Rochester leaders reflect on 2025 challenges and change

As 2025 concludes and the Rochester community looks toward 2026, the Rochester Business Journal reached out to several community leaders for their thoughts on the year that is ending and the one that is about to begin.

Below are responses from two dozen of those leaders to three questions about how 2025 unfolded for the Rochester community.

Next week, we will publish local leaders’ responses to three questions looking ahead to 2026.

What challenges or disruptions in 2025 had the greatest impact on your operations, and how did your organization respond?

Jason Barnecut-Kearns, President & CEO, Trillium Health: “The federal government shutdown, which began on Oct. 1, 2025, resulted in an unprecedented disruption to the Supplemental Nutrition Assistance Program (SNAP) in November. It was the first time in the program’s 60-year history that SNAP benefits were cut off due to a funding lapse. As a result, members of the community turned to Trillium Health’s Food Pantry for assistance. We served 1,370 households in November — compared to an average of 590 households per month in 2024. When the weather turned colder, we converted our employee break room into an overflow waiting room for the Food Pantry, and we reassigned staff members to help with the demand. It was an all-hand-on-deck approach, and I’m proud to say that everyone came together and stepped up during a time of need.”

Timothy Brown, Regional President, NBT Bank: “This past year was an exciting one for our team as Evans Bank merged with NBT Bank in May. As with any merger, change presents challenge. But our team responded with enthusiasm, excitement and attention to detail. With a collaborative spirit, we were able to ensure a smooth transition for customers and employees alike.”

Dr. DeAnna R. Burt-Nanna, President, Monroe Community College: “Higher education across the country faced significant headwinds in 2025, including growing public skepticism about the value of a college degree and increased pressure for institutions to demonstrate clear outcomes. At MCC, we met this challenge head-on by highlighting the substantial, evidence-based economic value we deliver to both our students and the region we serve. In fact, our most recent economic impact report shows that for every dollar students invest in their MCC education, they gain approximately $5.50 in higher future earnings — a powerful return on investment. The report also revealed that MCC’s and its students’ activities support one out of every 70 jobs in the MCC Service Area, highlighting the college’s role as a major contributor to the regional workforce and economy. By sharing this evidence-driven narrative, we reaffirmed the essential role MCC plays in advancing economic mobility and supporting the vitality of our community. Our message was clear: MCC remains a catalyst for economic mobility, a critical workforce partner, and an essential contributor to the overall vibrancy and resilience of our community.”

Richard “Chip” Davis, PhD, EdM, Chief Executive Officer, Rochester Regional Health: “The past year brought serious challenges for our system and for the Rochester region. We saw rising labor costs, employee shortages, supply chain issues, and a steady increase in patient demand that placed real pressure on our hospitals. Our sites often carried the heaviest load as the only community-based health system in this region. When a family has nowhere else to go, they come to us, and our team does everything possible to provide safe, timely care. The weight of this responsibility is immense, and it reinforced how vital our stability is to the economic and social health of this community. We responded with clear focus. We advanced dozens of transformation initiatives and strengthened coordination across our sites. We expanded virtual care, modernized our command center, reduced delays in patient flow, and invested in technology that eases the administrative burden on our care teams. These steps helped us close a very large financial gap and restore stability during a time when many health systems across the country remain under strain. Through all of this, the commitment of our more than 20,000 team members never wavered. They are the reason we continue to move forward.”

Bob Duffy, President & CEO, Greater Rochester Chamber of Commerce: “2025 has been a mixed bag of successes and challenges for our community, state and nation. The uncertainties that have resulted from federal budget cuts and tariffs have impacted decisions being made by our member businesses. One local company was losing approximately $4 million per month with the tariff increases on steel and aluminum. There have also been some positive outcomes such as lower gas prices at times.

“The regulatory environment — along with some climate/energy policies — continues to impact business/housing growth in our region.

“On a very positive note, the governor and Legislature paid off the federal $7 billion Unemployment Insurance debt, which will save every single business in NYS. One of our region’s top employers paid over $400K last year for their assessment.

“For every challenge/issue that affects our members, we lobby relentlessly for change.”

Marisa Geitner, President & CEO, Heritage Christian Services: “One of our biggest challenges was supporting people as they age and experience more complex needs. The service system itself is complicated, yet our goal is simple: In the homes and programs we operate, people should feel safe, supported and able to thrive as their lives evolve. As people with disabilities live longer, that means adapting in thoughtful, flexible ways.

“The completion of our $10.1 million Homes with Heart campaign allowed us to expand accessible housing so people can remain in their homes within familiar communities as their needs change. At the same time, we strengthened collaboration across teams and invested in training to keep pace in an environment where needs are constantly shifting. Supporting the professionals who show up every day remains essential, because consistency and trusted relationships matter even more as complexity grows.”

Chris Jagel, Chief Executive Officer, Harris Beach Murtha: “This year marked a significant milestone for our firm as we combined with the New England-based law firm Murtha Cullina LLP to form Harris Beach Murtha. Our primary focus was the successful integration of both organizations, because we grew not only in size, but into new geographies.

“Many of the associated challenges and disruptions were anticipated and primarily stemmed from data conversions, the adoption of consistent systems and procedures across the firm and training to ensure all team members were up to speed.

“Consistent communication was essential, alongside fostering resilience, patience and adaptability among our staff and attorneys. Our administrative teams diligently (and successfully!) worked to streamline efforts and minimize disruption.

“As a result, the performance of our combined firm this year significantly surpassed that of the two constituent firms last year. This achievement can be attributed to our people, our culture and our ability to implement best practices from each of the legacy firms. We were committed, and will continue our commitment, to collaboration and identifying synergies that further enhance our capabilities to better serve our clients.”

Don Jeffries, President & CEO, Visit Rochester: “Canadian tourism was affected by international sentiment. We responded with a different kind of marketing campaign for Canadian travelers and were very pleased with the results.”

Kimberly Jones, President & CEO, Butler/Till: “I don’t think you can reflect on 2025 without considering the impact of AI. Luckily, with great partnerships, willing clients, and a curious team, we’ve had many ‘firsts’ including leveraging AI to create curated, brand-safe audience marketplaces for programmatic advertising and running the first fully agentic media campaign. We’ve also leveraged AI to help scale creative development; create faster, more predictive marketing science tools; and improve productivity across every department.”

Mark Kovaleski, Managing Partner, MMB+CO: “The regulatory landscape evolved rapidly in 2025, particularly around tax policy and enhanced reporting requirements. We viewed this as an opportunity to better serve our clients by helping them navigate strategic planning and proactive tax strategies alongside compliance needs. We emphasized leveraging technology to improve efficiency and provided corresponding training to ensure our team could maximize these tools’ capabilities. Our commitment to flexibility allowed us to adapt quickly while maintaining our focus on excellence. Our tagline, ‘We value your future,’ became more relevant than ever as clients needed forward-thinking partners who could help them anticipate challenges rather than just respond to them.”

Sarah C. Mangelsdorf, President and G. Robert Witmer, Jr. Professor, University of Rochester: “As did all research universities and academic health centers, we faced incredible pressures in 2025 to comply with a historic number of federal directives and policy changes that affected our research and clinical care, business operations, international and graduate admissions, accessibility, and others. In responding, we worked with our elected representatives, state and national higher education and health care associations, community leaders, and colleagues and peers across the country. We followed our 2030 strategic plan, which aligns our resources and operations to build on our strengths and take advantage of growth opportunities.

“While not a response to those challenges, we launched the most ambitious campaign in our institution’s history this fall. The campaign will elevate our research and clinical enterprises; provide a new level of support for our students, faculty and staff; transform many campus facilities; and celebrate our campus, alumni and global constituencies.

“We launched a national marketing initiative that will bring new generations of students and scholars to Rochester, as well as lift the reputation of the University and the Rochester/Finger Lakes region.”

Julia Tedesco, President & CEO, Foodlink: “Changes at the federal level created significant challenges for our operations. In May, Foodlink received notification of the cancellation of USDA’s Commodity Credit Corporation, resulting in 24 cancelled truckloads of food valued at approximately $1 million. In October and November, the prolonged government shutdown put SNAP benefits at risk, threatening food security for tens of thousands in our region. Foodlink — thanks to the support of this community — increased the quantity of food we distributed by an estimated $1.5 million, launched 10 additional pop-up pantries, expanded call volume and visits to our “Find Food” map, and served as a central hub for communications, navigating residents regarding SNAP and food access.”

Jerry Warner, President, CooperVision Inc.: “Thankfully, no disruptions, but certainly a year of challenges. Starting with the continually changing tariff landscape and moving through a slight market slowdown, the year delivered a ‘grind it out’ performance. It is a testament to the resiliency of our colleagues across the world. A critical factor in delivering our results was the visibility and availability of the leadership team. We are excited for 2026, and our ability to enhance the way people see every day!”

Craig Wittlin, Managing Partner, Harter Secrest & Emery LLP: “Within several of our practice groups, including our immigration practice, we saw significant changes in the law or the enforcement landscape that created uncertainty for our clients. We responded with education: our lawyers did a great job of educating themselves on a real-time basis about the scope and nature of those changes, and in turn were able to educate our clients so that they can make informed decisions about issues affecting their businesses.”

Were there any internal shifts—such as workforce changes, technology adoption, or process improvements—that fundamentally repositioned your business in 2025?

Marty Birmingham, President & CEO, Five Star Bank: “We continuously evaluate all areas of our business, including people, process and technology, to ensure we are well-positioned to serve our customers and communities. In 2025, we named new regional presidents in two key markets, Rochester and Buffalo, to ensure customers are connected with the full breadth of our relationship-based financial services offerings. Patrick Keating, who has deep experience in Western and Central New York and who has grown his career with Five Star for more than a decade, is leading our Rochester market. His oversight helps align commercial lending, merchant services, treasury management, and wealth management, as well as our consumer and municipal banking offerings, and I’m excited to see us build on this regional approach in 2026.”

Brown: “One of the many benefits of the integration with NBT Bank is the expansion of our products and services. Our customers now have access to additional banking solutions and a combined network of more than 175 locations and over 200 ATMs throughout New York, Pennsylvania, Vermont, Maine, New Hampshire, Massachusetts and Connecticut. In addition, we can now offer customers enhanced digital banking tools.”

Burt-Nanna: “One of the most significant internal shifts in 2025 was our implementation and rapid scaling of SUNY Reconnect, which repositioned our institution. Launched statewide this year, SUNY Reconnect provides free tuition, fees, books, and supplies for adult learners ages 25-55 without a prior degree, whether entering college for the first time or returning to complete a degree in a high-demand field.

“MCC enrolled 678 SUNY Reconnect students, more than any other SUNY school, and 12% of all 5,608 statewide, highlighting our leadership in expanding access for adult learners and meeting regional workforce needs. Supporting this growth required internal changes: enhanced academic advising, expanded student services, and streamlined enrollment and onboarding to ensure learners received timely, personalized support. These updates also increased efficiency, flexibility, and the use of technology across operations.

“This success reflects the dedication of our faculty and staff, whose efforts brought SUNY Reconnect to life, connected hundreds of students to career-focused opportunities, and positioned MCC as a statewide leader in adult education, workforce development, and degree completion.”

Jim Continenza, Executive Chairman and CEO, Kodak: “In 2025 we continued to invest in our Advanced Materials & Chemicals business to fundamentally position Kodak as a growth company. Our investments included a new film spooler, which significantly increased our film manufacturing capacity, and a new cGMP manufacturing plant to produce regulated pharmaceutical products. We also completed an upgrade of the service systems in our Print business to drive greater consistency and efficiency worldwide.”

Davis: “We made shifts that will serve this region for years to come. We adopted advanced analytic tools and AI-assisted resources allowing nurses and physicians to spend less time documenting and more time with patients. We redesigned patient flow across hospitals, strengthened discharge planning, and created consistent care pathways systemwide. Every leader completed Just Culture training, improving clarity, fairness and accountability. Our innovation labs are one of our greatest strengths, giving teams space to test ideas and design solutions with real influence on access, safety and care delivery. A powerful example came from our obstetrics teams. When The New York Times examined national C section trends, it reported rising rates across the country while Rochester General moved sharply in the opposite direction. Our rate fell from 40% to 25%, one of the steepest drops among more than 1,600 hospitals reviewed. The method combined equal pay for vaginal birth and surgery with midwifery leadership, labor support, education and a culture of patience and teamwork. These changes created a modern, confident and united organization ready for the next chapter of care delivery in Rochester.”

Duffy: “While nothing fundamentally repositioned our organization, we face the same challenges of every business. I am proud of the strong relationships that we have with elected officials and leaders at all levels, which has been a key component of our success. Success is a team sport, and our region works more closely than ever.

“We fully embrace AI and all of the advances in technology — and it has helped to increase our efficiencies — but nothing can replace personal relationships, mutual trust, and consistent communication and collaboration.

“Our Chamber has been assigned the region’s lead for Talent Strategy, and some exciting changes are coming for 2026.”

Geitner: “We really focused on tightening up how we work, especially around tech and cybersecurity. Digital and data tools are such a big part of what we do now, so we invested in stronger systems, better data security and making sure everyone understands cyber risks.

“We also worked on streamlining processes so teams can spend less time on administrative tasks and more time on what matters. Using data in smarter ways helped us move faster and make better decisions. Overall, these changes made us more stable and ready for whatever’s next.”

John Gibson, President and CEO, Paychex, Inc.: “We closed on the largest acquisition in Paychex history in April when we welcomed Paycor to the Paychex family of companies. This marked a major milestone in Paychex history, and I’m incredibly proud of all the work that went into the acquisition itself, as well as the work to integrate these two great companies. Our combined portfolio of solutions is transforming HCM for businesses of all sizes and represents the most comprehensive, flexible, and innovative solutions in the industry.

“We’re helping businesses across all the segments we serve solve real challenges with our unique combination of AI-enabled technology, supported by world-class service and HR advisory capabilities.”

Jagel: “In 2025, we strategically repositioned our operations from a primarily New York-focus to having a broader Northeast presence. Our combination to create Harris Beach Murtha achieved great success, such that we are now considering additional expansions in the future. As a larger, combined firm with offices throughout New York state and Connecticut, as well as in Boston, Massachusetts and Newark, New Jersey, we are able to serve our clients more efficiently across our expanded geographic area, enhancing our responsiveness to our clients’ existing and prospective needs.”

Jones: “2025 was a year of remarkable growth for Butler/Till. As a result of adding new clients to our portfolio, as well as significant organic growth with existing clients, our business grew more than 40% year-over-year, and we hired 200-plus new employee-owners! Given the growth, we have been able to add new capabilities in product and software development, marketing science, and media activation.”

Kovaleski: “2025 marked significant progress in our operational evolution. We implemented cloud-based practice management systems and enhanced data analytics capabilities that streamlined workflows and improved client service delivery. These process improvements weren’t about replacing the human element — they enhanced our team’s ability to provide strategic insights and personalized attention that clients value most. Technology handles routine tasks more efficiently, freeing our professionals to focus on high-value consultation and relationship building.

“We remain committed to our flexible work policy, recognizing that autonomy balanced with collaboration strengthens both our culture and our ability to deliver excellence. When you combine smart process improvements with a people-first approach rooted in integrity, you create an environment where both our team and our clients thrive.”

Ernie Lamour, President & CEO, YMCA of Greater Rochester: “At the Y, we believe we’re uniquely positioned to be the connector — bridging communities from all backgrounds, perspectives and generations. It’s who we are and how we show up. This past year, we invested in a new intake process for our Experience Scholarship, expediting the process for our members to apply for and receive scholarships for membership, programs and camp. We also introduced our new Core Value and FOR ALL Promise to guide our work.”

Mangelsdorf: “As we went into 2025, we brought fully online new technological platforms for our HR operations that replaced antiquated systems. The new platforms are providing a holistic picture of our more than 39,000 employees throughout Rochester, the Finger Lakes, and Southern Tier, so that we can identify potential areas for growth, provide employees with opportunities for professional development and career advancement, and create connections to keep them in our communities.

“We are continuing to evaluate the near and long-term potential of artificial intelligence, virtual and augmented reality, and other machine learning technology on our teaching, research, clinical care, and workforce development. We were excited to partner with the governor to join Empire AI, a first-of-its-kind, statewide public-private consortium designed to provide computing resources to NY’s leading research institutions beyond what any single institution could provide and help bridge the gap between researchers, public interest organizations, and small companies to accelerate the development of artificial intelligence centered in public interest.”

Faheem Masood, President & CEO, ESL Federal Credit Union: “This past year included several notable updates to support our business for sustainable growth and improving our operating efficiencies. ESL is in the midst of a technology transformation, and in 2025 we deployed several new solutions to leverage our technology to help streamline work, allowing our employees to focus more time on what matters most — our customers.

“We’re also proud of our work this past year to broaden our business’s capabilities and physical footprint. This fall, we opened our third new branch in the city of Rochester since 2021 to increase access to affordable financial services for residents and businesses. We also completed the asset acquisition of Alesco Advisors, building upon our wealth management and investment advisory services. Additionally, we also secured the necessary regulatory approvals to move toward finalizing our asset acquisition of Generations Bank — which we expect will take place in early 2026 — and grow our footprint across Orleans, Seneca and Cayuga counties.”

Colleen Matteson, President, Bank of America Rochester: “Many companies, like Bank of America, are leveraging AI and it is having a transformative effect on employee efficiency and operational excellence. Our use of AI at scale and around the world enables us to further enhance our capabilities, improve employee productivity and client service, and drive business growth. For example, in 2018 we launched Erica®, the first widely adopted AI-driven virtual financial assistant, within our mobile app. Since then, clients have interacted with Erica more than 3 billion times, with 20 million clients now actively using the virtual assistant. Building upon Erica’s success, in 2020, Bank of America launched Erica for Employees, an AI-driven internal virtual assistant which was rapidly adopted by employees seeking technology support in areas such as mobile device password reset, device activation, and many others. In 2023, the functionality was expanded to assist with additional topics such as where to review health benefits, locate payroll and tax forms, and more. Today, over 90% of employees use Erica for Employees, with the virtual assistant having reduced calls into the IT service desk by more than 50%.”

Jaime Saunders, President & CEO, United Way of Greater Rochester and the Finger Lakes: “In 2024, United Way reshaped our grants strategy, and 2025 was the year it took effect. This shift represented a strategic repositioning from traditional grantmaker to agile partner, delivering the kind of flexible, timely support that nonprofits need. Our United Response Fund deployed over $400,000 this past year, delivering rapid support to essential infrastructure during a period of unstable government funding and mounting community needs.”

Warner: “A few dynamics became part of our 2025 storyline. First, we implemented a full-time return to office initiative starting in April and implemented in September. This required significant planning, enrollment and ensuring our facilities were prepared. Across all of CooperCompanies we also challenged ourselves to find synergies in back-office functions, leading to opportunity and improved efficiency.”

Wittlin: “The entire legal industry continues to digest the impacts of the most disruptive technological impact in generations — the use of generative artificial intelligence to assist in the performance of legal work. While this is still in relatively early stages, it is clear that the impacts on our profession and business model will be widespread and material. Our goal, in 2025 and beyond, has been to use that emerging and evolving technology responsibly and as a tool to increase the value we bring to clients, while not sacrificing the judgment that our experience brings.”

What partnerships, collaborations, or community relationships proved most valuable to your company this year?

Barnecut-Kearns: “During the lapse in SNAP benefits, we were extremely grateful for our partnership with Foodlink and our local representatives in the federal, state, county and city government. Thanks to emergency state funding, Foodlink was able to increase the amount of food distributed to the food pantries across Rochester, and information was quickly shared across the community. It took a coordinated effort to meet the demand.”

Birmingham: “I continue to be an active and vocal supporter of the United Way of Greater Rochester and the Finger Lakes, serving as the nonprofit‘s 2025 Tocqueville Society Chair. This partnership is personally rewarding for me, given my parents’ long-time support of the United Way and its mission, and professionally rewarding as well, with Five Star Bank and Courier Capital participating in its annual Day of Caring events across our markets and its giving campaigns. I’m looking forward to continued partnership with the United Way and the many other organizations we support across our footprint.”

Brown: “Community involvement is one of our core values at NBT Bank. Our most valuable partnerships and community relationships center around regional business alliances and engagement with local nonprofit organizations. We have representation on boards for several great organizations like The Boys & Girls Club of Rochester, The Salvation Army and Compeer, and work closely to support affordable housing agencies such as PathStone and Greater Rochester Housing Partnership (GRHP). In addition, we collaborated with our partners at EPIC Retirement Plan Services, headquartered in Rochester, for our United Way employee campaign and are even being recognized by the United Way for that effort.”

Burt-Nanna: “Strategic partnerships and community relationships were instrumental in advancing MCC’s impact. Some of our most valuable collaborations centered on philanthropic and public investments transforming our advanced technology offerings, including the Optical Systems Technology program.

“We proudly named our new Advanced Technology Center in recognition of the Sydor family’s $3 million investment in MCC. The Sydor Optics Advanced Technology Center, opening Fall 2026, will provide hands-on training in optics, precision tooling, HVAC, automotive, and renewable energy. Funding for the $69 million facility includes over $34.5 million from Monroe County, including a $3.5 million federal grant, and $34.5 million from NYS.

“Building on these investments, John and Barbara Bruning established the $1 million Barbara & John H. Bruning Optical Systems Technology Endowed Directorship, inspired by Dr. Alexis Vogt’s work growing the program by over 2,000%.

“Finally, SPIE invested $150,000 to name the SPIE Optical Systems Lab, supporting hands-on training and global engagement.

“These partnerships strengthen workforce development, expand cutting-edge facilities, and support Rochester’s leadership in optics, photonics and advanced technology.”

Davis: “Our most valuable partnerships reflect shared purpose and a deep commitment to this region. Rochester Regional Health works closely with Rochester Institute of Technology (RIT), Lake Erie College of Osteopathic Medicine (LECOM), and St. John Fisher University to strengthen the talent pipeline and advance innovation. With RIT, we connect technology and health care through education, research and workforce development while offering hands-on clinical experience. Our partnership with LECOM supports a steady pipeline of future physicians through clinical rotations and residency pathways that address critical provider needs. St. John Fisher University remains a cornerstone for nursing and pharmacy education, aligning academic programs with evolving models of care. These collaborations link education, research and clinical practice and represent long-term investments in talent and creativity. They position Rochester Regional Health as an anchor for community wellbeing and a leader in shaping the future of health care. We also value community wellness partnerships, including our work with the American Heart Association to bring hands-on CPR training into local high schools.”

Duffy: “Our relationships with elected officials from both sides of the aisle have been extremely valuable in supporting our Chamber members and addressing their challenges. The same goes for business and nonprofit leaders across the region.

“The political landscape is not always business friendly, but in spite of this challenge, our local and state leaders consistently meet with us and listen — and then we work toward resolutions. The Unemployment Insurance debt resolution was based upon strong relationships with Gov. Hochul and our delegation, and especially Assemblymember Harry Bronson. This was by far the most significant advocacy success of 2025.”

Andrew R. Gallina, President, Gallina Development Corp.: “We have seen a much more robust involvement, in conjunction with the city of Rochester, for the Downtown Enhancement District. A full board has been established with a number of downtown stakeholders, all making recommendations for further improvements. We have seen much more planting of flowers on Main Street, re-painting of the bus shelters and fire hydrants, and most recently, the new holiday decorations installed along Main Street. This group will continue to be effective in pushing new initiatives to make needed improvements along Main Street and the major downtown corridors.”

Geitner: “Some of our most meaningful partnerships last year focused on equity and inclusion. Those conversations help us build a more welcoming and inclusive workplace, avoid overlooking strong talent and better support the people who rely on us every day.

“That work is stronger when it includes the voices of people with lived experience, alongside families and community partners. Listening closely makes us better employers and better partners, and it leads to more consistent, responsive support across the system.”

Gibson: “Our longstanding partnership with United Way has consistently provided opportunities to give back, starting in Rochester and the Finger Lakes region and now extending nationwide. Since 2006, Paychex and our employees have contributed more than $18 million to United Way organizations, a testament to our collective commitment to United Way and its mission. This year, to demonstrate our commitment to a strategic expansion into Cincinnati, we proudly donated $350,000 to the United Way of Greater Cincinnati, complemented by ongoing employee volunteer efforts similar to what we see in Rochester.

“Recognized for our unwavering dedication to fostering strong, vibrant communities, I’m deeply honored to say that Paychex was among 43 global companies to be recognized as a Leading Corporate Partner by United Way Worldwide this year.

“United Way remains a pivotal force in local philanthropy, and Paychex is committed to leveraging this partnership to empower our employees in making impactful contributions to their communities.”

Heidi Schult Gregory, Rochester Office Managing Partner, Harris Beach Murtha: “Harris Beach Murtha supports and partners with several organizations in the Rochester region. In 2025 we took full advantage of a high-level sponsorship with the Greater Rochester Chamber of Commerce, and I also joined its board of directors. Through this partnership, many on our team have attended events and programs that foster networking and connections that help build stronger community ties, and the firm has access to valuable resources and opportunities to connect with for-profit and nonprofit businesses and leaders from a wide range of industries that align with many of our practice areas.

“We’ve also been a long-time supporter of the Rochester International Jazz Festival and value our partnership and the importance of the annual event to our community. The festival draws more than 200,000 local, national and international music enthusiasts to Rochester. Many of our attorneys, staff and clients look forward to the nine-day lineup each year, and the unique atmosphere of the jazz concerts at various venues throughout the city.”

Jeffries: “Continued partnerships with our 500-plus members. Continued cooperation with the county, city and the OneROC group.”

Kovaleski: “Our relationships with local business organizations, economic development agencies, and professional networks have been invaluable, providing insight into challenges facing Rochester businesses. These partnerships help us understand how our advisory services — including IT Advisory Services, Client Accounting Services, business valuation, cost segregation, and M&A support — can address real market needs alongside our core tax and assurance work.

“We’ve deepened collaboration with legal professionals, wealth advisors and commercial bankers to provide comprehensive client solutions. These strategic relationships allow us to bring more comprehensive expertise to complex client situations, and Rochester’s collaborative business community makes this kind of integrated approach possible.”

Lamour: “Our partners at Foodlink have been a vital part of our work for years, but in 2025, we took our partnership to another level. We opened a Food Pantry at our Lewis Street YMCA Neighborhood Center and provided more than 18,000 pounds of food. This is in addition to the meals they provide daily for youth across our Association, as well as weekly for adults at our city locations — making a significant impact on the families we serve struggling to make ends meet as grocery prices remain high.”

Mangelsdorf: “In March, the National Cancer Institute named our Wilmot Cancer Institute as the nation’s 73rd designated cancer center. This would not have been possible without bipartisan support from our Congressional delegation, the mayor, county executive, an engaged advisory board and Medical Center Board, and community network.

“We are a lead partner in the NY SMART I-Corridor Tech Hub — a three-region consortium for semiconductor manufacturing and innovation that was selected as one of only 12 national hubs.

“Our elected officials and leaders at local, statewide and federal helped tell the story of our impact as a research university, academic medical center, safety-net provider, and cultural anchor.

“At the local level, partnerships with civic, business and neighborhood organizations, along with the city of Rochester and Monroe County, helped us align on community needs like a new pharmacy in the 19th Ward and other clinical care resources. The county was instrumental in providing support for our Mt. Hope Family Center.

“We have new a partnership with the Strong Museum of Play, a new engagement with Wegmans, and are working to make admission to the Memorial Art Gallery free to all visitors.”

Matteson: “Bank of America is thrilled to partner with some of the most iconic brands in sports — FIFA World Cup 2026, U.S. Soccer, Boston and Chicago marathons, the Masters Tournament, among others — to drive progress, celebrate achievement and transform communities for good. For example, recognizing golf has the power to shape young lives, in incredible ways, teaching life lessons through sports, Bank of America launched ‘Golf with Us’ in April 2025 offering youth, ages 6-18 a free one-year membership to access thousands of Youth on Courses across the country for $5 or less, making golf more accessible and making a positive impact in communities we serve.”

James R. Reed, President & CEO, Excellus BlueCross BlueShield: “Collaboration is at the heart of better health care. As a local nonprofit health plan, we are focused on strengthening our provider and community partnerships to remove barriers and improve access to care. We continue to expand our virtual care options, and we now include services such as physical therapy and cardiac rehab. In 2026, we’ll introduce teledermatology, giving members even more convenient ways to access care when an in-person doctor visit isn’t possible. Through our Health Equity Innovation Awards, we partner with nonprofit organizations using innovative solutions to eliminate health disparities, improve health outcomes, and close gaps in care across Upstate New York. We provide tools, resources and programs designed to help people make confident choices, access care more easily and live healthier lives — because supporting our members is at the heart of everything we do.”

Saunders: “We are incredibly fortunate to have 30,000 donors, 500-plus workplace partners, and 14,000 volunteers who make our mission possible. These relationships represent the heart of our work — thousands of individuals and hundreds of businesses coming together with their time, talent and resources to strengthen our community. They embody a simple truth: united is the way we create meaningful, lasting impact.”

Jeff Sinsebox, President, Empowering People’s Independence: “In 2025, our partnerships with FEDCAP, Urban League of Rochester, and Epilepsy Alliance America proved beneficial for our organization. We completed a two-year project with FEDCAP which resulted in four group home properties and associated services for 18 people transferring to EPI. With the Urban League, we continued our partnership of sharing our service expertise in exchange for accessing their expertise to access marginalized populations in the Rochester area. Epilepsy Alliance America has been a trusted partner particularly at a time when the CDC Epilepsy program was decimated by federal spending cuts.”

Tedesco: “Our partnership with local pantries and meal programs — key members of our regional emergency food network — was essential to fulfilling our mission. These agencies serve every zip code in our region and are at the forefront of addressing this community’s basic needs. They quickly mobilized during the government shutdown, increasing their services and supporting clients, including a growing number of seniors and working-class families. Collaborating with area funders proved extremely valuable this year; multiple foundations and corporate partners, such as Wegmans, responded rapidly during the crisis, and their financial contributions allowed us to expand emergency food distribution. Finally, through our contract with the Monroe County Office of the Aging to provide meals at senior centers, we delivered consistent, nutritious food to older adults, reinforcing our dedication to serving vulnerable populations.”

Wittlin: “We are proud of our ongoing collaboration with the United Way of Greater Rochester and the Finger Lakes. Our team at HSE runs an energetic and imaginative campaign that mobilizes and inspires our entire firm to raise funds for the United Way, helping them in their efforts to address significant community challenges.”