Great progress
has been made in the past year, but PTC implementation
involves considerably more equipment
modification and testing before being
fully operational.
Service disruptions will persist in
the interim, which are aggravated by
NJT’s shortage of engineers — another
result of scarce resources that caused the
Chip
loss to other railroads of experienced
Hallock
engineers and inadequate attraction of
new talent. This, too, is being addressed by NJT leadership
through recruitment and training efforts that will restore a
full team of engineers over the next several years.
For those passengers on buses and trains who have
been stuck (sometimes literally) in equipment that has far
surpassed its optimal period of service, the encouraging
news is that orders are in for 85 new articulated buses and
113 multilevel rail commuter cars. Unfortunately, NJT can’t
order such equipment online and have Amazon deliver it to
the door tomorrow — that, too, will take years.
Not all improvements need to take that long.
Understanding from its outreach that passenger
communication is key, NJT is working to improve its
messaging to riders so they can plan better for service
disruptions and schedule changes.
Recent legislation approved by the
Assembly and Senate and signed by
the governor is designed to enhance
transparency leading to a more
responsive agency.
There is no doubt that NJT’s
Jim
Kirkos professional leadership is committed
to continuing improvement while
passengers will need to have continued patience as years of
deferred investment are addressed.
With state budget hearings and negotiations on the
way, our elected leaders must recognize that NJT should
never again be deprived of the resources it needs to serve the
citizens of our great state who have experienced the effects of
that disinvestment.
Chip Hallock is CEO and president of the Newark
Regional Business Partnership and Jim Kirkos is CEO
and president of the Meadowlands Regional Chamber
and Meadowlands Liberty CVB.

Three Cheers! (or jeers) Show & Tell

HE’S BAAAAACK: Geoffrey the giraffe is planning a Felicia Karsos is chief nursing officer at Hudson
triumphant comeback, as Tru Kids Brands announced it is Regional Hospital.
resurrecting the iconic Toys ‘R’ Us brand. Details remain sketchy,
but a former TRU exec is in charge and the HQ is still in Jersey. We asked her how you can differentiate your

“
This could be good news for the state, retail sector and children company in a tight hiring market.
everywhere … but, for now, Toys ‘R’ Us kids should be crossing their
fingers, not counting their chickens. Cheers … we hope. In industries with more open positions than qualified
applicants, employers need to be creative about the
KNOW WHAT YOU DON’T KNOW: From Gov. Phil Murphy career opportunities, as well as the work environment
to Rowan to HCCC, the apprenticeship bandwagon is getting that they can offer to both recent graduates and seasoned
crowded. But that’s unquestionably a good thing. Not everyone is professionals. For example, if you’re a smaller organization in an
cut out for a desk job, and not everyone can craft a decorative edge industry where larger systems are better-known, highlight one-
with a router. If young people want to make a living with their hands, on-one training opportunities
there’s absolutely nothing wrong with that. Cheers to for new staff, and your
New Jersey for getting it — and encouraging it. organization’s unique
cultural emphases
WEATHER OR NOT: Murphy is taking some on staff skill
heat for his policies. But the poor guy probably development
will take it … because, where there’s heat, there’s seldom and customer
snow. And ever since the Rush Hour Fiasco of 2018, it’s easy to relations.”
imagine Murphy flinches every time he hears that word. Plus, with
each storm, the trucks spraying brine look more and more ridiculous
— and the governor becomes less punch line and more punching
bag. It seems unfair to pile on, but … jeers, anyway. — Eric Strauss

“Moody’s improvement of Newark’s bond rating from

a Baa3 positive outlook to a Baa2 positive outlook
reflects Newark’s economic growth, our success
in recruiting new job and revenue-producing
businesses resulting in a larger tax base. ” — Newark
Mayor Ras Baraka

21
ROI-NJ.COM February 18, 2019 ROI-NJ RETURN ON INFORMATION-NEW JERSEY

Focus
On …

NEW WAVE COMMERCIAL REAL ESTATE

As big-box retail staples close their doors,
different kind of tenant is moving in, brokerages say

R
BY BRETT JOHNSON
bjohnson@roi-nj.com

.J. Brunelli & Co. partners with companies interested in

expanding into New Jersey’s quiet suburban retail sites.
Companies like — just to take a recent example —
Singaporean virtual reality theme park creators.
Ron DeLuca, CEO and principal of the Old Bridge-based R.J. Brunelli & Co., said Ron DeLuca,
the reality today is that the shuttering of Toys ‘R’ Us and other retail staples left a big CEO and principal
hole in local shopping hubs. of Old Bridge-based
“Toys ‘R’ Us was massive, hundreds of stores in New Jersey alone, coupled with Sears and Kmart R.J. Brunelli & Co. ­
closures,” he said. “Now, what we see occurring is that the uses refilling those vacancies break from what — R.J. BRUNELLI & CO.

was traditionally there.”

CONTINUED ON PAGE 29

23
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
Focus On … Commercial Real Estate
Sciences have been big part of N.J. for some time,
but their demand for real estate is relatively recent
NEW LIFE
ON3, above, in Nutley and Clifton is being redeveloped by Edwin Cohen, below, and Prism Capital Partners. ­— PHOTOS COURTESY PRISM CAPITAL PARTNERS
BY BRETT JOHNSON
bjohnson@roi-nj.com
Edwin Cohen’s real estate firm refers to it
as a new chapter. But, in his mind, the pages
were practically already written.
Prism Capital Partners’ redevelopment
of the former Hoffmann-La Roche campus
— a project called ON3, on the border of
Nutley and Clifton — is adding another
400,000 square feet of life science laboratory
facilities to the already massive undertaking.
Cohen, principal partner at Prism,
24
envisioned there being a lot of life sciences
tenants with an interest in New Jersey’s first
spec lab development in many years. He was
right.
“We’re getting tremendous interest all
over New Jersey, even from some transitional
people looking to potentially relocate out of
Manhattan,” he said. “Needless to say, we’re
bullish on the life sciences.”
What all real estate firms in the Garden
State are experiencing is a demand for more
spaces for life science-related research and
development — sometimes more than can
February 18, 2019 ROI-NJ.COM
be met. New Jersey has lower life science
lab vacancy today than New York and other
regional biotech strongholds.
With new developments such as ON3
signing leases with such haste, life sciences
are expected to become even more of a factor
in the New Jersey real estate market in the
coming years, especially due to the sector’s
recession resilience.
It might seem like this is well-trodden
territory in terms of New Jersey’s real estate
trends. But as a Cushman & Wakefield report
from late last year indicates, the growth story
ROI-NJ.COM February 18, 2019
Prism Capital Partners’ redevelopment of the former Hoffmann-La Roche campus — a project called ON3, on the border of Nutley and Clifton.
— both in New Jersey and beyond — is
actually a more recent phenomenon.
According to that real estate corporation’s
survey, the snapshot nationwide for life
sciences included much slower than
expected job growth throughout the ’90s
Conversation Starter
Reach Edwin Cohen of Prism
Capital Partners at:
edwin.cohen@prismpartners.net
or 201-567-2711.
and into the millennium’s turn. And it was in
just the past eight years that the sector’s job
growth advanced by about 70 percent. Also,
in that period of time, the amount of venture
capital flooding into the industry more than
doubled, with last year being a record year
for investment nationally.
The life science sector has not really
constituted a major portion of overall
real estate space, even in the “medicine
chest of the world,” New Jersey, the survey
reported. But its piece of the pie is still
sizable, even as it mourns the loss of some
25
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
Focus On … Commercial Real Estate
major drug manufacturing operations.
Shawn Straka, managing director of
Cushman & Wakefield’s Morristown office
and a leader in the firm’s life sciences practice
group, said New Jersey has fallen behind in
some regards when compared to other new
hotbeds for life sciences, such as Boston and
San Diego.
“You have had some emerging life science
markets really grow in the past few years, but
New Jersey is still strong and continues to be
relevant,” he said. “And it helps to know that the
governor is a proponent of the industry and can
Real estate Rx
In an uncertain market, West
Orange-based Atkins Cos. has
found the broader health care
sector to be a cure-all.
“It’s as recession-proof as you
can possibly get in the real
estate sector,” said Cory Atkins,
an executive at the family-
owned real estate firm. “Health
care might be changing, but it’s
certainly not going anywhere.”
It’s an interesting time for this
real estate niche. Trends in health
care happen to be aligning with
e-commerce competition carving
out vacancies in traditional retail
centers — where health care
facilities now want to set up shop.
“There’s this new influx of
outpatient development taking
place away from hospitals and
in the community, where people
are, and so you’ve had this
market become more retail-like,”
Atkins said.
potentially grow that component in the state.”
Straka thinks of the state’s industry as
being at the tail-end of a transformation.
“Because what we’ve seen for many years
is something of a shift from Big Pharma to
smaller, midtier life science firms and biotech,”
Straka said. “And today in
that segment, we’re seeing
projects all over northern
New Jersey, and not just
limited to one specific
submarket.”
Life science office
Shawn
Straka leasing activity topped
more than 1.3 million
square feet in the Garden State last year, making
it a driver of leasing activity among all sectors.
“And I expect we’ll continue to see life
sciences’ share of real estate growing locally
next year and into the foreseeable future,”
Straka said.
twitter: @reporterbrett
ROI-NJ RETURN ON INFORMATION-NEW JERSEY February 18, 2019 ROI-NJ.COM

Focus On … Commercial Real Estate

Levys’ Paramount Assets is finally making the plunge

into city investment — and it’s diving into Newark head-first

BY TOM BERGERON
tbergeron@roi-nj.com

n 2014, nearly two decades after the brothers had helped elevate the family real estate business into a growing
force on the outskirts of some of the biggest cities in New Jersey, Maurice and Ronnie Levy decided it was time
to bring Paramount Assets into Newark in a big way. 

26
ROI-NJ.COM February 18, 2019 ROI-NJ RETURN ON INFORMATION-NEW JERSEY

Focus On … Commercial Real Estate

The full-service real estate firm had

been in the city for a few years, getting great
returns on a McDonald’s on Broad Street it
had purchased in 2009.
While doing so, the brothers realized the
city’s promise and potential had turned to
reality. And they wanted to get in on it at the
beginning.
It began with the purchase of Halston
Flats in 2014 and William Flats in 2015,
two mixed-use facilities Paramount Assets
helped refurbish. And it hasn’t stopped.
The company now owns 40 properties
totaling about 750,000 square feet of
space throughout the city. And one of
its acquisitions, 45 Academy St., is in the
process of being refurbished and renovated
to become the company’s new headquarters.
The company is planning to bring most
of its approximately 75 employees from its
current headquarters in Elizabeth by March.
Maurice Levy, the chief operating officer,
said it’s all about a belief in the direction of
the Newark.
“This is probably one of the best located
cities (on the East Coast),” Levy said. “Every A newly renovated interior, above, at William Flats
train, every road, every access point goes in Newark by Paramount Assets. At right are CEO
through here. It’s easy access. Ronnie Levy, Chairman Solomon Levy and Chief
“And, since we are investing heavily here Operating Officer Maurice Levy in the vestibule
in Newark, we felt that it was important for of their most recent redevelopment project, the
us to be here. We’re going to keep growing Williams Flats. —
­ PHOTOS BY ALEXANDRA PAIS
our portfolio here.
“The city has a great vision. We want to
be part of it.” “It’s such an advantage to have some with
Levy said he and his brother Ronnie, such institutional knowledge that has lived
the CEO, feel the city is on the verge of an through so many real estate cycles.”
economic explosion. And they are eager to The sons have followed his
tell anyone who will listen. entrepreneurial lead.
“This story should be about bringing Ronnie Levy joined the company in
eyes to Newark,” he said “This isn’t about us. 1996. Maurice Levy came on board in 2001.
We don’t need our name out there. Since then, the brothers have expanded a
“We want to get Newark out there.” 12-property portfolio to one that has more
 than 250.
Solomon Levy is the patriarch of And they did it, Maurice Levy said,
Paramount Assets. He founded the company building by building.
in 1976 in Rockaway Beach, New York, at a “We’re in Perth Amboy, Elizabeth,
young age — for the most unusual of reasons. Plainfield, Orange — we’re on the outskirts
“He had a fight with the owner of the of all the major cities,” Levy said. “We never economic downturn in 2008. And why it is grow quickly since coming to Newark.
building about buying pillows,” Maurice said broke into the cities, because the values were still able to do so today. They get the game, he said.
with a laugh. “He figured, instead of fighting, too expensive for us and we were very return- “We were able to expand into Newark “We’re experts in real estate,” he said.
why not buy the building? Here he was, an driven as opposed to potential-driven. so quickly because we have a very good “We’ll eyeball a building from an engineering
immigrant who came to this country at 17, “When you’re starting up, you have to reputation on purchasing,” he said. “We’ll standpoint and a financial standpoint and be
buying his first property at 21. pay mortgages and taxes. You need that come in and sit for about 20 minutes and do able to quickly write a check.”
“He is an inspiration.” immediate return.” a deal on a handshake. Regardless of the asset type.
And still the head of the company. Paramount Assets also wanted to keep “We’ll have a contract done within a “We’re equipped to deal with any type
While Solomon Levy has turned over the things in the family. week and can close whenever (the seller) of property,” he said. “We have multiple
day-to-day operations to his sons, Maurice “Since 2010, we haven’t taken on any wants. There’s no negotiation. No financing. divisions within our real estate firm. We have
Levy said his father is still very much involved. investors,” Levy said. “That was the impetus No contingencies. No refinancing. Just a deal. a development team, an acquisitions team, a
“He gives his blessing on everything,” of staying outside of the limelight. We “It’s back-of-the-napkin stuff and then property management team, a leasing team.
he said. “He doesn’t want to do day-to-day focused primarily on high-return real estate.” we hand over a check.” We have it all. We’re able to come in and deal
activities, but he’s involved. He has the vision Keeping it in the family, Levy said, is one  with any type of situation. And that’s what
and the experience. He’s seen it all, so he’s of the reasons why the company was able Levy said the growth the company had makes us different from most.”
able to steer us. to expand during — and right after — the before it came to Newark has enabled it to CONTINUED ON PAGE 28

27
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
Focus On … Real Estate
“The purchasing is happening so quickly because of our reputation. We keep getting phone
calls about people looking to sell, because people want to work with us.”
— Maurice Levy, chief operating officer, Paramount Assets
CONTINUED FROM PAGE 27
The company also has developed a
reputation for refurbishing buildings with an
eye toward historical preservation.
“We want to bring buildings back to their
original glory,” Levy said.
These attributes have led to more
opportunities, Levy said.
“The purchasing is happening so quickly
because of our reputation,” he said. “We keep
getting phone calls about people looking to
sell, because people want to work with us.”
Sellers aren’t the only ones.
Levy said Newark officials are a big part
of the process, too.
City officials, he said, are open to
investment, encourage investment and work
to promote investment.
“The city has been a big part of why we’re
here,” he said. “They work with us. They’re
not looking at investors as an adversary, but
as a partner.
“It’s an open door wherever we go. Every
department has been helpful.”

Levy said he feels the city has everything
in place to grow — especially in the
millennial age. It’s why Paramount is moving
its headquarters to Newark.
“It’s great for attracting new employees,”
he said. “People today want to be in an area
February 18, 2019 ROI-NJ.COM
where there is a city-like feel. And you can
rent here. Most of our employees wouldn’t
live in any other cities. This has the living
environment that our employees want.”
Levy said the company sees no end to its
growth in Newark.
He estimates that only 25 percent of its
holdings are complete, 25 percent are being
worked on and 50 percent are for the future.
One of its biggest future developments
involves the area around the federal
courthouse and the Prudential Center.
“All those parking lots around the federal
courthouse, we’ve just acquired those,” Levy
said. “We’re in the process now of master
planning our future, based upon what’s
going on there.”
The company already has approvals to
do work on properties it acquired in the Four
Corners historical district.
“Along Williams Street, between North
Street and University, that’s going to be all
brand-new redevelopment properties,” Levy
said.
What’s next? That depends on what
comes on the market next. Levy said
Paramount Assets is interested in any and all
properties.
“We’re still acquiring,” Levy said. “We’re
just getting started.
“Our appetite is that tremendous.”
twitter: @tombergeron5 The entry of William Flats in Newark.
Preserving Newark
For all the talk about the new Newark, Maurice Levy said he’s happy to be part of
a movement to save the old Newark. At least, when it comes to real estate.
Levy, the chief operating officer of Paramount Assets, said many of the buildings
his company purchases are historic. He’s happy to keep them that way. Even if it
means more time — and money — to refurbish them.
“Character is the heart of a city,” he said. “And Newark has so much character.
For us to raze these buildings and rebuild doesn’t do justice.”
Levy said his group is eager to work with Newark officials.
“The city has a local historical preservation committee that oversees it, so we
just follow whatever guidance we get from them,” he said. “Our interests are
aligned. We believe in historical preservation. It’s a great partnership: They
believe in what we are doing and we believe in what they want.
“They’re trying to figure out how to get buildings fixed, and we believe in
maintaining their original feel, from corner edges to repurposing visible brick, not
covering it.
“We want to bring buildings back to their original glory.”
Levy said he’s not the only one who wants it.
“Millennials have an appetite for these older buildings,” he said. “People are
freaking out for things such as exposed brick or a high ceiling. You can’t afford to
build them like this anymore.”
28
ROI-NJ.COM February 18, 2019
CONTINUED FROM PAGE 23
Legend Heroes Park, which is
introducing worldwide a new concept
involving an immersive indoor virtual reality
experience, is one of those. R.J. Brunelli & Co.
was announced last month as the company’s
exclusive broker for its entry into the United
States market.
“We’re getting to a situation in real estate
where these uses are becoming the norm in
mainstream retail development uses, not just
in malls but even big-box centers,” DeLuca
said. “And entertainment in particular is
being embraced to fill many vacancies.”
With still-standing traditional retailers
finding themselves at a crossroads with new
e-commerce dynamics, they need shopping
centers to be more destination-like, DeLuca
said. When people have more of a reason to
visit retailers because of their surroundings,
the thinking goes, they might be inclined to
stop in regularly for in-store returns or other
business.
With so much shopping taking place
online today, the relevance of a lot of retail
business is on shaky ground. However, there
have been some standbys in retail centers
that have proved resilient to the internet shift,
DeLuca said, such as grocery businesses.
“Four or so years ago, the trend of home
delivery seemed like it’d be huge,” DeLuca
said. “For whatever reason, it didn’t take
off with the magnitude that people had
anticipated. It began to wane.”
That is, he said, until Amazon’s purchase
of Whole Foods.
“So, that’s putting a wrinkle in the trend,
and home delivery’s relevance is coming
back,” he said “But I still don’t see the grocery
segment going massively in that direction. I
know when I go the grocery store, I want to
pick the plump apples I want to eat for the
week. Sometimes, what people get at the
door isn’t what they want.”
Matthew Harding, CEO of suburban
retail landlord Levin Management, said
grocers are still seen as reliable anchor
tenants in shopping centers.
“I don’t think it’s as susceptible to that
e-commerce disruption as other retail
segments,” he said. “The better grocers are
already evolving their model.”
Of course, Toys ‘R’ Us or other legacy
retail was just as sought-after in its heyday,
Harding added.
Looked at one way, the closure of
something like Toys ‘R’ Us presented real
estate professionals with opportunities.
Conversation Starter
Reach R.J. Brunelli & Co. at:
info@rjbrunelli.com
or 732-721-5800.
ROI-NJ RETURN ON INFORMATION-NEW JERSEY
Focus On … Real Estate
Beauty is in the eye
of the beholder
“We Buy Ugly Houses” — maybe
you’ve seen the billboards.
It’s a registered trademark of
Texas-based HomeVestors. As
it turns out … the company buys
ugly houses.
And, apparently, the property
flipper, which purchases homes
even in not-so-great shape,
are doing a lot more of it in the
Garden State these days.
“It’s actually one of the biggest
growth areas we have in the
country,” said David Hicks,
HomeVestors’ CEO. “Part of the
reason for that is the simple
fact of there being so many
people there, and such a large
market. Also, because we deal
R.J. Brunelli & Co. is the exclusive broker for Legend
with houses that are older and
Heroes Park, which is introducing a new concept need repair, there’s a lot of older
involving an immersive indoor virtual reality houses in that area because it’s
experience. —
­ COURTESY LEGEND HEROES PARK an established market — and that
means more opportunities for us.”
Those toy emporiums took up a lot of quality The company has more than
locations that are now available, Harding 1,000 franchises, with 27
said. His firm just finished up a pair of new independently owned and
operated in New Jersey.
deals in buildings that housed the former
international chain. “We just added more franchises
But a lack of potential tenants for larger there, and part of it is because
the ones we do have there have
storefronts could be a problem, Harding
done well,” Hicks said. “We
said. And if more corporations start to scale started with just a few there, and
back brick and motor operations, vacancies now it’s becoming an exciting
will really increase in visibility across Garden area for us.”
State retail hubs.
The potential of that might rest on
how well business is doing on the whole in Bill Hanson, president of commercial real estate
coming years. In an industry so tied to the firm NAI James E. Hanson. —
­ NAI JAMES E. HANSON
economy’s health, Bill Hanson, president of
commercial real estate firm NAI James E. Even if Investors did complete a $42
Hanson, said the potential of a recessionary million loan to refinance commercial
period is a regular topic of discussion. mortgages on 27 retail properties in
“Especially because we’ve had this very December, Orefice admits the bank walks
long economic expansion,” he said. “It makes away from quite a lot of potential retail deals
people want to sit on the sideline when it today.
comes to the real estate market. But my view is “Even as retailers adapt to new models,
that things seem to be under control for now.” the truth is that we don’t know where the
The recent retail sector bankruptcies and bottom is in this sector,” he said. “From the
late last year’s sudden end to a wider market lending standpoint, I expect it’ll be hard to
winning-streak aren’t being blithely ignored see that improving.”
by the financial industry component of real In the meantime, local real estate firms
estate transactions. will continue to be purveyors of drawing
Joseph Orefice, head of commercial real people to retail centers with entertainment
estate lending at Investors Bank, said lenders concepts that sometimes break from the
are exhibiting some extra caution when norm.
considering how much risk e-commerce “Not always, but sometimes, we’re not
disruption presents. just thinking as much as basic economics as
“We’ve had difficulty getting our arms the attraction a property might have as a pure
around some projects,” he said. “The way draw to a shopping center,” Harding said.
we look at it as a lender is that there are still “It’s a very interesting time – challenging in
good malls and shopping center operators, some ways. You definitely have to be more A before and after living room of an “Ugly
and there’s still success stories, but we have to creative.” House.” —
­ HOMEVESTORS
analyze these deals carefully.” twitter: @reporterbrett
29
ROI-NJ RETURN ON INFORMATION-NEW JERSEY February 18, 2019 ROI-NJ.COM

Food Fella

‘No Tricks. No Shticks’:

Bingo now open
Remembering Denise Bartone
in Lakewood Rutgers Food marketing specialist had kind and generous heart
We all
recognize BY DAMON RICCIO Denise and I worked on a food and was surprised to see a birthday cake with my
that a driccio@roi-nj.com beverage project together and, as we name on it. She had found out my birthday
“Bingo” sign communicated back and forth on ideas was the day before, and wanted to celebrate
usually In our busy, hectic world, where and project details and deadlines, I truly it.
represents we deal with so many people was touched by her dedication to her job, That was the kind of person Denise
a fun, and personality types, some her family and those around her. She was a Bartone was, putting others ahead of herself
chain-
smoking have a lasting effect on your life food marketing professional at Rutgers Food and finding ways to encourage and lift others
Friday and need to be recognized and Innovation Center in Piscataway, and up!
in that role and others, she was Wow: Just think what things would
night at honored.
a VFW truly a thoughtful, compassionate be like if we had more people like her
hall. It’s difficult to refer to Denise Bartone in and caring individual who you in this world.
Well, the past tense, as we had become colleagues could always count on to be “in Denise, thank you for your kind
think and friends just this past your corner,” who always would and generous heart that you shared
again …
year. The tragic loss of find a way to encourage those with your colleagues and friends.
this one
represents this kind and considerate she worked with. Though you had just a short
a new way of human being no doubt My first week on time here with us, we are
shopping for Kosher food. has had an impact on me the job here at ROI-NJ, forever touched and we
Bingo is New Jersey’s newest and so many colleagues I set up a meeting with will always remember your
Costco-style, “mostly kosher” in the food industry she her and the staff at the dedication and loyalty to us!
warehouse store, and it’s just worked in. I’ve received so many phone center. I walked into the You will be greatly missed,
opened a second U.S. store, in calls from mutual friends and colleagues conference room to talk and your daughters and loved
Lakewood. The store is located
expressing their disbelief and grief at her about future projects, ones are in our thoughts.
in the Town & Country Shopping
Center and is about 70,000 passing. and, as we sat down, I twitter: @damonriccio

square feet. The company also

opened a store in Brooklyn, New
York, last year.
Situated right on Route 70 in
MEND Gala for good cause on March 9
this heavily Orthodox, kashrut-
observant town, the superstore Mark your calendars to support a great local charity for its special mission! MEND will host its annual gala March 9 — the
is selling tchotchkes in bulk, and Green Bean Gala — at The Woodland in Maplewood. The theme is built around “the green bean,” a converted school bus
also offers kosher meat, fish, MEND uses to collect and distribute healthy food to its patrons, which is at the heart of MEND’s goal of addressing the
fruit, vegetables and specialty root causes of hunger.
desserts like halvah, rugelach
MEND, or Meeting Essential Needs with Dignity, is a hunger relief network serving Essex County since 1980. In 2018,
and babka.
MEND served more than 128,000 patrons, nearly 40 percent of whom were children. MEND’s
Bingo is a partnership between tagline is “Together we feed our community.”
Weiss and Osher Ad, a grocery
MEND’s mission is simple: “We
chain with 20 stores in Israel.
help strengthen food pantries
“This is the second store,” said across our community
Yehuda Lanaido, managing through fund-raising
director at Osher Ad. “We plan to efforts, healthy food
open many, many stores.” donations, volunteer
Bingo Wholesale is part of and outreach programs,
a fast-growing retail and and by bringing together
wholesale segment that caters its network of pantry
to a market for specialty managers to share ideas
and kosher food, said Burt and best practices.”
Flickinger III, a New York-based
supermarket analyst.
While the newly opened Bingo
obviously targets predominantly
Jewish consumers, Flickinger
also said that its prices and
quality make it “a United Nations
for consumers.”
With a company motto that For more
promises, “No Tricks. No information
Shticks.” it might be worth on how
checking out, bubbelahs! to get involved,
go to:
The website is: mendnj.org/green-bean-gala.
bingowholesale.us.

30
ROI-NJ.COM February 18, 2019 ROI-NJ RETURN ON INFORMATION-NEW JERSEY

Diana Food planting itself French fries franchise? Absolutely

in new Bergen County location A new food franchise concept made its debut
in New Jersey just two weeks ago, adding

W
French Fry Heaven to Newark’s diverse
ord operations as well as executive, sales and landscape of fun food. The new
has administrative teams, while providing the location, at 155 University Ave., is just a
short walk from the Rutgers School of
come firm with ample room to grow operations
Business.
t o out of a well-located, modern building. Prior
the “Food Fella” that to coming to Heights Plaza, Diana Food had According to Scott Nelowet, director
of franchise marketing for French
Diana Food, a pioneer been splitting its administrative, executive
Fry Heaven, the concept started
in the development of and sales teams between offices in Saddle
as a mall kiosk-only, snack-only
natural ingredients and Brook and Teterboro. brand in 2010, but has recently grown into
flavorings for the agro- With a presence in 14 countries an even bigger meal idea. In 2015, Nelowet
food industry, has inked a across the globe, Diana Food is at the said, he brought in a consultant group from the Wing Stop franchises to help
lease deal with commercial forefront in developing healthy and clean him create a new vision and new ideas for the french fry chain to continue
property owner Alfred ingredients for the changing demands moving forward. He said of the consultants, “They were geniuses, and they
Sanzari Enterprises for office of consumers. It has a dedicated team really helped us get to the next level for rolling out this concept.”
space at Heights Plaza, located at of agronomists that work closely Well, the franchise has now been purchased by a company called Hickory
777 Terrace Ave. in Hasbrouck with seed producers, farmers and Foods, which also owns Bubba Burgers and Peterbrook Chocolate, and, yes,
Heights. researchers around the world to bring there is a chef responsible for these unique french fry meals such as Italian
Chicken Parmigiana, Chipotle Chicken Taco, Robusto Bruschetta and Classic
Its lease of 8,455 square feet, their food clients a wide variety of
Canadian Poutine. They are the recipes of veteran corporate chef Jeff Smith,
according to sources, will provide natural ingredients.
who started with Hickory at Hickory’s Peterbrook Chocolate division. Nelowet
a new home for its food testing All the best to Diana Food in its said the company is ready to roll out more franchises in two specific regions,
and research and development new home! the Northeast and Southeast U.S. New Jersey ranks high as target market
area for more franchisees, and the franchise team and Nelowet are both
anxious to show the concepts success for these “spud-tacular” menu options.
Conversation Starter Conversation Starter Expect more French Fry Heavens to be served up as a main course
For well-positioned
For more info on Diana Food, here in New Jersey in 2019. For more information, go check out its site:
commercial office space,
go to: diana-food.com. frenchfryheaven.com.
go to: sanzari.com.

Hackensack Brewing
opens its doors to public
Happy to report a new craft brewery opened with much fanfare Feb. 2 in the
northern New Jersey enclave of Hackensack. The owners, Mike Jones, Alex
Ferenczi, Herbert Lamont Barr III and Irfan Qureshi, are a close-knit group of
friends who decided “It made more sense to sell Mike Jones’ beer than to just
drink it all.” … Thank you for sharing it with us, guys!
According to its website, in 2017
it secured a 4,000-square-foot
Conversation Starter warehouse at 78 Johnson Ave. in
Learn more about Hackensack. Roughly two-thirds of this
Hackensack Brewing at: space is dedicated to manufacturing
hackensackbrewing.com and packaging beer. The remaining
space is used as a taproom.
Hackensack Brewing is setting out to be a small-scale microbrewery, focused
on producing a wide variety of fresh, quality beers. Offerings run the gamut from
classic, time-tested beer styles to unique manifestations of those styles with
Hackensack Brewing’s own unique twist. I’ve tried the Pepper Coast, and I can
tell you it’s a winner, definitely worth a try, but the business has a variety that
should satisfy all craft beer lovers.
Though the beer will be found primarily in Hackensack, there will also be a
handful of select craft beer bars carrying their products outside of the city limits.
As the inventory builds, they will grow their distribution in other areas of the state.
We wish the team at Hackensack Brewing much success, and I can tell from the
crazy opening day crowd that filled the brewery to capacity, you’re off to a good
start and will capture a good chunk of the local craft beer market. Cheers! Hackensack Brewing’s grand opening. ­— HACKENSACK BREWING/FACEBOOK

FOOD FINDINGS
Have a question, idea or news about the food business? You can reach Damon Riccio at driccio@roi-nj.com or 973-512-7525.

31
ROI-NJ RETURN ON INFORMATION-NEW JERSEY February 18, 2019 ROI-NJ.COM

Non Profit

N.J. Leadership
Serving: South
Asian youths
across New
Jersey, the NJLP

Program
is a volunteer-
driven effort
led by a group
of community
leaders seeking to
Encouraging South Asians pay it forward.

to get involved Key members:

NJLP has many
prominent
supporters,
who volunteer
their time and
energy as part
of our Advisory
Council. Among
the prominent
members of our
Advisory Council
is a role model
of South Asians
aspiring to public
service: State Sen.
Vin Gopal, the first
Indian-American
state senator in
New Jersey.

Achievements
We are most proud of
the enriching experience
our fellows tell us they
have had. We have had
multiple fellows share
with us that NJLP has
solidified their interest in
public service. Parents,
too, have reached out
after the end of the
fellowship to share that
same news and ask how
their children can build on
their NJLP experience.
We especially take pride
in the fact that this
experience has proven
to be rewarding for our
The 2017 NJLP fellowship class in the Eisenhower Executive Office Building following a tour of the West Wing. —
­ NJLP
fellows professionally
Origin Goals Benefactors and personally, as they
Conversation turn a room of strangers
Given the lack of South Asian-American Our goal is to continue to provide a We rely on the goodwill
into friends by the end of
summer fellowship experience that Starter and support of members
representation in government and six short weeks.
exceeds the expectations of our For more of the South Asian
politics, a group of community leaders fellows. In the long term, our hope information, community who share Finally
founded the New Jersey Leadership is to stay engaged with our fellows, please contact their time and resources
If you are a South Asian
even after they complete the program, Amit Jani at: with us, because they
Program in 2016 to encourage civic and high school or college
and encourage them to sustain their amit@njlead.org. believe in our work and student interested in
political engagement in the South Asian interest and engagement in politics and our next generation. government and politics,
community. government. learn more about us and
Programs
consider applying for our
Mission We offer a six-week summer fellowship program
2020 program.
We provide a nonpartisan platform for encouraging South Asian youth to become that places selected applicants in roles with elected
officials or government entities across the state of
more engaged in government and politics. We offer a summer fellowship program
New Jersey, ranging from the Governor’s Office to the
that focuses on developing leadership qualities, gaining fluency in public policy Treasury Department to the offices of state legislators.
issues and filling the pipeline for South Asian-Americans to work in government or This real-world learning opportunity is supplemented
pursue public office at the local, state and federal levels. through a weekly speakership series and field trips that
offer the fellows an opportunity to hear firsthand from
accomplished professionals and public servants.

32
ROI-NJ RETURN ON INFORMATION-NEW JERSEY February 18, 2019 ROI-NJ.COM

Real Estate Roundup

Real Estate Roundup is an occasional feature describing some of the important real estate transactions in the New Jersey region.
Reports are written by ROI-NJ staff. To see more deals, go to roi-nj.com. To submit your deal, email editorial@roi-nj.com.

Paramount Assets, Newark

First ground-up construction projects at ON3
Prism Capital Partners, Clifton/Nutley
Prism Capital Partners announced
the first ground-up construction
projects at its 116-acre ON3 campus,
which spans Clifton and Nutley.
The new developments will add
approximately 400,000 square feet
of laboratory facilities, expanding
the campus’s footprint by roughly 35
percent.
One of the projects Prism is
finalizing is the construction of a
four-story, 150,000-square-foot
speculative laboratory.
Additionally, Quest Diagnostics,
a provider of diagnostic information
services, will be breaking ground soon for its flagship laboratory.
The mixed-use campus, which is within close access to Manhattan and Route 3, is slated for completion Paramount Assets has added a “landmark property” to its
next spring. Newark commercial real estate portfolio, it announced.
The Elizabeth-based real estate firm said it recently
acquired 17 Academy St., a 100,000-square-foot, 12-story
Cushman & Wakefield, Bridgewater office building with ground floor retail.
East Rutherford-based Cushman & Wakefield announced it has Paramount said it plans to lease up the building and
arranged the sale of a four-story building in Bridgewater. modernizing its common areas.
The property, located at 721 U.S. Highway 202/206, sits on The firm currently has three other properties in the Four
nearly 16 acres and has over 200 feet of frontage along the highway. Corners district, including 31 Academy, 27 Academy and 45
Cushman & Wakefield said the 192,741-square-foot asset was Academy.
purchased by a local developer from Mack-Cali Realty Corp. Financial terms of the deal were not disclosed.
Financial terms of the deal were not disclosed.

Journal Squared, Jersey City

Ballantine Brewery site, Newark Kushner Real Estate
The Ballantine Brewery in Group and National Real Estate
Newark has recently been Advisors LLC have closed
sold, according to JLL. on $258 million in financing
A joint venture for Tower Two of the Journal
between Turnbridge Squared project in Jersey City,
Equities and J.P. they announced.
Morgan Asset Wells Fargo Bank N.A. and
Management purchased Capital One N.A. provided the
the five-building, 1.1 construction loan to the real
million-square-foot property estate firm and investment
from RAR Development manager.
Associates for $61 million, Journal Squared is a
JLL said. The pair said three-building project that will
it plans to reposition the bring a total of 1,840 rental
property. units to the Journal Square
Thomas Walsh and Joseph Garibaldi, managing directors; and Katelyn Borovsky, vice president; led the JLL neighborhood, along with retail
Capital Markets team that represented the buyer and seller of 424 E. Ferry St. space and amenities. Tower
The property is located on 22 acres in the Ironbound district of Newark. The five buildings range in size from One was completed in 2017,
25,000 to 726,601 square feet. It is currently 85 percent leased to 30 tenants ranging in size from 2,500 to 159,287 comprising 53 stories and 538
square feet. apartments.

Apartment project, Jersey City’s University Place

A joint venture is planning to build a 132,000-square-foot residential property on Jersey City’s West Side,
as part of New Jersey City University’s $400 million University Place redevelopment plan, the partners
announced.
Circle Squared Alternative Investments and an affiliate of The PRC Group of Cos. will build the Class
A property, which will include 144 units of upscale, market-rate housing and related amenities. The project
is a collaboration between the city, NJCU and the developers.
The project represents the second apartment building to break ground at the University Place master-
planned community, which will eventually include four such buildings, plus graduate student housing, a
performing arts center and a shopping center.

34
ROI-NJ.COM February 18, 2019 ROI-NJ RETURN ON INFORMATION-NEW JERSEY

Executive Moves
Executive Moves is an occasional feature describing some of the important personnel changes in the New Jersey business community.
Reports are written by ROI-NJ staff. To see more moves, go to roi-nj.com. To submit your move, email editorial@roi-nj.com.

Sally Glick
Partners for Women and Justice BRIAN HUMPHRIES Marc Kikuchi
Dr. Reddy’s Laboratories Ltd.
Cognizant
Partners for Women and Dr. Reddy’s Laboratories Ltd.,
Justice in Bloomfield will honor a drugmaker that has its U.S.
Cognizant, a provider of information technology, consulting
Sally Glick, principal and chief headquarters in Princeton,
and business process services, announced it has named Brian has named a new CEO for
growth strategist at SobelCo in
Livingston, at its 16th annual
Humphries its new CEO, effective April 1. North American generics, it
Spring Benefit, scheduled for announced.
Humphries, the current CEO of Vodafone Business, will also
May 1 at Mayfair Farms in West serve as a member of the board of directors. Marc Kikuchi
Orange. will be
Humphries joined Vodafone from Dell, most recently serving based out of
Founded in
2002, Partners
as president and chief Princeton,
operating officer of its where he will
for Women
Infrastructure Solutions oversee the
and Justice
business unit
provides legal Group. Previously, he as part of the
services free was president of Dell’s India-based company’s senior
of charge to Global Enterprise leadership team.
victims of domestic violence, Group and before that,
focused primarily on the “Dr. Reddy’s is a great company
he was vice president with a wide portfolio and
obtainment of restraining
orders and issues involving
and general remarkable heritage,” Kikuchi
children, such as visitation, manager, EMEA said in a prepared statement. “I
custody and child support. Enterprise Solutions. am excited to join Dr. Reddy’s
and look forward to leveraging
Glick said she got involved The Teaneck-based my past experiences to steer
with the organization after company also the company’s new growth
speaking with her colleague announced Francisco areas.”
at SobelCo, Rebecca Fitzhugh, D’Souza, co-founder of Kikuchi has more than 20
a member of the board of
Cognizant and CEO since years of experience in the
trustees of Partners for Women pharmaceutical industry,
and Justice, to try to gather
2007, has been appointed
executive vice chairman most recently serving as CEO
resources for a friend. for the Americas at Zydus
to help with Humphries’ Pharmaceuticals Inc. He has
“It’s meaningful to me that transition through
this organization believes I also worked in leadership
June 30. roles at AmerisourceBergen
have enough value to add
that honoring me will help Afterwards, Corp., Johnson & Johnson and
he will others.
them achieve their goals. That
someone really believes I have remain on
the power to make a difference, the board
that is huge for me and, in fact, as vice Thomas C. Regan
is the value of my life,” Glick said. chairman. LeClairRyan

The law firm LeClairRyan has

Eugene Preston Darlene Bandazian
NAIOP New Jersey Christie’s Special Properties
Eugene Preston, a partner at Dermody Properties in Morristown, was Darlene Bandazian of Christie’s
installed as the new president of the New Jersey chapter of NAIOP. Special Properties Real Estate
Services has been named to
Preston, who previously served as vice president of
the New Jersey Real Estate
public affairs, assumes the role from Dave Gibbons,
Commission, representing the
CEO of Elberon Development Group.
northern New Jersey region, the real
Preston will serve a two-year term leading the real estate firm announced recently.
estate association’s state chapter.
Bandazian, the Saddle River-based
firm’s vice president of regional
The following were named chapter officers for 2019:
business development, is a 30-year
 Gus Milano, Hartz Mountain Industries (VP, public affairs);
veteran of the industry in both broker
 Sam Morreale, Vision Real Estate Partners (VP, special events);
and management roles.
 Matt Schlindwein, Greek Development (VP, education);
 Mark Shearer, Rockefeller Group (VP, membership and “This is a well-deserved recognition
communications); of Darlene’s integrity, expertise
 Richard Burrow, Langan Engineering and Environmental Services and experience,” Ilija Pavlovic, CEO
(VP, associate affairs); and and president of Christie’s Special
 Stacey Weinberg Kierman, Federal Business Centers (treasurer/ Properties, said in a prepared
secretary). statement.
announced changes to its
leadership team, including the
promotion of an attorney in its
Newark office.
The national
firm said
member
Thomas C.
Regan has
been named
Litigation
Department
leader. Regan, who has been
with the firm since 2008, has
been leader of the firm’s largest
practice group, Products
Liability and Transportation,
since 2015.
He is succeeding Elizabeth K.
Acee, who has been promoted
to president of the firm.

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