In an interview with Invest:, Guy Amatangelo, president of construction company Mariani & Richards Inc, discussed the company’s growth and challenges in the restoration industry, noting how the past 18 months have culminated in “an explosion of activity.” Amatangelo also highlighted the surge in demand for skilled tradespeople. “It is an ongoing effort to engage younger generations in the trades and increase interest levels.

Over the past year, what major changes have you seen at Mariani & Richards, and how do they reflect broader shifts in the restoration industry?

If we confine the discussion to the past year, I would say the major change we have seen is a tremendous boom. There has been a lot of consistency in our sector over the years, with certain periods seeing repetition in project types and clients. However, what distinguishes the past 12 to 18 months is the sheer volume of work. We are experiencing a level of activity I have not witnessed in 20 years. There is a significant amount happening, with many old facilities being restored for new uses. There is also a reinvigoration of efforts to construct new buildings in locations that had remained stagnant for a long time. 

Post-COVID, there was a brief lull where everyone was waiting for conditions to normalize. Over the past few years, we began to see recovery, but the past 18 months have culminated in an explosion of activity. We are currently operating at maximum capacity in several areas. In the past six to seven weeks alone, we have hired approximately 20 people, and if 15 more qualified candidates were available, we would hire them as well. The industry faces a challenge in maintaining a properly staffed workforce, particularly with skilled tradespeople. Some local trade unions are struggling to attract enough new workers to meet demand and replace those retiring. It is an ongoing effort to engage younger generations in the trades and increase interest levels. The work is certainly available, and with many exciting projects on the horizon, we remain highly optimistic about the coming years.

How are you attracting talent in your industry and what initiatives are in place to attract talent for your company?

There are a combination of efforts in place. The majority of our employees come from local trade unions, which conduct independent recruiting. While this has yielded some success, the most effective method has been referrals from current employees. When a worker recommends a friend, relative, or acquaintance, the success rate is nearly perfect. These individuals typically fit well within the company and become long-term employees. In contrast, traditional recruiting through the unions has a success rate closer to three out of 10. Some candidates explore the trades but quickly realize it is not the right path for them. However, when someone is referred by a trusted source, they often feel a sense of accountability. They want to make a good impression and uphold the reputation of the person who recommended them. These individuals frequently become some of our best employees.

We consistently encourage our team to spread the word and generate interest in the trades. There is a strong effort to educate younger generations about the viability of a career in construction. Many of our employees have highly rewarding careers, both financially and personally. In the past, there was an overwhelming focus on higher education as the only viable career path. However, we believe that for those with a passion for construction, this industry offers a fulfilling alternative. It provides a platform for individuals to pursue what truly matters to them.

Mariani & Richards was recently involved in repointing the historic First United Presbyterian Church in Braddock. What impact did that project have on the local community?

That project involved the renovation of a former church building, spearheaded by community leaders in Braddock who sought to revitalize the area. Braddock has faced challenges, with many abandoned properties and the community experiencing economic hardship. However, this initiative aimed to repurpose old structures into useful spaces. Our team cleaned and repointed the building, transforming it into something new and functional. The project was successful, and our workers enjoyed contributing to it. The community was very pleased with the outcome. Just a few years prior, the lot was overgrown with trees, bushes, and tall grass, obscuring the building. Now, it stands as a point of pride for the neighborhood. 

There are many similar communities around Pittsburgh waiting for investment and development. With the right leadership, funding, and vision, these spaces can be revitalized into valuable assets. Projects like this demonstrate the potential for historic preservation to breathe new life into underserved areas.

We have had a very long-term, multidecade relationship with the Diocese of Pittsburgh, so we have been involved in the restorations of many churches. Some of them are particularly noteworthy. Additionally, we work extensively with local universities, including the University of Pittsburgh, Carnegie Mellon University, and Duquesne University. We do a tremendous amount of work for all those institutions.Those kinds of places hold great significance for large segments of the community, and when we have the opportunity to work on them, we put a great deal of pride into it. The same applies to libraries. Buildings that carry a lot of history and meaning for the area and the region over the years are the ones that excite us the most.

What makes Pittsburgh a great place to live and do business in?

I am very proud of the city because I believe its people are genuine, honest, and generous. Many people in this town, if you need help, will be there for you. They will offer assistance and be the first to step forward. It is a place with a small-town feel — everyone here seems like someone you know. We all share a lot of common experiences and history. 

As far as a place to visit and get excited about, we have great colleges and universities, as well as leaders in the healthcare and technology sectors. Pittsburgh has really distinguished itself in those areas. The University of Pittsburgh has people doing incredible work in the medical field. Carnegie Mellon is a leader in robotics and artificial intelligence. It is a place where young talent in technology and medicine is arriving in large numbers.

Additionally, many neighborhoods are being reinvigorated with young people from all walks of life moving in and establishing new traditions. Yet, this blends well with the old traditions that we continue to uphold. It is a place where outsiders who visit usually feel very welcome and are greeted with open arms. Those of us who have been here for a long time are very proud of it and protective of it. You could argue that if you have someone from Pittsburgh in your corner, you are going to do OK. We look out for each other, protect each other, and we are a tough group of people.

What are the key strategic goals for Mariani & Richards over the next 12 months?

We are involved in multiple ongoing projects that we will continue to complete over the next six to 12 months, as some are multiyear projects that have been in progress. We remain committed to those while also seeking new opportunities. Several projects have been on hold since COVID, with developers waiting for the right conditions. That time has now come. The next 12 months will see a continued boom in restoration work, and we hope to be at the forefront of that, involved in many of these projects. Our team is constantly maintaining existing relationships and building new ones so that we remain leaders in this field. We take great pride in being the most knowledgeable group in what we do, and we strive to share that expertise with all our clients. We expect a tremendous amount of work over the next year.

In an interview with Invest:, Tom Frank, Executive Director of NAIOP Pittsburgh, pointed to State and Local policy as the catalyst for Economic Growth saying “If we continue to see incentive and investment related policy develop from the Governor’s office and State Level, apply smart policy at the County Level and remove red tape at the local level, sky is the limit for Pittsburgh.”

What have been some of the most significant commercial real estate developments in Pittsburgh recently?

The most significant project would be the First National Bank Financial Center — the first multitenant office building in our central business district in 40 years. They reinvested into the community, securing funding from various sources. It was a strategic partnership between F.N.B. Corporation, the Buccini Pollin Group, the Pittsburgh Penguins, and Clay Cove Capital. It kicked off development on the former Civic Arena site.

First National Bank occupies most of the building, but the first floor is a great retail space that highlights their cutting-edge banking tech. The tower, designed by Gensler, is gorgeous and a fantastic addition to our skyline.

RIDC has another major project in New Kensington Park. It came together through support from the WCIDC, The Governor, and multiple elected officials. What’s significant isn’t just the facility — it’s the creation of skilled manufacturing jobs and training. Pittsburgh is known for manufacturing, but we have a shortage of skilled workers — some estimates put the gap at around 1,000 jobs.

RIDC is also working on Neighborhood 91 near the airport, which focuses on advanced manufacturing. It’s a different level from what people usually think of as manufacturing.

The airport authority has also done a lot — new solar farms, new energy systems, and a revamped terminal. Even the parking garage is high-tech. They own about 800 acres and are developing business parks that support everything from offices to heavy manufacturing.

Lastly, the Elmhurst Group developed the new Allegheny County Health Department Laboratory. It’s designed to grow and will eventually serve the greater region with advanced lab services.

What makes Pittsburgh an ideal location for real estate investment?

We have a governor focused on statewide competitiveness. He’s pushing for more pad-ready sites and infrastructure investment, including energy. With PA Sites, RACP, and the SPEED Program, it positions us to compete against neighboring states.

Thanks to our natural gas, Pittsburgh is uniquely positioned to lead in data centers — if we align state strategy and marketing effectively. We’re also one of the most livable cities in the U.S. From a multifamily perspective, we still have a housing shortage. Demand remains strong, especially in the Strip District, where over 1,000 units are expected in the next few years.

On the manufacturing side, in conjunction with our tech ecosystem — companies like Duolingo, Argo AI, Gecko Robotics — want to produce locally, which drives real estate needs, especially in advanced manufacturing.

What trends are you seeing in multifamily development and adaptive reuse projects?

In multifamily, demand depends on location. In city limits, like with The Parks by SomeraRoad, the focus is on live-work-play. Tenants want access to amenities — gyms, nightlife, walkability.

Outside the city, projects are simpler, less amenitized, but still in demand. 

Attracting different demographics — millennials, Gen Z, and eventually Gen Alpha — means developers need to be strategic in design, location and amenities.

Multi-family conversions can be tricky and expensive. I used to work at an architecture firm and saw the challenges first-hand. Tall buildings limit rooftop HVAC space, and deep floor plates create interior rooms without light. Newer or smaller buildings are easier to convert.

Brett Walsh at Hewitt Properties has done great work on conversions here. We’ve even explored federal legislation to help close capital gaps due to high conversion costs.

In the office market, we’re seeing a “flight to quality.” People want newer buildings — high ceilings, natural light, and amenities. Older Class B & C buildings are being left behind, and that’s a national issue, not just here.

Where do you see the biggest real estate growth opportunities for the next two to three years?

Data centers are the hot topic and potentially the biggest opportunity, thanks to our energy assets. If we attract them, they’ll help spur business parks that can support advanced manufacturing, jobs, and housing demand. Pittsburgh’s facing population decline, unlike other Midwest metros. But if we build data centers near energy sources and support them with smart policy, we can drive growth faster. Everything else like manufacturing, multifamily, and workforce will follow. 

Focusing on downtown, housing is crucial. More city residents means attracting large, national brands to some of our vacant retail spaces. Their metrics for site selections rely on population numbers that we currently fall short of. If we see housing projects continue to increase, we will be able to build a stronger tax base to tackle other critical city issues.

How has NAIOP Pittsburgh evolved this past year?

Brandon Mendoza laid a strong foundation — growing membership, advancing advocacy, and shaping great events. I was on the Board of Directors during his tenure and have immense respect for what he built.

Since becoming Executive Director, we’ve expanded our advocacy. We now have committees for both state and local issues. We’re working with the Allegheny Conference, PA Chamber and C&G Strategies on introducing energy legislation for rural industrial projects. We have also partnered with BAMP to reverse a DEP coal definition that negatively impacts our industry.  We have also recently played a key role in defeating Mayor Ed Gainey’s mandatory Inclusionary Zoning legislation, which we believed would depress development and construction. 

We finalized our PAC and hosted our first several events, one of which was in support of Corey O’Conner, the predicted next Mayor of Pittsburgh. Our PAC will continue to support candidates who promote economic development. 

We have around 500 members, which makes us the largest commercial real estate group in the region. Our awards banquet draws close to 1,000 people, and we’re bringing back our summer camp next year. We also partner with local universities like Pitt and CMU to build a pipeline of talent. There’s no degree in commercial real estate, so we help students discover it as a career path.

What’s your outlook for the Pittsburgh commercial real estate market?

If you remove national uncertainties — like tariffs or inflation — I’d say we have a strong outlook. Our governor is investing in making the state competitive. Locally, we have engaged leaders who want to make Pittsburgh the best it can be.

The NFL Draft coming to Pittsburgh will be huge from an economic standpoint. 

Overall, if political outcomes go in the right direction and we stay focused on smart growth, I’m optimistic.

Ken Schultz, president of Shannon Construction, sat down with Invest: to discuss the current state of the construction industry, technological advancements that Shannon Construction has integrated to improve operations and client satisfaction, and how the company has expanded its operations in recent years. “Continuing to diversify will allow us to more easily withstand changes in the economy and remain viable,” said Schultz.

What changes over the past year have impacted Shannon Construction and in what ways? 

We have expanded our marketplace to include construction management agency services, along with our commercial, retail, education, and healthcare groups. We are working on projects for a cyber school in Pennsylvania and have made an effort to dive deeper into higher education. We’ve also begun several healthcare projects. Additionally, we’re expanding in the DMV (District of Columbia, Maryland, and Virginia) with concrete repairs on both federal and private projects.

Recently, we have seen a consolidation of smaller universities in the region. Larger universities are also beginning to look at their branch campuses and reevaluate their viability. Across the board, smaller universities are shutting down while larger universities are growing. We have seen a 9% increase in the size of larger state schools and a 21% decrease in enrollment at smaller institutions. Over the next decade, I anticipate a shift in the number of universities, which can be both positive and negative. I think we may begin to see more people looking into the trades, which is an industry that needs more people.

How do you view the current state of the construction industry?

In the office sector, we have seen a reduction in work post-COVID. A lot of companies are asking their employees to return to the office. In an effort to encourage them, our clients are requesting upgraded spaces with more amenities, such as conference centers, fitness centers, wellness rooms, and outdoor spaces. However, getting people back into the office has come with some pushback from employees. Job hopping has become more challenging in the current market conditions, so employers now have a bit more leverage.

On the retail side, there is still a lot of activity. When e-commerce first began taking off, many thought retail would disappear — but we’ve found that’s not the case. In fact, finding tenants for retail facilities has actually been quite easy.

Would you share insights into the Chitwood Hall project’s significance and its impact on your team’s future endeavors?

Chitwood Hall is a 100-year-old building at West Virginia University. As expected with such an old building, we performed quite a few renovations. We worked closely with WVU’s staff to resolve any issues that came up, ensuring the project was completed in a timely manner. Working on campus while students are present creates a unique set of circumstances—including the movement of materials, managing site access, and putting up enough barriers to keep students from entering the work zone. We enjoy working on historic structures because they connect us to the past.

How have new technologies and integration improved your operations?

We use a number of tools, such as Procore, to manage projects and ensure smooth information flow. We take pictures daily at each job and upload them so clients can see real-time progress. We also use a product called OpenSpace, which provides a view similar to Google Street View and creates a timelapse of how the project is completed. Additionally, we are incorporating information modeling so the client can visualize how the project is progressing, as well as what it will look like when finished.

What motivates your involvement in community programs, and what outcomes have you observed?

We are a union shop and currently have union carpenters, laborers, and drywall finishers. We enjoy bringing new people into the trades. When you go to a traditional university, you pay for four years of schooling. As an apprentice, you get paid and trained at the same time. The majority of our long-term employees started as apprentices. We continue to use this model because starting with individuals early allows us to show them the best way to execute the work. Many people have started with Shannon Construction as apprentices and retired with us years later.

How is Shannon Construction developing talent in the construction industry?

We look for staff who are eager to learn and want to grow their skill sets. We’ve brought on individuals who had little construction experience. Several of our female project managers did not start out in construction. We’re working to make the field more inclusive, though that remains challenging due to the physical demands of the job.

What are your key goals and priorities for Shannon Construction for the upcoming years?

One of our key goals is to continue diversifying our work and the markets we serve. Twenty years ago, 85% of our work was commercial—today, that number is 35%. This diversification allows us to better weather economic changes and stay viable. We also want to continue integrating technology into both the office and the field—whether to improve project information flow or enhance safety. Fostering new talent remains a major priority for us as well.

Fairchance Construction is navigating a complex and diverse construction landscape, marked by an increase in intricate projects with multiple stakeholders and demanding clients. To address these challenges, the company has implemented a formal internal process, including our “Always Forward” mentality. As Executive Vice President Michael Burns explained to Invest:, “Adapting and overcoming challenges is our MO.” 

What major changes over the past year have most impacted Fairchance and how has Fairchance adapted in response?

At Fairchance Construction, adapting and overcoming challenges is our MO. This is essential given the diverse types of construction and project models today, including how projects are funded, managed, and represented. Our internal “Always Forward” mentality is crucial for our team to collectively navigate difficult client or project situations, enabling us to identify steps to move past obstacles and achieve our goals. The industry is evolving, with more complex projects involving multiple entities. Effectively managing these entities is critical for project success. While quick handshakes still lead to projects (and remain a significant part of our work), newer projects, particularly in Pittsburgh, present challenges due to the increased number of stakeholders and the complexities of managing them. Despite these difficulties, our staff and resources allow us to consistently achieve excellent results.

Could you share some of the standout projects or recent successes from the past year?

Every project undertaken by Fairchance Construction holds significant value and importance. The diversity of our portfolio stands as one of our greatest strengths, reflecting the wide range of expertise and capabilities within our team.

One of our current major initiatives is a large commercial and residential multi-use development in downtown Pittsburgh, known as City’s Edge. This project is located adjacent to the PPG Arena and exemplifies our commitment to impactful urban development. Alongside this, we remain deeply involved with the Commonwealth Charter Academy (CCA) in Monongahela, PA, and the Doddridge County Courthouse in West Virginia. Most recently, we completed a substantial 200,000-square-foot manufacturing facility for Hranec Corp in Uniontown, PA, further demonstrating our ability to deliver on complex, large-scale projects.

The range of projects we manage—from small medical offices to expansive, multi-story complexes—highlights the breadth of our experience. Giving back to the community is a core value for Fairchance Construction. We often take on smaller projects for former friends, board members, or community members, such as replacing a door or repairing a damaged building, even as we continue our work on larger developments. No project is ever considered too small; what may seem like a modest 5,000-square-foot addition holds great importance for those directly involved, just as our largest projects do. We embrace every opportunity to help, whether by supporting the community through smaller undertakings or by executing significant, large-scale developments.

How is Fairchance Construction approaching workforce development, both in attracting new talent and supporting growth among the existing employees?

Fairchance Construction is deeply committed to workforce development, with a strategic approach that addresses both the attraction of new talent and the continued growth of existing employees. Internal promotions are a priority, fostering a culture in which advancement is recognized and supported from within. The company has also successfully recruited talented young professionals—men and women alike—directly from trade schools, ensuring a steady influx of skilled individuals.

Recently, Fairchance completed a nearby project designed as a direct pipeline for trade school students to join the company. This initiative is viewed not simply as a job placement effort, but as an integral part of a broader workforce development program that emphasizes extensive training. The company’s philosophy centers on empowering and developing employees, a principle championed by leadership during performance reviews and throughout the employee experience.

Fairchance recognizes that every employee has unique aspirations. Some team members thrive in hands-on roles, such as swinging a hammer or setting steel, while others are motivated to pursue executive career advancement. The company values both career paths equally and is dedicated to guiding individuals toward achieving their personal and professional goals.

Success in workforce development is reflected in Fairchance’s ability to attract the right people. The company’s location in Fairchance has proven advantageous, as it continues to draw interest from prospective candidates—evidenced by the increasing number of resumes received without the need for active recruitment efforts.

What broader trends or innovations are most shaping your operations today?

Fairchance Construction manages a wide spectrum of projects, accommodating clients with varying priorities—from those who require full LEED certification and a strong emphasis on sustainability, to those whose primary goal is rapid building occupancy. This diversity enables us to remain at the forefront of industry trends and evolving client expectations.

Our experience has taught us the importance of focusing on immediate client requirements, as these are increasingly driving changes within the construction industry. The traditional long waiting periods are a thing of the past. Today’s clients expect a “just-in-time” approach, paralleling the “Amazon effect” observed in online shopping, where quick turnarounds have become the norm. In practice, this means clients often request immediate cost and timeline estimates for large-scale projects, such as a 200,000-square-foot facility.

To address these demands, Fairchance Construction is actively researching and integrating artificial intelligence solutions for tasks such as modeling and takeoffs. This commitment to technological advancement ensures that we can deliver the speed and efficiency our clients require. At the same time, we are careful not to lose sight of our clients’ current needs by advancing too quickly; we strive to balance innovation with practical, actionable solutions tailored to our clients’ present realities.

What are the main challenges you are seeing in today’s market?

In markets with established builders, like Pittsburgh, penetrating the market can be challenging due to the presence of larger competitors. However, we recently secured a significant project in Washington, Pennsylvania, surpassing these larger firms. This success is largely attributed to our strong ties within the real estate industry, developed over a considerable period. Our approach involves strategic investigation to understand potential clients. We delve deep into their operations, utilizing what we call our “secret sauce” – a proprietary method for identifying, engaging and strategizing based on a client’s logistical needs, market reach, product and growth rate. This leads to further conversations and opportunities. While heavy competition, budget constraints and personnel availability are significant challenges, we’ve been fortunate to manage numerous multi-million dollar projects successfully over the years. Our aim is sustained growth, avoiding overexpansion.

What are your key goals and priorities for Fairchance for the next two to three years?

Fairchance Construction’s foremost priority over the coming two years is to ensure the well-being of our employees and their families. We recognize that our people are at the heart of our continued success, and we are committed to supporting them both professionally and personally. Our business remains robust, with a steady influx of new projects. We are experiencing notable growth in both project size and geographic reach, expanding our operations across multiple states. Significant work is scheduled in Ohio and Pennsylvania, with additional opportunities emerging in South Carolina, West Virginia, and Kentucky.

This ongoing expansion, combined with our diverse portfolio and proven capabilities, enables us to provide stability and support for our team. We firmly believe that empowering our employees and investing in their development is essential—not only for achieving project milestones but also for building lasting success for our company and our clients.

Achieving success depends on continual growth—it goes beyond simply launching projects or handing over finished work to clients. Our motto, “Fe2 … Iron Sharpens Iron,” is more than a slogan; it reflects the principles that guide our actions as we uphold a legacy of success that has lasted 110 years, with many more decades and generations ahead.

In an interview with Invest, Kristen Jackson, President and CEO of Grant Street Asset Management, discussed the firm’s strategy in optimizing its client portfolios, including their methodology behind balancing risk and leveraging technology. “It is a management process and our long-term goal is to keep people invested because the markets go up over time,” Jackson said. 

How does GSAM approach asset allocation for high-net-worth clients in the current economic environment? 

When we approach asset allocation for a client, our initial conversation has very little to do with the current economic environment. We first focus on a client’s ability to take risk with their money. Their risk target is often influenced by the amount of money for investment, goals, and time horizon. Equally as important is defining their willingness to take risk and ensuring they understand their risk tolerance. We get specific about the client’s threshold for downside risk relative to upside return-in other words, dollar loss and dollar gain or risk versus reward. Marrying the two provides us with a general asset allocation range that is most appropriate for each client, assuming long-term market returns. We then overlay the current economic environment, considering the stage of the economic and stock market cycles, interest rates and valuations to design strategic growth and defensive portions of their portfolio that maximize risk adjusted returns. 

How does GSAM balance risk and diversification within client portfolios? 

The client’s overall asset allocation guideline is the primary driver of risk in the portfolio, and that typically is a range of target weights to cash-like investments, bonds, alternatives, and stocks. Our investment committee spends a lot of energy on portfolio construction within each of those sleeves to maximize growth and balance downside risk. We believe in broad diversification over a market cycle because it smooths out the ups and downs that can occur when certain segments of the market get overheated. 

How do you assess the risk-return profile of different investment types for optimal allocation? 

To truly understand how an investment is going to act within an overall portfolio allocation, it comes down to statistics: standard deviation, historical returns, correlations, among other points. We do a lot of scenario planning. For example, we may ask how each of the positions in the portfolio today would react if inflation were to spike unexpectedly. Some positions will go up, while others will likely fall. Understanding the interconnected nature of each position, the factors that drive price movements, the potential magnitude of that movement, and the overall impact on the portfolio is something we quantify for risk management. We often pair positions that we know are “higher” risk with ones that moderate risk in challenging environments to optimize allocation and return. Within the alternatives market there are additional factors to consider, such as liquidity. If the investment is illiquid for some time, we require additional return and diversification benefits to benefit the portfolio overall. 

What alternative investments could gain prominence over the next few years? 

We have seen an explosion of alternative investment strategies in our industry over the past decade. Some provide excellent diversification of returns and others provide returns not too different from stock and bond markets, while charging much higher fees and locking up capital. It’s important to have a thorough due diligence process to be able to sort through everything that’s out there today. We look at what we are trying to do with that alternative-do we want it to act like a stock and get stock-like growth or act as a diversifier and protect us during downside shock. 

In the coming years, we expect private debt and equity to continue to grow. Farmland is also an alternative that is growing in availability and provides a unique risk/return profile because it’s uncorrelated to stocks and bonds. Finally, we expect to see an increase in alternative strategies that provide unique tax write-off opportunities for wealthy investors. 

How do you address behavioral biases the clients may have when making investment decisions? 

Our investment committee relies heavily on economic data and market research for decision making. Doing so allows us to set aside the noise of headlines or investor fears that can influence behavioral biases. When making discretionary adjustments to portfolios, we ask ourselves if this adjustment is appropriate for the next six months to a year or longer. If it feels like a short-term adjustment, it likely isn’t rooted in the data. Our goal is to keep our clients invested because the markets go up over time. Once that resonates with them, they do very well in the long term. 

How does GSAM measure and communicate investment performance? 

We review performance with our clients in two ways. First is the net earnings growth on investments. This answers “how much money have I earned, net of Grant Street’s fees”. The second is the more traditional percentage returns, and we always benchmark our performance. We compare returns to a blend of indexes similar to the client’s asset allocation. Percentage performance answers the question “did I get enough return for the risk I took”. We find that many clients who come to us from another advisor know percentage returns, but they are unsure whether they are outperformed or underperformed relative to how much risk they took. 

How does GSAM leverage technology in enhancing portfolio management? 

Technology advancements have reshaped the way advisors serve clients-in a good way. Our firm was founded in 1993, and to say technology has changed since we started is an understatement. Within portfolio management specifically, our systems have increased the speed with which we can adjust portfolio strategies across our entire client base. It has also helped us to minimize error, efficiently manage highly customizable portfolios, and maximize tax-savings within portfolios. We are currently exploring how artificial intelligence can continue to improve efficiency gains. 

Technology also creates scale within the business. Over the past two decades, we’ve invested heavily in new applications, and a key part of our strategy has been that the many systems need to talk to one another. If you have half a dozen different systems that don’t integrate with one another, your work becomes redundant across systems. 

How does GSAM develop strategies for generational wealth transfer? 

At Grant Street, we believe growth should span decades and generations, and we focus on lasting partnerships. We are working with the fourth generation of many families who started with us when the firm was founded. Our experience with transitions and taking care of the next generation is part of the fabric of Grant Street. We like to start working with young adults within families, teaching stewardship of capital, and reinforcing their family’s financial values. When we’re working with adult children of older clients, we want to be a reliable support for them as they are likely to be involved in their parents’ financial affairs eventually. Families spend their entire lives working, earning, and building wealth to make the next generation better off. It’s a great privilege to develop tailored strategies to grow their legacy and guide their next generation.

In an interview with Invest:, Jonathan Dane, founder and CIO of Defiant Capital Group,  shared how the firm is doubling down on local investment opportunities, especially in AI driven innovation, as Pittsburgh’s tech ecosystem continues to evolve. “In Pittsburgh,  especially, the rise of AI has reignited interest in early-stage opportunities. We’ve been  very active in this space, investing in AI-powered platforms across industries such as  healthcare, fintech, and consumer tech,” said Dane.  

What have been the biggest changes impacting Defiant Capital, and how have those  changes influenced your strategy?  

At Defiant Capital, we operate as a multifamily office, working with many founders,  entrepreneurs, and business owners. While our clients are spread out geographically, they all  have some connection to Pittsburgh, whether they went to school here, serve on a board, or  grew up in the area. That connection drives our passion for investing locally, particularly in  startups.

Over the past 12 months, we’ve definitely seen a pullback in venture investment, especially at  the early stage. This was driven by broader market dynamics and some high-profile Pittsburgh  startups that unfortunately folded, which created a more risk-averse environment. As a result,  

both we and our clients became more selective in early-stage investments.However, more recently, there’s been a resurgence, largely fueled by AI. In Pittsburgh,  especially, the rise of AI has reignited interest in early-stage opportunities. We’ve been very  active in this space, investing in AI-powered platforms across industries such as healthcare,  fintech, and consumer tech. We’re particularly excited about innovations emerging from  Carnegie Mellon and the University of Pittsburgh. These institutions are producing visionary  founders, and we’ve started to reinvest more locally, especially in companies leveraging AI for  scale and growth.

What achievements or milestones have stood out as particularly meaningful for your firm  and your clients?  

Locally, a major milestone was the recent AI Summit, which even drew a visit from President  Donald Trump. That kind of national spotlight on Pittsburgh was significant, It showcased the  city’s growing presence in AI and innovation.  

Also, Pittsburgh now boasts three AI-driven unicorns, which is remarkable. It reinforces that  Pittsburgh is becoming a hub for cutting-edge innovation and founder-driven companies. For a  firm like ours, which is deeply committed to investing locally, this momentum underscores the  exciting opportunities right in our own backyard.

How are you approaching recruitment and development to ensure Defiant Capital  continues attracting and retaining top financial talent?  

We’re fortunate to have world-class universities here — Carnegie Mellon, the University of  Pittsburgh, and others — producing exceptional talent. Our focus is on keeping that talent in  Pittsburgh.  

We run internship programs to expose students to the inner workings of a family office, venture  capital, and investment due diligence. I also personally launched 1787 Ventures, a University of  Pittsburgh alumni venture syndicate, as a way to connect with undergraduates, support local  startups, and provide career pathways for emerging talent.  

Beyond that, we actively network to identify experienced professionals. While it’s more difficult  to relocate seasoned hires, we do what we can to attract them to the region. So our two key  goals are: one, keeping young talent in Pittsburgh; and two, encouraging experienced  professionals to move here when possible.

Which trends feel most relevant to you, and how are you positioning Defiant Capital  around them?  

Technology continues to be our top priority. For the past few years, our outlook on tech has  consistently been overweight. In our 2025 outlook, we predicted that the stocks of the  “Magnificent Seven” (Alphabet, Amazon, Apple, Broadcom, Meta Platforms, Microsoft, and  NVIDIA) would continue to outperform, and so far that’s held true.  

Regarding ESG, I might be a contrarian voice. It just hasn’t been a significant driver for our  clients. While some second- or third-generation family members show more interest in it, most of our families prioritize strong investment performance. That said, we always seek great  companies, and if those companies also have a meaningful ESG component, that’s a bonus.  But we don’t limit ourselves to ESG-only opportunities.  

This year, one of our main themes is using technology to enhance infrastructure and industrials.  Whether it’s consumer tech improving user experience or tools that drive innovation in  infrastructure development, we’re focused on practical applications of tech that create real  value.

What have been some of the biggest headwinds for you recently, and do you see  opportunities emerging from those challenges?  

The biggest challenge has been in early-stage venture capital. With higher interest rates and  limited exit opportunities, capital flow into VC slowed dramatically. Many investors started  asking why they should invest in illiquid funds when they could get better returns from public  markets, particularly with the performance of companies like Meta, Google, and Nvidia.  That created real hesitation. People didn’t want to lock up capital for 10-15 years with no clear  path to liquidity. The lack of IPOs and high failure rates among startups didn’t help.  However, just in the past week, we’ve seen several successful IPOs, which is starting to restore  confidence. It’s encouraging for us and for our conversations with clients. We always emphasize  that if you’re going to invest in a venture, consistency is key. You can’t just invest in the “good”  years — you have to commit to the strategy over time.  

How does Defiant Capital engage with the community, and why is that important to your  mission?  

We engage in several ways. Personally, I make an effort to stay connected with other  investment professionals, venture capital firms, and family offices. Building those relationships  helps us stay aligned on investment ideas and regional trends. I’m also part of the Pittsburgh  Family Office Group, which meets regularly to collaborate and share insights. That group  includes some of the region’s most influential families and institutions.  

On the venture side, Pittsburgh doesn’t have a huge number of active funds despite the capital  available. But what’s special is the level of collaboration. We work closely with organizations like  Pitt’s Innovation Institute, Carnegie Mellon’s Swartz Center, BlueTree, Magarac, and the 412  Venture Fund. Everyone is focused on elevating the best ideas, and we’re proud to contribute to  that effort.  

How do you see the investment and wealth management sector influencing Pittsburgh’s  broader economy?  

There has been significant movement in Pittsburgh’s wealth management space. Larger firms  and aggregators have been expanding into the region. For example, Pittsburgh Capital has  been a key part of Focus Financial, and firms like Waldron are continuing to grow. In addition,  national players like Rockefeller, Cerity, and Mariner have opened local offices here.  This is all happening because wealth is growing here — thanks in part to the startup ecosystem  — and that’s attracting attention. We see this as a good thing. More firms mean more talent and  more competition, which pushes everyone to raise the bar. For us, it reinforces that Pittsburgh is  a great place to run a practice, serve clients, and access a deep talent pool.

What are your top priorities for Defiant Capital, both within your firm and in the context of  Pittsburgh’s evolving economy?  

Our top priority is continued growth. We’re especially focused on how we can invest more  actively in the Pittsburgh region. Most of our current investments are direct — our families invest  straight into companies. But we’re preparing to launch a dedicated fund to help us support these  companies more effectively and efficiently.  

Having a fund will allow us to move faster and provide capital at the right time, which is essential  for startups. In the long term, we believe that’s a win for the entire region. The more capital  that’s available for local innovation, the more momentum we can build — and that benefits  everyone. 

Cybersecurity is top of mind for almost every company across major industries. Invest: sat down with Jordan Mayer, founder and CEO of Mayday Cybersecurity, to learn about how he started the company and what’s made Pittsburgh a great place to live and do business. “It’s super community-focused. It also has this unique mix of academia, tech, and blue-collar grit,” Mayer said.

What is the vision behind Mayday, and how did the company get started? I came to Pittsburgh in 2015 to attend graduate school at Carnegie Mellon. That experience completely changed the direction of my life. I came from an accounting and finance background, but CMU opened up a whole new world for me. I started to realize how much of our lives are governed by electronic signals flying between pieces of metal, and it blew my mind. I joined the cybersecurity program and found it ticked all the boxes: it evolves constantly, it challenges you to keep up, and it impacts every industry. Even from the start of my career, I knew I wanted to start something of my own. I approached each job with a mindset of being a sponge, learning everything I could. I’m also a firm believer that life is about balance: knowing when to accelerate, when to pause, and when to let things unfold. I’m not built to work for someone else forever, and I wanted to build something meaningful from my own vision. 

The name Mayday comes from the international distress signal, “Mayday, help is on the way.” My goal is to bring some color to an industry that’s traditionally very rigid. You picture cybersecurity folks as silent, hoodie-wearing coders, but I think it can be more expressive and creative. Across industries, innovation thrives when you blend design, tech, and passion. That’s the vibe we’re going for with Mayday. 

What makes Pittsburgh a great place for Mayday? 

Pittsburgh has these tight-knit, walkable neighborhoods like Lawrenceville, Shadyside, Bloomfield, and The Strip. It’s super community-focused. It also has this unique mix of academia, tech, and blue-collar grit. CMU and UPMC drive innovation, but you also have that strong work ethic from the industrial roots. There’s a real ecosystem here that supports small businesses, including support for LGBTQ+ entrepreneurs. Not everyone wants to be a business owner, but those who do need community and infrastructure. Pittsburgh offers that. 

You’re working closely with Carnegie Mellon University through the Innovation Lab — could you share more about the goals of this collaboration? 

When I was at CMU, I had an internship with Deloitte in New York City, and honestly, it was not great. I felt stuck behind red tape, doing tasks like fixing PowerPoints. I wanted to be tackling real problems. I created the Naptic Summer Innovation Lab to give students the experience I wish I had. We received 60-plus applications in just a few days — all of this top-tier talent in Pittsburgh looking for meaningful internships. We now have two CMU interns working with us and are doing an awesome job. 

We’re living in an amazing moment in tech. With AI, we can now structure massive amounts of unstructured data and turn that into useful, contextualized insights. That alone is powerful. And when you apply it to machines and workflows, you unlock real value. The key is to do this securely. Although people are adopting new tech fast, it doesn’t mean it’s benefiting them. If security is missing, it can create more risk. That’s where we come in, making sure these tools empower people without harming them. 

What are your goals and priorities for Mayday in the coming years? 

The mission with Mayday is to change the mindset and approach of cybersecurity from reactive to proactive. Right now, most companies only act when something goes wrong. That doesn’t work anymore. Our approach involves deception technology. We have the Mayday Device, which is a decoy system placed in your infrastructure, either physically or virtually. It looks vulnerable, but it has no business function. If someone is poking around in there, it means they shouldn’t be. When someone interacts with it, we trigger alerts, record logs, and capture everything. That data flows into our secure, AI-driven workflow via Naptic. We contextualize it and deliver the intel to the right people in real time. You can even set up automatic responses — like locking user accounts — to buy time while you investigate. The goal is actionable, real-time intelligence that doesn’t rely entirely on humans, but still respects data privacy. That’s the direction we’re building toward. I think it’s the future of security.

Ultimately, Mayday and Naptic are about giving small teams the power to act securely, intelligently, and fast — without trading privacy for performance.

In an interview with Invest:, Michelle Mantine, executive committee member of Reed Smith, discussed how technological trends drove the firm’s initiatives in providing better client services. “We’ve been an early adopter for certain tools, and we are always looking at other tools that enhance efficiencies while expanding our capabilities,” Mantine said.

What recent changes have most impacted Reed Smith?
The shift in federal administration has had a significant impact on businesses here in Pittsburgh and across the country. Changing policies and priorities have introduced a level of uncertainty that makes long-term planning more difficult for our clients. Companies are reassessing strategies, adjusting to new regulatory landscapes, and rethinking how best to meet their business goals and customer needs. That uncertainty also affects how we, as a firm, advise and support them. Our role is to help clients navigate this evolving environment with flexibility and foresight, so they can continue to move forward with confidence.

What are the emerging or ongoing trends you are seeing in the legal industry?
Innovation and technology are transforming the legal landscape. The rapid rise of artificial intelligence is pushing companies and their counsel to find smarter, faster, and more efficient ways to operate. Pittsburgh, with its long history of innovation, is home to world-class research in robotics, AI, and autonomous vehicles, supported by leading universities and renowned hospitals. That combination makes Pittsburgh a hub where healthcare, technology, and education intersect, fueling growth and opportunity.

For lawyers, that means advising clients not only on how to harness these technologies, but also on how to do so responsibly, compliantly, and with risk mitigation in mind. It’s an exciting vantage point, and one where Pittsburgh continues to distinguish itself.

How does Reed Smith leverage technology and innovation in providing better client services?
Like many firms, we are navigating how to use AI in ways that are both effective and legally sound.  The difference is that Reed Smith made significant early investments in this space, so we’ve had a solid foundation to build on.  We were the among the first in Big Law to launch a data solutions subsidiary, Gravity Stack, in 2018.  We also hired a Chief Innovation Officer five years ago, a Director of Applied AI law last year, and pilot-tested a wide variety of AI tools.  We have now trained and certified all of our associates on how to use our AI platform, of which we are seeing widespread adoption, with usage increasing each week. 

Importantly, we view AI not as a replacement for lawyers, but as a complement. But the judgment, strategy, and nuance that lawyers bring will always be essential. Our goal is to use technology to enhance those human skills, not replace them.

What industries and services are driving the most demand for Reed Smith in Pittsburgh?
As a global firm with deep Pittsburgh roots, our work spans a wide range of industries. In this region, we’re seeing strong demand in mergers and acquisitions, private equity, antitrust, and employee benefits. The growth of startups and tech firms has fueled opportunities in corporate structuring, intellectual property, and data privacy.

Healthcare remains a major driver, given Pittsburgh’s world-class hospitals and research institutions. Our life sciences and healthcare team is advising across the full spectrum of that ecosystem, from regulatory challenges to transactions. And increasingly, we’re helping clients at the intersection of healthcare, technology, and cybersecurity, sectors that will continue to expand in this market.

Which regulatory changes are having a significant impact on your clients?
The regulatory environment is highly dynamic, and that has real consequences for businesses. Tariffs remain a moving target, influencing supply chains and costs, while the rollback of certain federal competition policies has shifted enforcement activity to the state level. That creates a patchwork of rules that companies must navigate when operating across multiple jurisdictions.

In addition, industries like life sciences and healthcare are undergoing constant regulatory evolution. We expect even greater activity in those areas in the coming years, particularly around pharmaceuticals and medical technology. Our role is to help clients stay agile and compliant as those landscapes change.

What differentiates Reed Smith from other firms in Pittsburgh’s legal landscape?
Pittsburgh has an extraordinary legal community, with many outstanding firms and lawyers. What sets Reed Smith apart is both our history and our ongoing commitment to the city. Founded here in 1877, the firm has played a role in many of Pittsburgh’s landmark redevelopment and community projects. That connection to the city is part of our DNA.

We also believe strongly in giving back. Whether through pro bono representation, board service, or community initiatives, our lawyers and staff are deeply engaged in strengthening the city we call home. You’ll see Reed Smith’s presence not just in corporate boardrooms, but at cultural events, nonprofit organizations, and civic projects throughout the region.

What initiatives does Reed Smith implement in building a robust labor force?
Our people are our greatest asset, and we invest heavily in attracting, developing, and retaining top talent. From the start, our summer associate program provides law students with real-world experience and mentorship, preparing them for long-term success. We complement that with best-in-class training and professional development programs that support lawyers throughout their careers.

We’ve also adapted to changing expectations around work-life balance. Flexible schedules, strong parental leave policies, and support for lawyers through out alumni program who choose to pursue new career paths are all part of how we build a culture that is sustainable and rewarding. The result is a firm where people feel valued and supported, and where they can envision a long-term future.

Pittsburgh itself is part of that story. The city’s evolution from a steel town to a diversified economy including healthcare, technology, education, financial services, and energy, makes it an attractive place to live and work. With its affordability and accessibility to major East Coast cities, it offers young lawyers the best of both worlds.

In an interview with Invest:, Robert Singer, financial advisor and regional leader at Edward Jones, discussed the critical need for personalized retirement plans and explained why the firm continues to invest billions in technological innovation. “We do not believe technology will ever replace a financial advisor. A real person has emotions and can feel emotions to help build a better plan. However, good technology can certainly assist a financial advisor to be more effective,” Singer said. 

 

How do Edward Jones’ new enhanced workplace retirement plans benefit both small and large businesses? 

I am excited about our workplace services and the enhancements that we have made recently. We know that more than half of Americans would be more likely to participate in their workplace retirement plan if they had advice from a financial advisor. We know that for nearly one-third of Americans, their retirement plan at work will also be the first investment experience they have. Because of that, we have made it easier for plan sponsors to set up a plan and to manage an existing plan. We are one of the few firms in the United States that has a product review team that vets retirement solutions so that we are bringing a customized retirement plan option to them. For example, on 401k plans alone, there are more than 50 major providers of 401k plans. We have been able to vet that down to about 7 that we can build a customized solution with for our clients. In my 22-year career at Edward Jones, one thing that I hear frequently, and I know from my colleagues at Edward Jones that they hear from the vendor-held workplace retirement plans we serve, is that because of our process, we are able to give them back time so they can focus on their business. That is what a good financial adviser does. It gives our clients back time as well as reduces liability by creating a customized education process and vetting strategic partners for that tailored experience.

How do you define the role of a financial advisor in today’s market? What skills and traits are most essential to succeed in the long term with clients?

We are noticing that the needs of our clients are increasing, and we are also seeing some trends where the ability to get that kind of service is decreasing. We have some statistics that show that maybe 55,000 financial advisors will retire in the next five years, and that is going to create a shortfall, especially with business owners who have more complex needs. These needs include things around profit-sharing, non-qualified deferred compensation plans, lending, estate planning, and then very importantly, business succession. We have also invested a lot into our high-net-worth teams at Edward Jones so that we can maintain that customized experience for them.

How does Edward Jones approach educating clients and the broader community to improve financial literacy and help people make more informed decisions?

It is all about having a process. A lot of my plan sponsors do not know the moving parts of their retirement plan, nor do they know the best way to put an education platform together. What a good financial advisor does is take care of this for the client. I know a lot of my clients say they need to turn this over to me so they can focus on their business. A really good financial adviser will set up a process and create a customized education program and also vet those strategic partners for that tailored experience. That way, the client knows exactly during the course of the year what their time frame looks like for those employee education meetings and their annual fiduciary meeting. They have a new digital platform for education for employees who cannot make in-person meetings. We are providing the best possible experience to not only the business owner but to those participants so we can educate them to have better outcomes. What we know is when participants have better outcomes at the company they work for, they are able to get to retirement a little bit sooner, which then also saves the company money on benefits programs.

When working with clients, how do you assess their risk tolerance, and how does this influence the way you construct their portfolios to balance growth and protection?

When we do financial planning at Edward Jones, it is a process. The first step is understanding where our clients are today and getting an understanding of how they feel about different trends. We also do a risk assessment with those clients. We spend a lot of time understanding what their goals are, what the importance of those goals is, and then very importantly, what the time frame on those goals is. Once we do that, then we can find the appropriate investment strategy that meets all of those goals. It is not just trying to find an investment and pitching an investment to somebody. It is following that process to build that customized experience with them.

Given the unpredictability of financial markets, how do you adjust asset allocation strategies for clients who are concerned about market volatility or economic downturns?

While nobody truly knows what the markets and the world economy will bring in the short term, the longer term picture does start to become clearer. Because of that, if we build a financial plan around our clients’ goals and the time frames we establish, we will continue to have success. We believe there is a huge opportunity in this approach. We have established significant, long-term goals here at Edward Jones to guide our efforts. Our focus is on substantially growing the assets we advise and, more importantly, expanding the number of households we help to improve their financial wellness. 

How has Edward Jones leveraged technological advancements to improve client service while maintaining the personal touch that is central to your model?

We have had a very good year. We are close to achieving $2.5 trillion in assets under management for our clients. One of the primary ways we accomplish this is not just through our excellent service model, but through our investment of billions of dollars in technological advancements over the last few years. These advancements include financial planning tools, operating systems, platforms like Salesforce, and on the workplace side, investments in Aboon and the digital education platform Addition Wealth. 

We do not believe technology will ever replace a financial advisor. A real person has emotions and can feel emotions to help build a better plan. However, good technology can certainly assist a financial advisor to be more effective. That is precisely why we are investing billions of dollars in technology upgrades to always maintain best-in-class resources within our industry.

Edward Jones is known for its client-first philosophy. How do you ensure that your clients’ best interests are always prioritized?

We learned a long time ago that access to financial investments and financial planning is paramount. Edward Jones has been in business for 103 years. We really took the concept of providing access outside of major cities, though we do have offices in metropolitan areas as well. We discovered that clients want access within their own hometowns. Much like the small and medium-sized businesses on Main Street that we work with, Edward Jones has been a Main Street firm since our inception. This provides our clients with easier access to work with us, and we feel very good about that foundational principle.

How does Edward Jones ensure that financial advisors from diverse backgrounds have the resources and support they need to succeed in this field?

There is a very large percentage of assets that will transfer hands in the next 25 years. According to Cerulli, more than $120 trillion will transfer, and a majority of those assets will transfer to female and diverse clients. In anticipation of this, we have made significant investments at Edward Jones to increase our number of female and diverse financial advisors. What we have found is that people often prefer to work with someone they can relate to, and these initiatives give us the opportunity to facilitate those connections.

Employment law and Workers’ Compensation law are key practice areas focused on protecting the rights of employees. While companies have a legal team to protect them, employees oftentimes are left to fend for themselves when it comes to getting the protection they need if they are injured or disabled as a result of a workplace accident. In an interview with Invest:, Vincent Quatrini, founding partner of the Quatrini Law Group, highlights the importance of workers’ rights law in today’s environment and the firm’s approach to protecting their clients.

What changes in the past year have impacted the firm, and in what ways?

Our firm has been in existence for more than 40 years, and we have focused on workers’ rights from the start. Throughout this time, we have been consolidating our skills so we can be as good as anyone in protecting individuals. We have expanded by adding different practice areas that cover injury, disability, and employment. We look at long-term trends. Over the last couple of years, we have added employment rights attorneys to the firm because we have found that when you are injured or disabled as a worker, your employer may not do what they are supposed to do in letting you continue to work. They may retaliate against you because of your injuries, or fail to provide accommodations because of an injured worker’s restrictions. The American with Disabilities Act requires employers to provide reasonable accommodation for injured employees. Many employers are not aware of this obligation or do not carry it out properly, and that is where our employment lawyers come into the picture and hold the employer accountable. This is also true when a worker gets hurt and employers decide they do not want the employee any longer and fire them. If an employee is fired for illegitimate reasons, we can file for damages for retaliating against a hurt employee. 

We also represent people who have served in the armed forces who have been injured during their service.  We have a total of 20 attorneys and we are expanding our presence in Allegheny County. 

What are some of the firm’s efforts geared towards community engagement and education?

One of our catchphrases is “clients first, community first.” Our attorneys volunteer for many nonprofits. We devote a considerable amount of time to giving back to the community with our time, talent, and money. We contribute to many nonprofit causes as well as teach other lawyers in the practice areas we excel in. We teach lawyers in workers’ compensation, social security disability, and other related areas. We take our expertise and train them when they handle those types of cases.

What is the firm’s approach to protecting employee rights?

Both the state and the federal government have laws to protect workers from harassment and discrimination. In a recent case that we worked on, we took the position that an employer had discriminated against our client by failing to accommodate the client’s disability. As a result of this failure, our client suffered a workplace injury that led to his death. We filed suit against the employer because our client asked for an accommodation and the employer refused the accommodation request – to move the employee to a different job.  If the employer had moved him, the fatal accident would not have happened.  In our commitment to workplace justice, we felt that it was unjust that the employer was not accommodating our client and did not listen to the client’s concern. Because they did not accommodate his concerns, we filed suit to recover damages for his wife. Our attorney was highly successful in getting a settlement for the family under those circumstances.

What group of workers is the firm working with closely?

I have been representing coal miners for decades. When I first started representing them, it was because they were contracting black lung as a result of their work in the mines. Over the years, I began representing the coal miners for other workplace injuries. Coal mining is a very dangerous job. Over the years, laws have been passed to reduce coal dust exposure.  However, the coal industry shifted from underground coal mining to above ground coal mining which exposes workers to silica from stone that is blasted as part of the mining process.  Above ground Silica has become more devastating for coal miners.  As part of our due diligence, we provide assistance to coal miners who have been injured, or believe they are suffering residual illnesses as a result of working in the mines.  The coal miners undergo examinations to determine if they are eligible for benefits because of their work in the coal mines. As coal miners are laid off, this is one of the ways we are assisting them, as well as helping them with the unemployment compensation process.

What are the firm’s goals and priorities in the coming years?

Our first priority is to continue to educate ourselves to be able to provide first-class representation to our clients. You can never stop learning and educating yourself. We are meeting with software companies to improve our use of artificial intelligence in our legal practice. The legal practice has been slow to embrace AI as lawyers are people of tradition. We recognize that we need to look ahead and invest in ourselves. 

We are also expanding our niche practice areas. With the development of our new Pittsburgh office in the former Lidia restaurant building in the Strip District, we are excited about providing more opportunities for our clients as well as our staff.  We are exploring some fun and interesting initiatives. This helps our clients be more comfortable.  Finally, as we add additional staff, we want to make sure we maintain the high quality of our service to our clients.