September 30, 2013
Communities Split Over Recent Push To Lift Quotas On Bar Permits
TARYN PLUMB
Special to the Worcester Business Journal
The 80-year-old laws that dictate liquor license allotments in
Massachusetts can tend to be convoluted and complicated. And, some say,
they're outdated, as they don't always fulfill today's demand — a
contention that has prompted one Boston city councilor to file a
home-rule petition that would lift the cap on licenses in her city.
Boston
Mayor Thomas Menino, as well as the mayors of Somerville and Salem, are
also pushing to change the way liquor licenses are doled out; that is,
at the local level rather than by the state.
But communities in Central Massachusetts are split over whether such a change to the status quo would be a boon or a detriment.
"If
there are more (licenses) allowed, it's going to dilute the amount of
business that existing stores get," said John Saad, chair of the board
of selectmen in Oxford. "I don't think we should, in effect, try to hurt
those that are already in business."
On the other hand,
Marlborough licensing board chair Walter Bonin, noted, "anytime
additional flexibility is given to communities, it makes sense."
Licenses
are allotted based on a city or town's population — as of the 2010
federal census — in several categories for package stores and
establishments such as bars, restaurants, hotels and clubs (the latter
known as "pouring" or "on-premise" licenses). Each community receives a
quota of licenses it can give out, a process overseen by the state's
Alcoholic Beverages Control Commission (ABCC), although it can petition
the Legislature for more licenses.
However, cities and towns can
also opt out of the quota system for on-premise licenses. Since the
original law was enacted in 1933 with the end of Prohibition, 25
communities have done so, including Worcester, Marlborough and
Sturbridge, according to the ABCC. Yet, all three communities still have
quotas for package store licenses.
"Not having a license
limitation for on-premises consumption is part of a generalized economic
development," said Joel Fontane Jr., director of planning and
regulatory services in Worcester. "It's important to having a healthy
restaurant sector."
More than 200 on-premise licenses are in use
in Worcester, with a population of more than 181,000. Meanwhile, the
city is allotted 74 package store licenses — 37 all-alcohol and 37 malt
and wine. It has issued all 37 of the former, and 17 of the latter,
Fontane said.
Demand for on-premise licenses has been "airly
consistent, he said, "which is a good thing, because it means that we've
got an industry that is weathering the recession."
The much
smaller town of Sturbridge — with a population of around 10,000 — has
also enjoyed similar economic impacts by having no on-premise quota.
Town Administrator Shaun Suhoski said the town has been well-served by
the system overall.
"The prompt availability of liquor licenses
has been a clear impetus to retaining and attracting a large number of
diverse eating establishments — approaching 50 — that can offer liquor
to their clientele," Suhoski said in an email. "The lack of a quota has
had a favorable economic impact by increasing the number of viable
eating establishments, thus increasing employment opportunities, and
generating increased meals tax revenue for the community."
Marlborough,
meanwhile, with a population close to 40,000, has 39 on-premise
licenses right now, according to Bonin. Although it rejected the
state-imposed quota, the city observes its own informal quota based on
population, Bonin said. But exceptions are made for large developments,
such as new hotels and restaurants, he added.
"The flexibility
that we have, we think other communities should also have," he said. "We
think that should be extended to package stores, as well."
Hurting Small Businesses?
But in other communities, any change would either have little effect, or a negative one, according to officials.
"In
a small community, you don't want to put small businesses out of
business," said Saad, of Oxford. Particularly in the case of on-premise
licenses, he said, "I would not be in favor of lifting the quota unless
there were some restrictions."
The town of roughly 14,000 is
allotted 14 all-alcohol pouring licenses; five wine and malt pouring
licenses; three full package store licenses; and five wine and malt
package store licenses. The package store licenses have all been
granted, he said, while some pouring licenses in both categories remain
available.
"We're in a good spot," said Saad.
The situation is similar in Auburn.
The
town of 16,000 has 21 all-alcohol pouring licenses (15 being utilized);
five wine and malt pouring licenses (four being utilized); four
all-alcohol package store licenses (all four in use); and five wine and
malt package store licenses (with all five in use), according to Town
Manager Julie Jacobson.
"We do still have the capacity to bring in
new restaurants, and from an economic development standpoint, that's a
good thing," she said.
But she noted, "There would be very little impact on the town if the legislation changed."
In any case, it's an issue that – just like alcohol itself – should be handled in moderation.
"The
environment now is fairly competitive," said Bonin, of Marlborough. "We
certainly don't want to stifle that, but ... you don't want to open up
the door to so many that you're unable to manage their activity."
Original story link.
Monday, September 30, 2013
"Top Growth," 2013 fastest-growing companies and nonprofits: Platinum Fire Protection
September 30, 2013
Marlborough Fire Sprinkler Company Emerges From Market Shakeout
TARYN PLUMB
Special to the Worcester Business Journal
For Platinum Fire Protection, success has come from a healthy mix of experience and circumstance.
"A number of things have attributed to our growth," business development manager Tiffany Pevear said.
The Marlborough-based company, which designs, makes and installs fire sprinkler systems, was incorporated in December 2010 by Robert Pereira and Frank Mattos. Not exactly the most opportune time for a construction-centered business, as building had slumped to a "standstill" in early 2011, Pevear noted, with many fire sprinkler system companies downsizing or shuttering altogether, competition becoming cutthroat and the industry ultimately turning fragmented and weak, she said.
However, Platinum was able to capitalize on that, recruiting several seasoned employees from a large regional sprinkler contractor that closed in mid-2011. Although just starting out, its core team was quickly comprised of workers that each boasted 25-plus years of experience.
Pereira himself has 15 years of experience working with fire sprinkler systems, over time developing a "tremendous amount of industry knowledge, experience, and contacts," Pevear said. Mattos, meanwhile, is a seasoned business owner and entrepreneur, having been involved most notably with Servpro, a national fire and water cleanup and restoration franchise.
"The foundation of core talent was in place and a new team began to grow rapidly," Pevear explained. "The company started out pretty strong."
Around that time, many states adopted the more stringent International Building Code, thus increasing the amount and scope of fire sprinkler systems in various settings, and ultimately increasing demand. And soon enough, many projects that had been stopped mid-process due to lack of financing began to move forward once more.
Growth More Than Threefold
Thus, Platinum began to grow rapidly. Its revenues swelled more than 300 percent in just one year, from $2.3 million in 2011 to $9.3 million in 2012. Employee growth has been just as steady, increasing from 65 last year to 84 now.
"No. 1, they did it right in that they have a good group of upper management people in place who have been doing this for a number of years," said Ken Barber, a fire protection salesman with Warwick, R.I.-based Cranston Windustrial, a Platinum supplier. "They are a startup, but they're not. The experience factor is key. The people there have been doing this for a long time, probably most of their adult lives. "Platinum is also multi-faceted in its approach. It does installations in both the commercial and residential sectors, and in both new construction and retrofits or modifications. Work ranges from single-family homes; to apartment complexes comprised of hundreds of units; to office renovations or setups; to retail (anything from a pharmacy to a large department store).
The full-service company has a team of in-house designers, as well as a 20,000-square-foot fabrication/welding facility, stock warehouse and fleet of delivery trucks equipped with forklifts. It also does warehouse distribution, and offers complete testing, maintenance, and 24-hour emergency services for all types of fire protection systems.
The adoption of the more stringent International Building Code has fueled more work; now, the number of sprinklers required for a given project is an intricate process based on size, occupancy, what materials are used in construction, and what it houses or stores, Pevear explained.
"It upped the volume of sprinkler heads where they had previously not been installed," she said.
The Most Important Mission: Saving Lives
And, while there is some backlash to the code because it ultimately increases upfront costs, Barber, who himself has been in the industry for 40 years, noted, "How do you put a price on losing a four-month-old child? Or your grandmother? There's no price great enough to cover that loss."
So ultimately, Platinum is in the business of saving lives, and expects its robust growth to continue.
Going forward, the goal is to branch out regionally — over the past six months, the company has begun to secure numerous projects in Connecticut, and intends to continue doing so — as well as increase projects in the more specialized residential sector.
"Platinum will continue to grow organically, through acquisitions, as well as (by) expanding our footprint in the Northeast," Pevear said.
Original story link.
Marlborough Fire Sprinkler Company Emerges From Market Shakeout
TARYN PLUMB
Special to the Worcester Business Journal
For Platinum Fire Protection, success has come from a healthy mix of experience and circumstance.
"A number of things have attributed to our growth," business development manager Tiffany Pevear said.
The Marlborough-based company, which designs, makes and installs fire sprinkler systems, was incorporated in December 2010 by Robert Pereira and Frank Mattos. Not exactly the most opportune time for a construction-centered business, as building had slumped to a "standstill" in early 2011, Pevear noted, with many fire sprinkler system companies downsizing or shuttering altogether, competition becoming cutthroat and the industry ultimately turning fragmented and weak, she said.
However, Platinum was able to capitalize on that, recruiting several seasoned employees from a large regional sprinkler contractor that closed in mid-2011. Although just starting out, its core team was quickly comprised of workers that each boasted 25-plus years of experience.
Pereira himself has 15 years of experience working with fire sprinkler systems, over time developing a "tremendous amount of industry knowledge, experience, and contacts," Pevear said. Mattos, meanwhile, is a seasoned business owner and entrepreneur, having been involved most notably with Servpro, a national fire and water cleanup and restoration franchise.
"The foundation of core talent was in place and a new team began to grow rapidly," Pevear explained. "The company started out pretty strong."
Around that time, many states adopted the more stringent International Building Code, thus increasing the amount and scope of fire sprinkler systems in various settings, and ultimately increasing demand. And soon enough, many projects that had been stopped mid-process due to lack of financing began to move forward once more.
Growth More Than Threefold
Thus, Platinum began to grow rapidly. Its revenues swelled more than 300 percent in just one year, from $2.3 million in 2011 to $9.3 million in 2012. Employee growth has been just as steady, increasing from 65 last year to 84 now.
"No. 1, they did it right in that they have a good group of upper management people in place who have been doing this for a number of years," said Ken Barber, a fire protection salesman with Warwick, R.I.-based Cranston Windustrial, a Platinum supplier. "They are a startup, but they're not. The experience factor is key. The people there have been doing this for a long time, probably most of their adult lives. "Platinum is also multi-faceted in its approach. It does installations in both the commercial and residential sectors, and in both new construction and retrofits or modifications. Work ranges from single-family homes; to apartment complexes comprised of hundreds of units; to office renovations or setups; to retail (anything from a pharmacy to a large department store).
The full-service company has a team of in-house designers, as well as a 20,000-square-foot fabrication/welding facility, stock warehouse and fleet of delivery trucks equipped with forklifts. It also does warehouse distribution, and offers complete testing, maintenance, and 24-hour emergency services for all types of fire protection systems.
The adoption of the more stringent International Building Code has fueled more work; now, the number of sprinklers required for a given project is an intricate process based on size, occupancy, what materials are used in construction, and what it houses or stores, Pevear explained.
"It upped the volume of sprinkler heads where they had previously not been installed," she said.
The Most Important Mission: Saving Lives
And, while there is some backlash to the code because it ultimately increases upfront costs, Barber, who himself has been in the industry for 40 years, noted, "How do you put a price on losing a four-month-old child? Or your grandmother? There's no price great enough to cover that loss."
So ultimately, Platinum is in the business of saving lives, and expects its robust growth to continue.
Going forward, the goal is to branch out regionally — over the past six months, the company has begun to secure numerous projects in Connecticut, and intends to continue doing so — as well as increase projects in the more specialized residential sector.
"Platinum will continue to grow organically, through acquisitions, as well as (by) expanding our footprint in the Northeast," Pevear said.
Original story link.
"Top Growth," Fastest-growing companies and nonprofits: WPI
September 30, 2013
WPI STEM Strategy, Economy Create ‘Perfect Storm’
Taryn Plumb
Special to the Worcester Business Journal
Worcester Polytechnic Institute's growth trajectory began with a strategic plan set out under past president Edward A. Parrish — and it was achieved much more quickly than expected.
"We've reached a threshold that we didn't anticipate reaching until 2015," said Kristin Tichenor, senior vice president at WPI.
The college has experienced robust gains across campus — from enrollment to revenues, to programs, to employees.
Notably, the school has seen a high level of enrollment growth. Since 2005, undergraduate enrollment increased about 41 percent, Tichenor said, from 2,800 to 3,900. Meanwhile, graduate-degree seeking enrollment almost doubled between 2008 and 2012, from 988 to more than 1,700.
As a result, WPI has experienced impressive revenue gains: From 2010 to 2012, revenue climbed about 11 percent, from $164 million to $182.2 million. In the same period, the payroll jumped from 896 to 935 employees.
A blend of factors has contributed to the school's success. Most notably, Tichenor said, has been the economy.
The economic downturn was a perfect storm for WPI," she said.
The younger generations weathering the economy's seemingly endless ups and downs have become particularly mindful of job prospects and the increasingly competitive marketplace, she noted. As a result, many look to WPI, which has consistently placed well in post-graduation compensation and professional growth opportunities.
For instance, in May, it placed 15th out of more than 1,500 in PayScale's college education return-on-investment rankings. That review showed that a student graduating with a bachelor's degree from WPI should expect cumulative earnings of more than $1.3 million over 30 years, minus college costs.
The school was also named one of the nation's "best and most interesting" colleges in the 2014 Fiske Guide to Colleges.
"They want to make sure their education is going to translate into strong professional opportunities," Tichenor said. Which appears to be a hallmark of STEM (science, technology, engineering, mathematics) careers; students "stand a chance" of achieving gainful employment within them, she said.
Spurred By STEM Spike
But WPI's success is also attributable to the overall spike in interest in STEM fields, due largely to tremendous outreach programs launched over the last decade. Similarly, today's students are exposed to higher-level math and science programs, she said, and thus gain a higher level of proficiency that makes STEM more attractive and attainable.
WPI has done its share of STEM outreach. For instance, in March 2012, it opened a STEM education center to address what officials have described as a "critical shortage" of educators in the fields.
The school has also striven to pique the interest of women and under-represented minorities. Tichenor was proud to report that such efforts have paid off: In 2008, women made up 26 percent of the undergraduate population; that grew to 32 percent in 2012. Under-represented minorities increased from 9 percent of the school population to 12 percent.
Overall, WPI also has a distinct advantage in its unique offerings. It introduced the country's first robotics engineering degree, and has seen exponential growth in many programs that were either nonexistent or just beginning 10 years ago, such as gaming, chemical engineering, biomedical engineering, architectural engineering and aerospace engineering.
As for cultivating such programs, Tichenor credited faculty.
"They're the ones that identify the need," she said, noting that they keep in contact with local companies and strive to pinpoint future demands.
The school has consistently been supported in its innovation, having recently received a five-year, $1.94-million grant from the National Institutes of Health (NIH) to research therapies to heal cardiac muscle damage; a five-year, $3-million NIH grant to help develop a minimally invasive, robotic surgical approach to treating brain tumors; and $125,000 from the National Science Foundation to develop personal robot assistants for the elderly.
Going forward, though, the overall plan is to grow, but at a slower pace. Reflecting that, a leadership change is in the works. In May, longtime president Dennis Berkey announced his retirement after nine years, saying he felt he had accomplished what he had set out to do. Longtime trustee Philip Ryan is serving as interim president while the college searches for its next leader. It hopes to find one by next April.
"It's an institution that has a lot of agility," Tichenor said. WPI "prides itself on collaboration."
Original story link.
WPI STEM Strategy, Economy Create ‘Perfect Storm’
Taryn Plumb
Special to the Worcester Business Journal
Worcester Polytechnic Institute's growth trajectory began with a strategic plan set out under past president Edward A. Parrish — and it was achieved much more quickly than expected.
"We've reached a threshold that we didn't anticipate reaching until 2015," said Kristin Tichenor, senior vice president at WPI.
The college has experienced robust gains across campus — from enrollment to revenues, to programs, to employees.
Notably, the school has seen a high level of enrollment growth. Since 2005, undergraduate enrollment increased about 41 percent, Tichenor said, from 2,800 to 3,900. Meanwhile, graduate-degree seeking enrollment almost doubled between 2008 and 2012, from 988 to more than 1,700.
As a result, WPI has experienced impressive revenue gains: From 2010 to 2012, revenue climbed about 11 percent, from $164 million to $182.2 million. In the same period, the payroll jumped from 896 to 935 employees.
A blend of factors has contributed to the school's success. Most notably, Tichenor said, has been the economy.
The economic downturn was a perfect storm for WPI," she said.
The younger generations weathering the economy's seemingly endless ups and downs have become particularly mindful of job prospects and the increasingly competitive marketplace, she noted. As a result, many look to WPI, which has consistently placed well in post-graduation compensation and professional growth opportunities.
For instance, in May, it placed 15th out of more than 1,500 in PayScale's college education return-on-investment rankings. That review showed that a student graduating with a bachelor's degree from WPI should expect cumulative earnings of more than $1.3 million over 30 years, minus college costs.
The school was also named one of the nation's "best and most interesting" colleges in the 2014 Fiske Guide to Colleges.
"They want to make sure their education is going to translate into strong professional opportunities," Tichenor said. Which appears to be a hallmark of STEM (science, technology, engineering, mathematics) careers; students "stand a chance" of achieving gainful employment within them, she said.
Spurred By STEM Spike
But WPI's success is also attributable to the overall spike in interest in STEM fields, due largely to tremendous outreach programs launched over the last decade. Similarly, today's students are exposed to higher-level math and science programs, she said, and thus gain a higher level of proficiency that makes STEM more attractive and attainable.
WPI has done its share of STEM outreach. For instance, in March 2012, it opened a STEM education center to address what officials have described as a "critical shortage" of educators in the fields.
The school has also striven to pique the interest of women and under-represented minorities. Tichenor was proud to report that such efforts have paid off: In 2008, women made up 26 percent of the undergraduate population; that grew to 32 percent in 2012. Under-represented minorities increased from 9 percent of the school population to 12 percent.
Overall, WPI also has a distinct advantage in its unique offerings. It introduced the country's first robotics engineering degree, and has seen exponential growth in many programs that were either nonexistent or just beginning 10 years ago, such as gaming, chemical engineering, biomedical engineering, architectural engineering and aerospace engineering.
As for cultivating such programs, Tichenor credited faculty.
"They're the ones that identify the need," she said, noting that they keep in contact with local companies and strive to pinpoint future demands.
The school has consistently been supported in its innovation, having recently received a five-year, $1.94-million grant from the National Institutes of Health (NIH) to research therapies to heal cardiac muscle damage; a five-year, $3-million NIH grant to help develop a minimally invasive, robotic surgical approach to treating brain tumors; and $125,000 from the National Science Foundation to develop personal robot assistants for the elderly.
Going forward, though, the overall plan is to grow, but at a slower pace. Reflecting that, a leadership change is in the works. In May, longtime president Dennis Berkey announced his retirement after nine years, saying he felt he had accomplished what he had set out to do. Longtime trustee Philip Ryan is serving as interim president while the college searches for its next leader. It hopes to find one by next April.
"It's an institution that has a lot of agility," Tichenor said. WPI "prides itself on collaboration."
Original story link.
Friday, September 27, 2013
Thursday, September 26, 2013
And now, for the love of cats
Cats pampered and shown at Boxborough event
By Taryn Plumb | Globe Correspondent
September 26, 2013
Essdras M Suarez/Globe Staff
It’s not easy for a superstar to get ready in the morning.
This particular light-haired beauty goes through quite a three-hour process: A bath and shampoo, blow-dry, substantial time with a brush, trims here and there, then finishing off with various powders and hair sprays.
But we’re not talking Beyonce or Lady Gaga here: All this is for a 2-year-old Persian cat named Arch Gabriel.
The decidedly pampered feline is a distinguished show cat. And earlier this month, he flaunted and preened alongside dozens of other purebred exemplars during a pair of weekend shows hosted by the Damn Yankees Cat Club and Cats Incredible Inc. at the Holiday Inn in Boxborough.
“He’s very good,” said Arch Gabriel’s human companion, Sandra Marsinelli of Revere. “He likes it.”
Cats have a certain reputation, throwing off an air of superiority.Well, these cats truly are.
Much like the dogs of Westminster, the thousands of felines that compete in shows across the world represent the pinnacle of their breeds: The best looking, the best built, the best behaved. Judged on breed standards established by the Cat Fanciers’ Association, they rack up points as they participate in various shows throughout the year, with the pinnacle being the World Championship Cat Show (this year’s edition will be held in Michigan in November). The most decorated eventually earn titles of “grand champion” or “grand premier.”
Aruba, a 1-year-old Burmese from Bristol, Conn., is on her way to earning the latter distinction — she has already ascended to “premier” status — after picking up additional points at the Boxborough competitions, held on Sept. 14 and 15.
Her owner, Mary Goehring, has other cats that have achieved the honor. Still, she stressed, “first and foremost, our cats are our pets.”
“Pet first, showing second,” her husband Michael agreed as the two stood in the Holiday Inn exhibition hall, filled with lines of tables topped with crates.
Around the periphery of the hall, six “rings” were set up, with rotations of cats being eyed by judges. Back inside their crates, breeds ranged from stately Siamese to exotic sphynx to enormous, fluffy Maine coons; cavorting, napping, keeping a keen eye on the proceedings. Others were being snuggled into sweaters, or were curled gently in crooks of arms. A few mewled at the intrusion of being moved into carry crates by their two-legged escorts.
Aruba, whose “champagne” coloring is light contrasted with subtle waves of dark, explored her own “show shelter,” a clear structure with zip-down sides.
“They’re lap cats, very inquisitive, loving, active, fun,” Goehring said of the Burmese breed. “They’re always getting themselves into some sort of trouble. They have lots of opinions, and they’ll let you know. They’re little clowns.”
Nearby, Karen Greenman of Latham, N.Y., prepared her Persian for the ring. She brushed 5-month-old Miss Madagascar’s tummy, ruff, and tail with a thick comb, wiped her eyes with a tissue, and applied powders and eye drops. The fluffy white cat, with subtle highlights of brown and orange, all the while gently swished her tail.
Marsinelli, sitting beside her, explained the process: Persians, which are long-haired cats, have to be bathed at least twice a week, brushed every day, trimmed regularly. They even have special beehive-shaped bowls — with just a small hole at the top – that they drink out of to ensure they don’t get the fur around their mouth wet.
She said she has “all different kinds of blow dryers” for Arch Gabriel, who was curled up in a bed in his crate nearby, a purring ball of puff. “Every kind of shear, razor, hair spray, shampoo, powders.”
“You have no idea the money we spend,” she added, noting that the purebred cats themselves cost in the thousands.
Is he spoiled? Yes. “But a lover,” she said with a laugh.
Short-haired Aruba, on the other hand, requires much less work: A bath, a clip of the nails, a cleaning of the ears.
“That’s pretty much it,” Goehring said with a shrug. “It takes about five minutes.”
Just a few minutes earlier, judge Ellyn Honey had awarded Aruba the top honor of the day in the breed’s “premier” category.
“Beautiful, love the roundness of the head,” she said before announcing her pick. “Good feel to the body, nice and heavy.”
Judges go through rigorous training, and learn to scrutinize cats on numerous factors, including cleanliness, alertness, temperament, healthy bone structure, muscle tone, movement, clear eyes, and shiny coat.
In Cat Fanciers’ Association-sponsored shows, which include the events in Boxborough, breeds compete in one of seven categories: kitten, championship, premiership, veteran, household pet (no pedigrees required), miscellaneous, or provisional (for breeds seeking recognition by the association).
And in competition, the reward is simply pride and accomplishment.
“You don’t get paid for doing this — you get ribbons; lots and lots of ribbons,” said Goehring.
But she also enjoys talking with spectators, she said, and educating them about the Burmese breed, or about cats in general. For instance: Be humane, be smart, and, if you’re planning to buy a purebred cat, read up on the breed’s personality.
“Do your research and believe what you read,” she advised. “Don’t get a cat just because you think it’s pretty.”
Judging the cats
September 26, 2013
Winning ways
--Judging: Cats earn points by placing well in shows, which are held throughout the year; the top performers can achieve “grand champion” status.
--Each breed has a standard — condition, structure of the head, structure of the body — that judges use to scrutinize each competing cat.
--Judges are extensively trained and licensed, having to first take a comprehensive exam on show rules and breed standards.
--The pinnacle event, the World Championship Cat Show, drew 1,000 contestants last year. The “best in show’’ award went to a chocolate spotted Ocicat kitten.
--The Cat Fanciers’ Association recognizes 42 breeds for showing in “championship” and “miscellaneous” classes.
SOURCE: The Cat Fanciers’ Association
More photos by Essdras M Suarez/Globe Staff:
A 10-month-old solid cream Persian named "OMG" reached out to a photographer.
Carol Babel of Bethel, N.H., let her silver Egyptian Mau, Modani, choose a toy.
Micheline Pivin of Montreal carried her two Burmese Siamese cats, Sable (left) and Champagane.
Original story link. And link to photo gallery.
© 2013 The New York Times Company
Monday, September 23, 2013
Linking businesses to MBAs
Mark Cuban-backed HourlyNerd links small biz to MBA talent
Taryn Plumb, Special to the Journal
Courtesy HourlyNerd
Small and medium-sized businesses are often in need of help with
content development, strategy, marketing and analysis -- while MBA
students are always looking for a little extra money and, more
importantly, valuable experience.
Serving as a conduit between the two is HourlyNerd, a startup born out of Harvard Business School earlier this year and backed by the likes of billionaire Mark Cuban.
“Being able to serve small businesses in a way that has an impact and can help them grow is something we are passionate about, and find compelling,” said co-CEO and co-founder Patrick Petitti, who is currently in his second year of business school at Harvard.
HourlyNerd serves as an online marketplace for businesses and MBA students to connect for short-term work. Businesses begin by posting their project to the site and specifying the type of MBA that would be the best fit. A matching engine on the site then finds and notifies relevant MBAs, who can choose to bid on it by providing a quick pitch, hourly rate, estimated time of completion, and a proposed list of milestones.
Once the business and MBA come to an agreement, they can share messages, documents, milestone completions – and in a soon-to-be-added feature, video chat – on a workspace on the site.
Projects range anywhere from $200 to $10,000, and ones recently completed include a U.S. market analysis for an Australian mobile-app company, Petitti said, and a marketing strategy for a unique yoga startup in New York.
Founded by Petitti, Rob Biederman (who serves as co-CEO), Peter Maglathlin, and Joe Miller, HourlyNerd came about in a class at Harvard that challenges students to launch a viable business, and provides them with $5,000 to get started. Once they conceived of the idea, Petitti explained, “we were able to see that it had some legs.”
Now with five employees, the company was initially started in February, then incorporated in May, and the site re-launched on Sept. 12.
Since then, about 50 projects have been posted, while 500 businesses and 1,300 MBAs from top programs now use it. HourlyNerd's revenue comes from a 15 percent fee charged to businesses, and a 5 percent commission from students.
Based in the Harvard Innovation Lab in Allston, the company announced a $750,000 seed round earlier this month. The largest portion came from Cuban — the Dallas Mavericks owner, prolific angel investor and “Shark Tank” star — who contributed $450,000. Tiburon, Calif.-based Accanto Partners and smaller investors also took part in the round.
Looking ahead, HourlyNerd is working to build out partnerships with “major organizations,” Petitti said. The startup is also looking to launch a recruiting platform on the site, and provide enhanced toolkits and templates to help MBAs complete projects.
“The impact we can have on small businesses, particularly at a time when they're struggling, is really important,” he said.
Meanwhile, the goal is to have MBAs be able to pay off degrees, and even earn a living, through using the site.
“It's totally reasonable that an MBA could make well over $200,000 (a year) using our platform,” Petitti said.
Original story link.
Serving as a conduit between the two is HourlyNerd, a startup born out of Harvard Business School earlier this year and backed by the likes of billionaire Mark Cuban.
“Being able to serve small businesses in a way that has an impact and can help them grow is something we are passionate about, and find compelling,” said co-CEO and co-founder Patrick Petitti, who is currently in his second year of business school at Harvard.
HourlyNerd serves as an online marketplace for businesses and MBA students to connect for short-term work. Businesses begin by posting their project to the site and specifying the type of MBA that would be the best fit. A matching engine on the site then finds and notifies relevant MBAs, who can choose to bid on it by providing a quick pitch, hourly rate, estimated time of completion, and a proposed list of milestones.
Once the business and MBA come to an agreement, they can share messages, documents, milestone completions – and in a soon-to-be-added feature, video chat – on a workspace on the site.
Projects range anywhere from $200 to $10,000, and ones recently completed include a U.S. market analysis for an Australian mobile-app company, Petitti said, and a marketing strategy for a unique yoga startup in New York.
Founded by Petitti, Rob Biederman (who serves as co-CEO), Peter Maglathlin, and Joe Miller, HourlyNerd came about in a class at Harvard that challenges students to launch a viable business, and provides them with $5,000 to get started. Once they conceived of the idea, Petitti explained, “we were able to see that it had some legs.”
Now with five employees, the company was initially started in February, then incorporated in May, and the site re-launched on Sept. 12.
Since then, about 50 projects have been posted, while 500 businesses and 1,300 MBAs from top programs now use it. HourlyNerd's revenue comes from a 15 percent fee charged to businesses, and a 5 percent commission from students.
Based in the Harvard Innovation Lab in Allston, the company announced a $750,000 seed round earlier this month. The largest portion came from Cuban — the Dallas Mavericks owner, prolific angel investor and “Shark Tank” star — who contributed $450,000. Tiburon, Calif.-based Accanto Partners and smaller investors also took part in the round.
Looking ahead, HourlyNerd is working to build out partnerships with “major organizations,” Petitti said. The startup is also looking to launch a recruiting platform on the site, and provide enhanced toolkits and templates to help MBAs complete projects.
“The impact we can have on small businesses, particularly at a time when they're struggling, is really important,” he said.
Meanwhile, the goal is to have MBAs be able to pay off degrees, and even earn a living, through using the site.
“It's totally reasonable that an MBA could make well over $200,000 (a year) using our platform,” Petitti said.
Original story link.
Thursday, September 5, 2013
Artscope: Christopher Cart Unplugged
Cart Unplugged
Harlow Gallery
160 Water Street
Hallowel, Maine
September 6 through 28
Shaded by a parasol, the ivory-skinned girl glances away. She is bare-shouldered; lips painted dark; skull earring dangling; bobby pins tucked in her light hair. Her eyes are distant and hazy; her lips upturned just slightly — a hint of a smirk, or perhaps the faint trace of a smile.
The mystery in this black-and-white watercolor, titled “Haley,” prompts questions with potentially no answers: Who is she? What happened to her the moment before she was portrayed here? Is something about to happen? What is she thinking about? Is she alone?
Such is the essence of Christopher Cart’s work: Telling a story through brushstrokes, lines, color and perspective, the narrative often left to be filled in by the viewer. In his pieces are a sense of immediacy, movement, minimalism; an embrace of imperfection.
“I love telling stories,” said the Hallowell, Maine-based Cart. “It can be a quiet little story. It can be a big story. That’s where the challenges will continue.”
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