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Walking through the bright, colorful hallways at Lorraine Gregory Communications’ shiny new headquarters, over the hum of state-of-the-art printers and the voices of employees energetically collaborating about social media campaigns, it’s hard to imagine that this lively, innovative company started out in the early ‘90s as a direct mail business staffed by three people stuffing envelopes.

LGC, today a powerhouse marketing and communications firm, recently expanded their footprint with a move to the Heartland Business Center in Edgewood. Founder and CEO Greg Demetriou, a client and friend of CMM, recently invited CMM Managing Partner and HIA-LI Board Chairman Joe Campolo for a tour of LGC’s beautiful 25,000 square-foot facility. The “front of the house” is home to marketing operations, while the “back of the house” features a fully-equipped professional studio and an enormous yet meticulously organized printing and mailing center.

An award-winning retired NYPD detective, Demetriou launched his current career almost by accident. His brother, then a corporate VP at PaineWebber, opened a new business to process proxy mail for the brokerage and asked Demetriou to organize the operation.  Starting with an empty warehouse, the company grew to 132 employees and processed 50 million pieces of mail by the following year. Once that business closed, Demetriou and his wife, Lorraine, pooled their money to purchase a storefront direct mail company he saw advertised in the newspaper. Eventually, through years of dedication and hard work, the former detective found himself at the helm of a direct mail consultancy; a full-service letter shop, fulfillment, and mailing provider; a communications firm; a full color offset and digital commercial printer and bindery; an online development and marketing solutions provider; and a brick-and-mortar and online purveyor of printed envelopes servicing consumers, municipalities, and institutions.

The company was completely rebranded in 2015, effectively merging these distinct divisions into the LGC corporate identity. Today, LGC is the premier provider of marketing and communications expertise in the region, helping clients market themselves on Long Island and around the globe. Demetriou and his team of 35 employees focus on integrated marketing – servicing all marketing needs for clients including advertising, branding, direct mail, media strategy, printing, PR, social media, and web design – all under one roof. LGC is a one-stop-shop for clients with no need to outsource.

“You can’t leave a base untouched,” Demetriou explains. “Marketing is about consistency, and being where your audience is when they’re there.” While a social media presence is absolutely critical today, Demetriou says, each time you add a medium, your ROI goes up. “We still work with clients on TV and print ads – everything is just more targeted. It’s all about the messaging.” LGC works with clients to determine the best platforms and strategy for them to showcase their unique focus. For example, LGC recently helped a client who was looking to hire more workers craft social media posts highlighting the vibrant company culture, employees, and their personal stories to generate buzz and prompt resume submissions.

A longtime supporter of the HIA-LI, well known in the Long Island business community, and now getting to know his new neighbors in the Heartland Business Center, Demetriou enjoys working with clients who understand the value of investing in marketing. As chief rainmaker and strategy officer of the company, he’s also getting to know Long Island CEOs on a deeper level through his exclusive “Ask a CEO” interview series featuring leaders including Michael Dowling, CEO of Northwell Health. But as LGC’s client base grows in size and sophistication, the personal touch remains a hallmark: Demetriou recently drove to a New Jersey trade show to support (and surprise) a client who was nervous about the big event.

Demetriou points to his staff as the reason for LGC’s incredible growth. Company culture is vital at LGC; as Demetriou explains, with today’s relatively low unemployment, companies need to offer something different to attract top talent. “We hire for culture. Skills can be trained,” he says.  As a result, LGC has been awarded several honors from not only HIA-LI, but also Long Island Business News, Future 50, and Smart CEO.

Prospective clients wondering if LGC is the right fit for them need only glance around at important business events and in their networks. “I’m everywhere!” Demetriou jokes. LGC will help companies looking for mature, sophisticated marketing be everywhere, too. Learn more at https://lorrainegregory.com/.

He asked a CEO: Greg Demetriou, founder and CEO of Lorraine Gregory Communications (LGC), recently welcomed Joe Campolo to the company’s beautiful new headquarters in the Heartland Business Center in Edgewood. Next photo: Expect the unexpected at LGC, where creating engaging experiences is part of the company’s DNA.

Entrepreneurship, professionalism, and good corporate citizenship are hallmarks of the LGC experience. Next photo: Social media is just one of the many services LGC offers. Colorful signs and walls help get the team’s creative juices flowing.

A former detective with the New York Police Department, LGC President and CEO Greg Demetriou proudly displays his NYPD Medal of Honor. Next photo: Demetriou, along with VP of Business Development Heather Edwards, recently gave Joe Campolo a tour of their new headquarters, which features an on-site studio. As an integrated marketing agency, LGC offers clients all the services they might need – from branding to social media to direct mail to PR – all under one (large) roof.

At LGC’s new space in the Heartland Business Center, the “front of the house” is home to marketing operations while the “back of the house” features studio, printing, and mail space. Next photo: Think today’s marketing is all digital? LGC still processes between 80 and 100 million pieces of mail a year, generating $20-30 million in postage.

They don’t make them like that anymore: nestled in with the latest technology, this Envelope Master still puts in a hard day’s work. Next photo: This “envelope assembly line” makes the postage machine in your office seem quaint.

Whoever said “print is dead” hasn’t worked with LGC. Next photo: An old-fashioned looking machine churns out the cutting-edge work of LGC.

Members of the LGC team welcomed Campolo to the office.

By Christine Malafi

Sexual harassment in the workplace is by no means a new issue, but in the wake of the #MeToo movement, New York lawmakers have taken action to address it. While well-prepared employers have had sexual harassment policies and training in place for some time, under new legislation, passed as part of the 2019 New York State Budget and signed by Governor Cuomo in April, employers now have no choice and must have policies and training. With portions of the new laws already in effect, and the remaining law going into effect in the very near future, it’s critical that employers approach compliance in a proactive way.

Below is a guide to important policy changes and their effective dates. This list is not exhaustive, and we encourage you to contact us to review your particular situation. Additionally, employers with a New York City presence must comply with several additional requirements and deadlines not addressed in this article; please contact us to review these requirements in detail.

Immediately

• The New York State Human Rights Law now protects all individuals against sexual harassment in the workplace, regardless of their employee status or role. For example, employers may be responsible for sexual harassment endured by their independent contractors and consultants.

July 11, 2018

• As of this date, agreements requiring sexual harassment claims to be submitted to mandatory arbitration are void under New York law.
• Courts are not permitted to approve confidential settlement agreements for sexual harassment claims unless the complainant: (a) is the one who requests confidentiality, (b) was given 21 days to consider the confidentiality provision, and (c) was given seven days to revoke his or her acceptance of the confidentiality provision.

October 9, 2018

• By this date, all employers must prepare and distribute a written sexual harassment policy (either the model sexual harassment prevention policy prepared by the New York State Department of Labor and the New York State Division of Human Rights, or their own policy compliant with all standards of the model policy). The adopted policy must include a statement prohibiting sexual harassment or retaliation for complaints, examples of prohibited conduct, information about the federal and state laws regarding sexual harassment, a standard complaint form, a procedure for timely investigating complaints, a statement of rights, and notice that sexual harassment is considered to be employee misconduct, among other requirements.
• Sexual harassment training for all employees must occur annually. Training must be “interactive” and as with the written policy, employers have a choice of presenting the state-approved version or their own program compliant with all the requirements, which include a definition of sexual harassment, examples of prohibited conduct, and information about the federal and state laws addressing sexual harassment as well as employees’ right of redress and methods/forums to handle complaints.

We encourage our clients to be proactive in addressing these changes by immediately evaluating their existing sexual harassment policies and training (if any) and contacting us for guidance in timely complying with these important new requirements. We are here to help!

We’re all familiar with the adage “If you do what you love, you’ll never work a day in your life.” Don Catalano, President and CEO of iOptimize Realty®, has really taken this message to heart: he’s seamlessly combined his passion for real estate, photography, and piloting airplanes into a rewarding career at the helm of one of Long Island’s most innovative companies.

A longtime client and friend of Campolo, Middleton & McCormick, Catalano recently invited Managing Partner Joe Campolo to the Commack headquarters of iOptimize Realty® for lunch and a demo of Catalano’s REoptimizer® software, a real estate optimization tool and commercial lease management software. Over sandwiches from the Sexy Salad, these business leaders and military veterans discussed what sets iOptimize apart and how their military service has shaped their leadership style.

Many companies offer commercial real estate services, but iOptimize is unique in exclusively representing corporate tenants. The concept was born when Catalano saw a gap in the market: corporate tenants, needing to renegotiate leases or look for new space only every five years or so, often assign the task to their CFOs. But these time-pressured CFOs, no matter how brilliant they may be, simply lack the experience to compete with real estate brokers who live and breathe the market year-round. To level the playing field, Catalano created iOptimize to serve as the corporate tenant’s expert and shoulder the due diligence burdens of finding and negotiating for space. Most brokers work for landlords, Catalano explains, making his approach incredibly different.

To start the process, Catalano spends time getting to know his clients, learning not just where they’re interested in leasing but what else they value – do they want buildings with amenities? Do they need hotels and restaurants nearby? iOptimize then serves as a fact-finder, presenting clients with dozens more options than traditional brokers who might be bound by exclusivity arrangements with landlords. This approach encourages landlords to compete for the tenant’s business, often saving the tenant up to 30 percent. But landlords benefit, too: iOptimize represents only creditworthy tenants, so landlords breathe easier when they see iOptimize at the table.

As a young man, Catalano joined the military seeking a challenge. He ultimately served in the U.S. Army Special Forces, undergoing high-altitude low-opening (HALO) parachuting training and scuba training. Catalano was elite within the elite, completing arduous training few could finish. Catalano says that the experience taught him that “you can have fear but you have to push through it and overcome it” – a lesson he now applies to business.

Perhaps it’s this extraordinary background that pushed Catalano to make iOptimize even more innovative and serve clients even better by translating his love of flying and photography into an additional client benefit. An accomplished pilot, Catalano flies his plane over potential sites and takes stunning aerial shots, offering clients a bird’s-eye view of potential properties. These photos give clients the invaluable opportunity to see everything they can’t readily see from the ground, such as structural systems, the condition of a roof, and environmental issues. Catalano’s photos of buildings representing some of the largest deals on Long Island line the walls of his office including Allstate, DealerTrack, and Sbarro. (iOptimize works all over the country, and Catalano is arguably the most licensed real estate professional in the industry.)

In his quest to deliver perfection in the client experience – another lesson he attributes to his military service – Catalano has also worked with his team to develop REoptimizer®, proprietary software to aid in the fact-finding process. The web-based program is a global system in multiple currencies designed for corporate users, allowing side-by-side comparisons in the market. Explaining that real estate is often underfunded and understaffed in the corporate setting, Catalano says that REoptimizer® was designed not only to save clients money but also to help them better utilize space, renegotiate leases, and find the ideal space based on their unique preferences. The program also helps clients manage existing leases by keeping track of deadlines and documents in one place, saving significant administrative burden. By putting the client in control of the process, REoptimizer® is a natural extension of the iOptimize way of servicing clients.

Learn more about this forward-thinking Long Island company at http://www.ioptimizerealty.com/ and check out REoptimizer® at http://www.reoptimizer.com/. You can also view a clip from Joe Campolo’s recent CMM Live interview with Don Catalano at https://www.youtube.com/watch?v=Kdor7LeGLPs.

CMM client and friend Don Catalano, President and CEO of iOptimize Realty®, recently welcomed CMM Managing Partner Joe Campolo to his beautifully designed headquarters on Vanderbilt Motor Parkway in Commack. Next photo: Catalano served in the U.S. Army Special Forces, undergoing high-altitude military parachuting (HALO) training as well as scuba training. Photos and keepsakes from his service line the shelves of his office.

A shelf of trophies, awards, and memorabilia in Catalano’s office. Next photo: Model airplanes on display. Catalano is an accomplished pilot who puts his flight skills to work for his clients, taking aerial shots of prospective properties to explore the location from all angles.

Catalano in his office. Next photo: These military veterans credit their service with shaping them into Long Island business leaders.

Catalano and colleagues welcomed Campolo to the office. Rich Boccard and Jason Brucella are responsible for iOptimize’s active social media presence as well as working with REoptimizer®, a real estate optimization tool and commercial lease management software that takes the pain out of real estate while saving customers money and time. Next photo: Catalano shows Campolo incredible aerial shots lining the walls of his office. Catalano combines his love of real estate, flight, and photography to give corporate clients a bird’s-eye view of commercial properties.

Aerial photograph of the headquarters of iOptimize Realty® in Commack. Next photo: iOptimize deal: Sbarro, Melville

iOptimize deals: Allstate in Garden City and Lake Success.

iOptimize deals: Dealertrack in Lake Success.

iOptimize deal: Festo in Mason, Ohio. Next photo: A view inside the sleek headquarters of iOptimize Realty®.

By Patrick McCormick

Attorney-client privilege is a bit of a misnomer. The name itself fails to convey the full breadth of communications protected (or not protected) by the privilege, one of the oldest common-law evidentiary privileges. The privilege applies to communications made “for the purpose of facilitating the rendition of legal advice or services, in the course of a professional relationship.” See, e.g., Spectrum Sys. Intl. Corp. v. Chemical Bank, 78 N.Y.2d 371, 377-378 (1991), quoting Rossi v. Blue Cross & Blue Shield of Greater N.Y., 73 N.Y.2d 588, 593 (1989). Indeed, not every communication is privileged – and determining whether the privilege applies is not always clear cut. For example, if a law firm has designated a particular attorney as their in-house counsel, and another attorney in the firm has an ethical question as it relates to a client, are communications between the two attorneys on the subject protected by the privilege?

In July 2016, the First Department, in Stock v. Schnader Harrison Segal & Lewis LLP, 142 A.D.3d 210 (1st Dep’t 2016), became the first appellate court (and so far the only) in New York State to recognize intra-firm privilege applying to certain communications between an attorney and his or her firm’s in-house counsel. In Stock, the Defendant law firm previously represented the Plaintiff in the negotiation of a separation agreement from Plaintiff’s former employer. Unbeknownst to Plaintiff, his vested stock options, allegedly worth more than $5 million, expired as a result of the negotiation. Plaintiff subsequently commenced a federal lawsuit and an arbitration proceeding against his former employer to recover the value of the lost options. Again, Plaintiff hired the Defendant firm to represent him in the federal litigation and arbitration. However, the Plaintiff’s former employer took the position that Plaintiff’s woes were caused by the Defendant firm’s representation in negotiating the separation agreement. To prove this, the former employer sought to call a Defendant firm lawyer as a fact witness at the arbitration. This progression prompted the Defendant firm to seek legal advice from its in-house counsel regarding ethical obligations under the lawyer-as-witness rule.

After the arbitration was decided in favor of the former employer, Plaintiff sued the Defendant firm for malpractice, claiming that it failed to advise him that his separation would significantly accelerate the expiration date of his stock options. During discovery, Plaintiff sought 24 documents concerning communications Defendant firm’s attorneys had with other lawyers at the firm, most notably including the firm’s in-house counsel. The firm withheld the documents, arguing they were protected from disclosure under attorney-client privilege. However, the trial court disagreed, holding that the documents were discoverable under the “fiduciary exception” to the attorney-client privilege. According to the trial court, the firm, as Plaintiff’s legal representative, was a fiduciary with special obligations to Plaintiff, and thus Plaintiff “ha[d] a right to disclosure from his fiduciaries of communications that directly correlate to his claims of self-dealing and conflict of interest.” Stock v. Schnader Harrison Segal & Lewis LLP, No. 651250/2013, 2014 WL 6879923 at *2 (Sup. Ct. N.Y. Co. Dec. 8, 2014).

On appeal, the First Department unanimously reversed, holding that the fiduciary exception did not apply and that the communications at issue were privileged. Key to the Court’s analysis was determining the “real client” – whether the communications seeking legal advice were sought to protect the individual interests of the attorneys or to guide the attorneys in rendering service to their clients. The Court reasoned that “the purpose of the consultation . . . was to ensure that the attorneys and the firm understood and adhered to their ethical obligations as legal professionals.” Stock, 35 N.Y.S.3d at 223. Despite the primary function of the attorney-client privilege being to facilitate candid discussion between attorneys and their clients, the Court reassured the legal profession that “[t]he protection afforded by the attorney-client privilege encourages lawyers to seek advice concerning their ethical responsibilities and potential liabilities in a timely manner so as to minimize any damage to the client from any conflict or error.” Accordingly, the Court found that “the attorneys and the firm, not plaintiff, were the ‘real clients’” during the consultation. Id. Thus the communications were privileged.

In a similar context involving in-house corporate counsel, it is important to remember that the “real client” is the corporation itself, not its directors, officers, or shareholders, and challenges arise when determining whether communications between a corporation’s in-house counsel and employees regarding both business and legal advice are privileged. The seminal New York Court of Appeals case Rossi v. Blue Cross and Blue Shield of Greater N.Y., 73 N.Y.2d 588, is instructive on this issue. In Rossi, the issue presented to the Court was whether an internal memorandum from a corporate staff attorney to a corporate officer was protected by attorney-client privilege. The contents of the memorandum referenced communications concerning both legal advice and nonlegal business communications. The mixed legal-business nature of the memorandum provided the Court an opportunity to opine on the contours of the attorney-client privilege in context of intra-firm communications. The Court noted that communications with in-house counsel often “blur the line between legal and non-legal communications.” Id. at 593. The Court acknowledged that no bright-line rule exists to distinguish protected legal communications from unprotected business or personal communications. Most importantly, the Court specified that a fact intensive inquiry is necessary to determine whether the nature of the communication is predominantly of a legal character. Applying that rule, the Court held that the content and context of the memorandum was to facilitate legal advice and privilege was not compromised merely because it also referred to certain nonlegal matter.

The attorney-client privilege has developed into a robust doctrine. Do not be fooled into thinking about it in a one-dimensional way. It protects intra-firm communications by attorneys seeking ethical advice, as well as corporate communications that are predominantly legal in character. Of course, not all intra-firm communications are privileged, but that is a small trade-off for the vast protection attorney-client privilege affords.

Patrick McCormick is a partner and the chair of the appellate practice group at Campolo, Middleton & McCormick, LLP, a premier law firm with offices in Ronkonkoma and Bridgehampton. He also serves as General Counsel to the firm and is the Dean of the Suffolk Academy of Law. Richard A. DeMaio is an associate at CMM, where he focuses on litigation, appeals, and the intersection of law and technology. They can be reached at pmccormick@cmmllp.com and rdemaio@cmmllp.com.

One of the more common “business tort” causes of action we see in the world of commercial litigation is a claim for tortious interference with a contract. Often a competing company, knowing that its competitor has a contract with a certain customer or employees, will intentionally and improperly interfere with that contract by causing the customer or employee to breach the contract, thus resulting in harm to the competing business.  This interference usually consists of improperly soliciting the customer or employee away from the competing business, making disparaging and/or defamatory comments about the competing business, or even fraudulently deceiving the customer or employee to induce a breach of the contract with the competing business.

When alleging a tortious interference claim, it is critical to include sufficient allegations in the Complaint that support the necessary elements of the claim itself. It is not enough to merely recite the elements without any specific factual allegations detailing the improper conduct of the company/individuals who allegedly committed the tortious interference.  A recent decision from Justice Garguilo in the Suffolk County Commercial Division provides a perfect example of a deficient tortious interference claim resulting in dismissal of the Complaint.

In Airweld, Inc. v. Airgas U.S.A., LLC d/b/a/ Airgas, Inc., Plaintiff Airweld, Inc. alleged that Defendant Airgas U.S.A., LLC tortiously interfered with contracts Airweld had with two of its customers. The Complaint alleges that Airgas “attempted to solicit” the two customers by providing the same products that Airweld was providing to these customers under the separate contracts Airweld had with the customers. Even after Airweld sent cease and desist letters concerning the two customers and the existence of the contracts for each customer, Airgas continued to solicit business from them, and Airweld stopped doing business with each customer due to the interference by Airgas.

The Court noted that to succeed on a claim for tortious interference with contractual relations, “a plaintiff must show the existence of a valid contract between the plaintiff and a third-party, and the defendant’s knowledge of such contract, the defendant’s intentional and improper procurement of the breach of such contract by the third-party, and damages.” See White Plains Coat & Apron Co., Inc. v. Cintas Corp., 8 N.Y.3d 422 (2007).

The Court acknowledged that Airweld had sufficiently alleged the existence of a contract and Airgas’s knowledge of the contacts at issue. However, the Court dismissed the tortious interference claim, finding that the Complaint failed to provide any specifics as to the improper conduct Airgas engaged in to solicit the customers. Mere solicitation by itself is not sufficient to satisfy a tortious interference claim. Id. Furthermore, the Court held that it was unclear and unknown based on the allegations in the Complaint whether the two customers at issue actually breached their contracts with Airweld as a result of any actions by Airgas.  Given the very vague, conclusory allegations set forth in the Complaint, the Court dismissed the action.

As an aside and perhaps as a word of advice at the end of the decision, the Court noted that it was curious why Airweld did not simply pursue breach of contract actions against the two customers who were allegedly in violation of the terms of their contracts with Airweld. This certainly could have been an easier path to recovery, as the Court noted.

A key takeaway from Justice Garguilo’s decision in Airweld is the importance of taking the time before filing the Complaint to make sure you have the necessary facts to withstand a motion to dismiss. Although a Court is required to take allegations in a Complaint as true on a motion to dismiss, it is not enough merely to recite basic elements of a claim. Without at least some specifics, the action will be short-lived.

It’s easy for the business community and academia to give lip service to concepts of job creation and cultivating student opportunity. But leaders from Suffolk County Community College and HIA-LI are backing up their talk with concrete action and a roadmap of plans to make it happen.

Joe Campolo, HIA-LI Board Chairman and Campolo, Middleton & McCormick Managing Partner, recently met with a team of SCCC administrators and leaders to discuss building their partnership. It’s a natural collaboration: with Long Island’s workers aging out, the business community – particularly industrial and manufacturing businesses in the Hauppauge Industrial Park (HIP) – needs the next generation of workers. Students coming out of institutions of higher learning, such as SCCC, need jobs. “Academia and the business community need each other, but are often lacking in each other,” Campolo said. “If we are really going to make Long Island better and do more for students, we need to focus on jobs.”

Looking to “fertilize” student opportunities, SCCC administrators, including Dr. John K. Galiotos, Dr. Fara Afshar, and John Lombardo, are successfully establishing the school as a top choice for the HIP’s workforce pipeline, particularly in technology and manufacturing. They are actively working to increase awareness of the HIP among students and build engagement with academic staff by fostering relationships with the business community. Speaking of HIA-LI/SCCC collaboration as a “need-to-have, not a nice-to-have,” the leaders at the meeting got to work creating a list of opportunities on which the organizations can work together, from mentoring programs to job fairs to community solar initiatives.

Long Island is home to many prestigious colleges and universities, but SCCC fills a unique niche: while many students there go on to four-year colleges and beyond, others attend SCCC for its hands-on technical programs such as AAS two-year degree programs and other non-degree training programs. In a society that often views a bachelor’s or master’s degree as an obligatory stepping stone to success, these talented students are often overlooked as a critical part of the labor force. HIA-LI and SCCC are committed to partnering these students with the Long Island businesses that need them – and in turn, ensuring Long Island’s future economic growth.

Following the meeting, Campolo toured the Workforce Development Technology Center for an inside look at SCCC’s unrivaled training programs in manufacturing-related disciplines, created in partnership with the industries they serve. Check out these photos of the tour here, then visit these SCCC websites to learn more:

All Degree Programs

Manufacturing AAS Degree Program

Workforce Training

If your business would like to recruit at SCCC or learn more, please contact Dr. Fara Afshar at afsharf@sunysuffolk.edu!

Joe Campolo recently met with a team of administrators and leaders from Suffolk County Community College to discuss collaboration between the school and HIA-LI. SCCC plays a critical role in educating and training the workforce pipeline for the Hauppauge Industrial Park – the largest industrial park in the nation after Silicon Valley. Next photo: SCCC’s Workforce Development Technology Center, at the Brentwood campus, offers programs designed in partnership with industry to provide hands-on training in several manufacturing-related disciplines including welding, electronic assembly and soldering, and CNC (computer numeric control) machine operation, among others.

Campolo toured SCCC’s Workforce Development Technology Center with Ali Laderian, Manufacturing Technology/Engineering Program Coordinator; Fara Afshar, Associate Dean of STEM/CTE; John Galiotos, Senior Associate Vice President of STEM/CTE; and Lisa Calla, Assistant Dean for Workforce Development, Community Partnerships, and STEM/CTE. Next photo: What high school science fair dreams are made of.

Dr. Galiotos at the training center. Next photo: Program Coordinator Ali Laderian and Communications Director Drew Biondo review SCCC program offerings with Joe Campolo, who is spearheading initiatives to grow the pipeline of talented workers for the future of the Hauppauge Industrial Park.

A maze of pipes and steel overlooks the CNC machines. Next photo: The CNC Machine Operator training program is taught in a blended format – a combination of classroom, lab, and online learning. Students receive a certificate of completion and a National Certification as a CNC Mill and Lathe Operator from the National Institute for Metalworking Skills.

Long Island businesses in high-demand fields routinely hire students from SCCC’s manufacturing programs for their hands-on experience. Next photo: A Computer Numeric Controller used for student training. SCCC offers manufacturing and industrial training programs designed to develop critical manufacturing skills. This focus makes SCCC students a perfect fit for Long Island businesses seeking employees who can hit the ground running.

Here at CMM, we’re not sure what this CMM Machine does, but we want one. Next photo: Ali Laderian gives Joe Campolo an inside look at the CMM Machine.

Inside a student workshop. Next photo: View from above: another intricate ceiling at the training center.

It would be fitting for John Robertson, owner of an eatery featuring delights such as the Earth Angel Salad and the Basket of Sexy Egg Sandwiches, to add an eye-catching title to his business card. “Millennial Keeper” and “Outsourced Chief Culture Officer” are both fitting descriptions of a business owner who entices prospective corporate catering customers of this unique spot – the Sexy Salad in Hauppauge – with an offer that’s hard to resist: “Let me use my art to help your business.”

A long-time member of HIA-LI, Robertson recently welcomed CMM Managing Partner and HIA-LI Board Chairman Joe Campolo to the Sexy Salad’s newly expanded space on Adams Avenue in the heart of the Hauppauge Industrial Park (HIP) for a tour and discussion about the ways forward-thinking companies use catering to attract and retain top talent.

In the nearly 15 years since Robertson first opened his doors, the Sexy Salad has morphed from a hip lunch spot (which it remains today) to part of the solution for local businesses seeking to appeal to talent in the face of changing employee preferences and expectations. Reflecting on the common narrative that Long Island is hemorrhaging its young people who leave for the city or elsewhere, Robertson said that instead of fueling this “hysteria” over millennials, employers need to become part of the solution to keep our ambitious young people here. How? A critical step is to become an employer of choice by taking care of employees with food.

Robertson’s focus has therefore shifted from how to get hungry office workers in the door for lunch (though they are still welcomed with delicious food and terrific service) to expanding his catering services as a tool for Long Island businesses to keep their best and brightest workers happy and productive. Robertson knows this idea works because it’s how he’s grown his own business over the years with very little turnover. Each employee enjoys free lunch every day, despite ever-increasing costs. He hosts a summer barbecue for staff with a grab bag of gifts employees actually want. He sends new employees home with dinner for their families on Day 1. “Food is such an effective way to convey your appreciation,” Robertson said. “It’s a great way to take care of employees who work hard.”

Fellow business owner Campolo, who is in the trenches with Long Island’s business community every day and is working to modernize the HIP – the second largest industrial park in the nation after Silicon Valley – pointed to the gourmet cafeterias now commonplace in West Coast offices. When there’s high quality food in the office for the taking, employees not only feel valued, but they also save time – which means more productivity for employers. Robertson agreed that these non-monetary benefits are now critical to employee retention: “Food can be viewed as an expense, but forward-thinking companies use it as a tool, a benefit, an incentive.”

Robertson has always been an entrepreneur, selling lemonade to motorists waiting on line in his neighborhood during the 1970s gas crisis. He explained that he “worked a lot for a little in hopes of eventually working a little for a lot,” toiling away in hotels, NYC executive dining rooms, and food service companies before opening the Sexy Salad in 2003. Last year, he took advantage of the opportunity to double his footprint when the neighboring space opened up, creating Build a Burger adjoining his well-known eatery. His current involvement with the prestigious Goldman Sachs 10,000 Small Businesses program has encouraged him to think even bigger, giving him the opportunity to get “re-motivated” to keep growing.

The Sexy Salad has already grown into a critical role helping successful Long Island businesses attract and retain employees in the most delicious way possible. Think about that the next time you sample a Sexy Salad Platter.

John Robertson, owner of the Sexy Salad on Adams Avenue in Hauppauge, recently welcomed CMM Managing Partner Joe Campolo for a tour and discussion about the ways forward-thinking companies utilize catering to attract and retain top talent. Next photo: Robertson takes great pride in the quality ingredients and exceptional service that are hallmarks of the Sexy Salad experience.

After the lunch rush! Next photo: Salad not your thing? There’s still plenty to choose from at the Sexy Salad.

No regular omelets here (“sexy” omelets are offered for breakfast). Next photo: Food for thought. How does your company boost employee morale?

The unique Sexy Salad logo adorns everything at the eatery from the cups to this wall clock. Next photo: Robertson opened the Sexy Salad in the heart of the Hauppauge Industrial Park in 2003. Last year, he seized on the opportunity to expand when the neighboring space became available, opening an adjoining Build a Burger and doubling his space.

A look at the seating area in the Build a Burger section. Next photo: Campolo and Robertson both credit HIA-LI with being a major driver of business.

Robertson is a longtime supporter of HIA-LI.