Shirat Hayam Gets Down to Business


Anna Hataway

Anna Hathaway settles into her new office as Congregation Shirat Hayam. She is the synagogue’s first Business Manager.


By Shelley A. Sackett

SWAMPSCOTT — For its first thirteen years, Congregation Shirat Hayam operated without a business manager. That changed on June 4th with the hiring of Anna Hathaway, a Middleton CPA, PFS and MST with 18 years of career experience.


Hathaway couldn’t be more pleased with her new position. “I wanted to find a place where I could work for the greater good, using my talents to help an organization accomplish its mission,” she said from her sunny office that abuts the social hall. “In today’s world, I believe it is important that people have both a place and an organization of people to be able to connect with something bigger than themselves. After meeting the staff at CSH, I was interested in joining the team and working with them to accomplish theirs.”


The need for a business manager surfaced as part of a three-year process undertaken by the CSH Strategic Planning Group and facilitated by Dennis Friedman of the Chesapeake Group. The group’s charge is to develop and implement a new Strategic Plan, Vision and Mission for CSH.


The journey began in 2017, when Renée Sidman became CSH Board President. She and fellow board member Larry Groipen approached the full board to fund a strategic visioning program. “We felt strongly that we needed to invest time into understanding who we were and where we were going. The best analogy was that we all needed to row the boat in same direction,” she said.


Friedman came highly recommended by Groipen, who had worked with him professionally for over 25 years. “Dennis was a fresh set of eyes to our community and brought his own experience as past president of his congregation in the South Shore,” Sidman noted.


What resonated most with Rabbi Michael Ragozin, however, was that Friedman remains with CSH to oversee the vision statement during its implementation. “That practical focus on implementation was very important to us. Many people on the Board sat on other organizations where an inordinate amount of time and resources is spent on creating a plan that simply sits on a shelf,” he said.


The resultant CSH Vision Statement has three prongs, including: “We embrace our responsibilities to invest in strengthening our Jewish community for generations to come.” Implementation of this prong led to creation of the business manager position.


As a business consultant with 28 years’ experience specializing in strategic planning and organizational development, Friedman concurred with the rest of the group that CSH had strong leadership in the religious and educational spheres, but needed a business manager to bring the same level of leadership in the physical and fiscal infrastructure sphere if it was to fulfill its mission “for generations to come.”


A successful candidate would be someone with strong financial expertise and management skills who could also work collegially with staff to assist them in increasing efficiency and effectiveness, the group decided. Hathaway’s resume was a perfect fit.


Born and raised in Lynn, Hathaway spent many summer days at Kings Beach. She and her husband Dave are parents to an adult son, DJ. She holds a Masters of Science in Taxation from Bentley College and a B.S. in Business Administration from Salem State University. Her experience includes: Controller/CFO of Quadrant Health Strategies, Inc.; Controller of Wakefield Management, Inc. (Midas franchises); Business Manager at Epstein-Hillel Academy, and Controller of the Jewish Federation of the North Shore (from 2001-2006).


After interviewing her, Groipen, a member of the Strategic Planning Group, knew that Hathaway was just the sort of person the group had in mind.


“Anna is a CPA, she has a lot of building knowledge, she understands enough about roofing, plumbing, landscaping, HVAC and building safety and security to make good decisions,” he said. “Above all, she wants to work towards continuing the welcoming experience we at CSH are so proud of.”


While Hathaway is ready to advance CSH’s vision for the future, she is also mindful of national current trends. “The biggest challenge facing CSH is similar to other religious organizations, namely attracting and retaining families to become active participants of the congregation,” she said.


Swampscott’s Saris takes LEAP into educating those in need

Above: LEAP for education cofounder and executive director Linda Saris (center) with brother and sister Josward Santana of Peabody (at left) and Idekelly Santana King of Lynn. Josward is a sophomore at Middlesex Community College and works full time at Citizens Bank. Idekelly graduated from Northeastern University in 2017 with a degree in mechanical engineering.

By Shelley A. Sackett

JANUARY 25, 2018 – SALEM – Linda Saris’ stellar resumé reads like every parent’s dream. A degree in economics and urban studies from the University of Pennsylvania and an MBA from the University of Chicago led to a career that culminated in the senior vice presidency of RSA Security, a fast-growing tech company with 1,300 employees and $320 million in worldwide sales. Her leadership and entrepreneurial skills reaped increasing responsibility and commensurate compensation.

Yet through her quarter-century career, she always felt something was missing. “As a mother and full-time employee who traveled a lot, there was little time for community engagement,” the Swampscott resident said. “I did work in support of women’s advancement opportunities in the workplace, but looking back, I should have done more.”

Her “wake up call to do something different” came in 2001, when the tech bubble burst after 9/11. Saris took advantage of a generous severance package and left the private sector to start a nonprofit with a mission to teach tech skills to young people and their parents.

“It was my time to give back and honor my family and cultural tradition of tzedakah,” she said.

Named Salem CyberSpace, the startup began as part of a larger nonprofit called North Shore Community Action Programs and served seven Salem students in 2003. Today, after going solo in 2004, it is known as LEAP for Education, and a $1 million budget allows it to reach over 800 students per year, primarily in Peabody and Salem.

With its mission to help low-income and first generation American students succeed in middle school, high school, and college, LEAP also educates parents on the college process and financing. It now has a staff of 17 and over 100 volunteers. Saris is understandably proud of LEAP’s 100 percent high school graduation rate and 85 percent college access and retention rates.

While LEAP continues to focus on teaching tech skills and emphasizes STEM – a curriculum based on science, technology, engineering, and math – it has adapted to changing demographics by also providing arts programs and English literacy for the growing immigrant population for whom English is a second language.

According to Saris, organizations like LEAP are especially important during this current administration. “LEAP helps to support, educate, affirm, and make feel welcome young people [and their families] from a variety of countries,” she said.

When new and longtime citizens meet and build connections across ethnic and cultural lines, Saris thinks the resulting familiarity and understanding creates respect, tolerance, admiration, and affection among a diverse citizenry.

“Those qualities are the antidote to prejudice, ignorance, and scapegoating,” she said.

Saris was raised in West Roxbury and attended Congregation Mishkan Tefila in Newton (now in Brookline), where she became a bat mitzvah in 1965 and attended Hebrew school through 11th grade. While her home life was “not overly religious,” her parents and temple educators stressed the importance of charity and community engagement.

As a high school student, she volunteered at ABCD in Dorchester, tutoring young children. “I talked incessantly about the inequities I saw in our community and my parents pushed me to put action behind my words,” she said.

Growing up during the 1960s empowered Saris. “It was a decade of citizen empowerment, of despair and of hope,” she said. “The events around me, my family, my Jewish cultural roots, all foreshadowed the path I decided to take.”

Her sister Patti Saris, older by 11 months, serves as chief judge of the federal court in Boston, and it is evident the sisters share views on immigration that are at odds with the current administration. Last September, Judge Saris issued a temporary order stopping the Trump administration’s deportation of Indonesians without due process.

At a hearing last week, The Boston Globe reported she compared the Indonesian Christians facing possible torture or death in their Muslim-majority homeland to Jewish refugees trying to escape the Nazis on the St. Louis, a boat that left Germany with 937 passengers, mostly Jews, that was turned away by the US government in 1939. Many were later killed in the Holocaust.

“We’re not going to be that country,” Judge Saris said in court, according to the Globe.

“My sister has always been a source of inspiration and someone I always looked up to,” Linda Saris said. “She was very supportive when I changed my career. However, the drive to do what I did came from within me, with a lot of help from my family and the events of the day.”

Salem ‘Bring Your Own Bag’ ordinance rings in the New Year


Shelley A. Sackett

On Jan. 1, Salem residents will have more to remember than just writing the correct year on the checks they write that week. They will also have to remember to bring their own bags with them to the grocery store, or be prepared to buy one.

That is because single-use plastic checkout bags — those provided at the point of sale by retail and food establishments — will no longer be legal in any Salem business after Jan. 1, when a “Bring Your Own Bag” ordinance goes into effect. The new initiative promotes the use of reusable bags in all forms, such as paper, heavy plastic, canvas, and net mesh.

Plastic bags of four millimeters thickness or less create problems for the city and for the environment, clogging storm drains, getting caught in trees, and finding their way into waterways, according to a Dec. 20 press release form Mayor Kimberley Driscoll’s office.

A group of Salem High School students working with Salem Sound Coastwatch spearheaded the initiative, and the Salem City Council passed the plastic bag ordinance in the Fall 2016 with a Jan. 1, 2018 start date. Salem will join 60 other towns and cities in Massachusetts in restricting use of these bags. Boston recently announced approval of a similar ordinance to go into effect in 2019, the press release reads.

The city has collaborated with many local organizations to educate the public and reach out to the business community. Salem Main Street, the Salem Farmers Market and the Salem Chamber of Commerce distributed free recycle bags to shoppers. SalemRecycles started educational outreach in early 2017 to provide resources to Salem businesses and to help residents make the transition. They too distributed free reusable bags at their events around the community.

Impact on stores

Grocery stores expect to bear the biggest impact of the new rules. “People have gotten used to taking a plastic bag even if they really don’t need it,” Salem Sound Coastwatch outreach coordinator Susan Yochelson stated in the press release.

Dawn Stanley has been a clerk at Steve’s Quality Market on Margin Street for only two weeks, but she has heard plenty of comments about the new bag rules. “The elderly are mad because they’re going to have to remember to bring bags or buy them,” she said.

Patty Harkness, who has worked at Steve’s for 10 years, is more optimistic. “It’s good for the environment, and if they’re really smart, they can use the recyclables inside the big cloth bags so they don’t have to use a lot of water to wash out the big bags. So it’s a win-win situation,” said Harkness, who describes her position as “multi-tasker, everywhere and when needed.”

Less than one mile away, at Crosby’s Marketplace on Canal Street, Judy LeDuc agrees that the plastic bag ban will be an adjustment. “A lot of people walk here and are used to carrying their groceries home, two bags in each hand,” she said. The 30-year veteran Crosby’s cashier noted that some people use the bags to pick up after their dogs.

One Crosby’s customer is all in favor of the ordinance. “I think it’s a good thing and I think it will save time for the stores and help reduce the trash in the area from all the plastic bags,” said Salem resident Steve Hodge.

Rinus Oosthoek, executive director of the Salem Chamber of Commerce, believes the ordinance will help Salem businesses stay at the forefront of a larger consumer awareness initiative.

“It will also give the smaller downtown business a way to generate goodwill with consumers, using the conversation as an opportunity to show Salem as unique and customer friendly,” he said.

Oosthoek recently conducted an outreach initiative to the big box stores on Highland Avenue.

“Almost all of them will start using paper bags, and they already have recyclable/reusable bags for sale near the registers,” he said.

While most agree the new ordinance will take some getting used to for both employees and customers, he added: “It seems as if everyone agrees the time is right for this initiative.”

Penalties and enforcement

The ordinance specifically addresses what happens if a business violates the new rules. Sec. 14-503 Penalties and enforcement provides for a series of warnings, notices and fines for violations.

It states, “The warning notice issued for the first offense shall provide at least 14 days to correct the violation. No fine for the second offense shall be issued until at least 14 days after the warning is issued. This article may be enforced by any police officer, enforcement officer or agent of the board of health or licensing department.”

Police Capt. Conrad Prosniewski said the ordinance would be treated like any other ordinance the Salem Police Department has the responsibility for enforcing.

Driscoll said she feels Salem is in a great position as the new restriction goes into effect, after a year’s worth of public education and outreach to the business community.

“We’ve all seen stray plastic bags caught in tree branches or blowing down the street,” she said. “I’m hopeful this new change will bring about a noticeable improvement in Salem, while also taking another step forward in keeping Salem a sustainable and attractive community in which to live and do business.”

Swampscott native takes the helm at Jewish Big Brothers Big Sisters

DECEMBER 28, 2017 – When Harvey Lowell steps down after 21 years as president and CEO of Jewish Big Brothers Big Sisters of Greater Boston, he will pass the baton to Kimberlee Schumacher, who brings strong vision and 20 years of executive experience, including as vice president of strategy and development of the organization.

“The fact that Kimberlee has been leading our strategic planning process for the last 18 months, and helping us create a vision for our future, will ensure a smooth transition into her new role,” David Franklin, chairman of the board of trustees, said in a Dec. 12 statement announcing Schumacher’s appointment.

Schumacher, a Swampscott native who now lives in Arlington, will bring a blend of innovation and respect for past practices to her new position. “I am incredibly honored and humbled to be in the position of implementing the new strategic plan,” she said.

One aspect of Lowell’s legacy Schumacher plans to maintain is a deep commitment to the mission of JBBBS: reaching out to the most vulnerable children and adults in the community.
She was selected following a national search conducted by Commongood Careers, a leading executive search firm specializing in nonprofits.

Founded in 1919 as the Jewish Big Brother Association, the JBBBS is New England’s oldest youth mentoring organization. Today, with financial support from Combined Jewish Philanthropies, The United Way, and other foundations and grants, the Newton-based organization matches over 250 Jewish and non-Jewish children from over 90 towns in eastern Massachusetts with adult mentors.

In 1992, JBBBS inaugurated Friend 2 Friend, the first program of its kind to pair adults with mild to moderate disabilities with a mentor. The program currently serves 175 adults who benefit from the social interactions it provides.

One of the biggest challenges the organization faces is finding and keeping volunteers. “We are always looking for new volunteers,” Schumacher said, noting the current waiting list of around 80 kids and adults with disabilities. “I’d like to encourage anyone who is interested to consider volunteering. It’s truly an incredible experience and our community needs you.”

Schumacher credits her parents for instilling such a strong love of Judaism. “They taught me the value of committing to and being part of the Jewish community,” she said. Growing up, she belonged to Temple Emanu-El in Marblehead and Congregation Shirat Hayam in Swampscott.

As a teenager, her involvement in the Temple Emanu-El SMARTY youth group provided a platform to develop leadership skills at a young age. She became its president while a Swampscott High School junior and worked as a SMARTY adviser while an undergraduate at Brandeis University.

Schumacher believes her experiences as a teen leader fueled her passion to continue working in the community at CJP, the Jewish Federation of the North Shore, and now at JBBBS. “I am extremely grateful for the mentoring relationships I formed in high school. The wonderful people I worked with then remain my mentors today,” she said.

She is also grateful to be at the helm of JBBBS. “I believe strongly in giving back to the community, and working in the nonprofit world allows me to live my life according to the values I was raised with,” she said.

Local couple buys Swampscott-based Craft Beer Cellar

Nunnaris at store(2)

Kim and Joe Nunnari a re the new owners of Craft Beer Cellars in Swampscott, which also sells Kim’s homemade beer soap, displayed on the counter.


The Swampscott store will sell regionally brewed beer, other beverages, chocolates — and beer soap.

About 20 years ago, Joe Nunnari’s in-laws gave him a home brew kit as a Christmas gift.

“I didn’t know a whole lot about beer, but soon learned all about the craft after brewing a few good batches,” the Swampscott resident said.

“I brewed some bad ones as well,” he added with a chuckle.

Little did he realize it at the time, but that gift sparked an idea that would take two decades to ferment. Last month, Nunnari and his wife, Kim, became the new owners of Craft Beer Cellar Swampscott on 450 Paradise Road.

When CBC Swampscott opened in February 2016, Nunnari was its first hire. Eighteen months later, when the opportunity to purchase the franchise arose, he jumped at the chance.

“Being an employee here first for a year and a half has certainly helped being able to move into the ownership position,” he said.

Although the store carries ciders and some wines, it focuses on retailing craft beer from local breweries, such as Notch and Old Planters, as well as a curated selection of regional and international breweries. “Craft beers are higher-end beers. Small brewers make these beers in small amounts. They are not mass produced, so they don’t have that mass-produced taste,” Nunnari explained.

Like all CBC Swampscott employees, Nunnari is a Cicerone Certified Beer server, ensuring that his customers receive knowledgeable answers to their questions.

Although he and Kim have only owned the shop for a month, they’ve already made significant changes. They have added a larger selection of beers — including 12-packs — as well as chocolates made by CB Stuffer, a Swampscott company, and hot sauces and marinades supplied by a central Massachusetts vendor.

The most exciting beer-related merchandise, however, is Kim’s homemade beer soaps. A retired registered nurse, she has been making soap for almost 10 years, selling them at farmer’s markets and craft fairs.

“You can use any solution for the liquid when you make soap, so I started using still beer because it was on hand,” she said. “It gives a different quality to the soap, making it a little more lathery and bubbly.”

She gave them as gifts to her family and the response was so positive that the couple is now retailing them at CBC Swampscott.

Nunnari also plans to host beer tastings classes to help people increase their awareness and knowledge of “great tasting beer.” “I love talking beer with our customers, and I’m looking forward to continuing to do that,” he said.

Nunnari credits his previous careers with providing experience that help in his new venture. He spent 20 years in the airline catering business and seven years as a quality control manager in a high-end bakery production plant. “Both places were 24/7 operations that required a lot of my time. Both jobs definitely helped pave the way for my being a business owner,” he said.

Although Kim doesn’t officially work in the store, her husband recognizes that they are very much a team. “To say that she has been a huge help in getting the changes underway would be an understatement. I wouldn’t and couldn’t have done it without her,” he said.

Gesturing at his store and the beautifully displayed merchandise, he beamed. “It’s great to have an idea and be able to run with it,” he said with a proud smile.

For more information, visit or call 781-715-8495.

Back to Basics: Cookies and Milk

“Goodnight Fatty” satisfies those late night munchies

Above:  Erik Sayce and Jen Pullen, proud owners and creators of “Goodnight Fatties”.


Fatties on parade from left: Blueberry Lemon Cream, Peanut Butter S’more, and the Cowgirl Fatty, made of oatmeal, Ghirardelli dark chocolate, cinnamon, coconut and crushed pecans

Late last Friday night, a small storefront on Derby Street was abuzz with conversation, music and camaraderie. Couples canoodled at the bar, small groups huddled, drinks in hand, talking and laughing, and the duo behind the counter could barely keep up with the food orders.

The latest trendy theme bar or craft brew pub? Not quite. These millennials (and a couple of baby boomers) were savoring the nostalgic comfort and shockingly fabulous taste of homemade, small batch cookies and bottomless glasses of milk.

“I like chocolate inside chocolate,” said Anthony Schepsis, pointing to the puddle of melted chocolate that had oozed onto his plate from inside the warm double chocolate cookie he had just demolished with a cold glass of milk. “Who doesn’t like a cookie at 10 p.m. on a Friday?”


Soniya Tejwani and Anthony Schepsis on a Friday night date night at their favorite new bar.

That was exactly the question Goodnight Fatty creators and owners, Jennifer Pullen and Erik Sayce, asked themselves after a date night in Salem not too long ago. “We were walking home from Turner’s Seafood and were both talking about how great it would be to have a quick place to get a warm cookie late at night,” Pullen said. The pair brainstormed the whole walk home, and came up with the “Goodnight Fatty” popup concept before they reached their front steps.

“We made a pact to keep it a secret – even from our own family!” Pullen added. “We were nervous our idea wouldn’t come to fruition.”

Once they had a plan, the couple, who both work at Salem Academy Charter School – Pullen in the food program and Sayce in the office of Communications and Development – needed a venue.


Fatties ‘N Cream – the most popular cookie – is vegan with a pudding base and Oreo’s and Taza Dark Chocolate from Somerville MA.

The day before Derby Joe’s, the breakfast, lunch and coffee shop at 142 Derby Street, opened its doors for the first time, Sayce “barged in”, in need of a cup of coffee. “They still served me!” Sayce exclaimed, even though they weren’t officially open. Sayce and Pullen became friends with Dan Crowther, Derby Joe’s’ owner, and brought him their first cookie, the “Cowboy Fatty”, to try.

As they drove away, Sayce remembers looking in the window and seeing Crowther dancing by himself as he finished eating it. “That’s how you know it’s good!” Pullen chimed in.

The young couple pitched the idea to Crowther that they commandeer his Derby Joe’s space after he closed and “sling cookies on weekends.” Crowther loved the idea, and the Goodnight Fatty popup was born.
Each weekend, from 7 p.m. until midnight, the two serve up a new variety of “Fatties” (the official name for their cookies) made in small batches, with ethical and quality ingredients, and most importantly served warm so they perfectly complement the ice-cold milk that is their patrons’ beverage of choice.

Sayce and Pullen met when they were in college, he at Salem State University and she at Keene State College. They had been friends for years before they started dating and last year, Sayce asked Pullen to marry him. Once they found out how expensive weddings were, they decided they could either go into “massive credit card debt or start a cookie business on weekends,” Sayce said.

Both are floored by the support they’ve received. They want to keep growing the business as long as it stays fun and something Salem residents want. By next month, they hope to add home delivery service of warm fatties.

For Pullen, who grew up on a large horse farm in New Hampshire her family still runs today, starting Goodnight Fatty has helped make Salem, which to her feels like a “huge city”, feel more like home. “It’s exciting to meet more locals and see them come back week-to-week smiling,” she said.

With Pullen’s background and skillset helping on the kitchen side of creating breathtakingly decadent flavors and adhering to the technicalities of food safety, and Sayce’s marketing tools, the two vegans could be poised for expansion. Instead, they are savoring their current accomplishment and the thrill of keeping their product fresh each week. “For now, we’re just excited to have some success under our belt and are totally focused on just pulling off next weekend,” Sayce said.

Goodnight Fatty is located at 142 Derby Street, in the Derby Joe’s location and is open Friday and Saturday from 7p.m. until midnight.

“It’s All in the Timing”: The Evolution of the Sackett Family’s Business

By Shelley A. Sackett

Note: This article originally appeared in the Rhode Island Jewish Historical Association’s publication “Notes”, Vol. 17, Number 1, November 2015


Israel Sakofsky

Ettie and James Sackett (born Israel Sacofsky) and their nine surviving children, ca. 1905.


In April 1882, a month after a revolutionary assassin had killed Czar Alexander II in St. Petersburg, a wave of pogroms spread throughout the Russian empire’s southwestern region. Hundreds of Jewish communities were attacked, including some in the Rechitsa district of southeastern Belarus, where some of my ancestors lived. Like most of the approximately 2.3 million Jews who left Russia between 1881 and 1930, they never saw their native land again.

What’s in a Name?

When my paternal great-grandfather, Israel Sacofsky, and his wife, Ettie, landed in Boston on July 15, 1882, they were literally in the same boat as many Jewish passengers who had also fled Czarist Russia. He was 23 and she was 24, and they sought the promise of new lives in America.

When Israel applied for United States citizenship on December 29, 1885, he renounced allegiance to “every foreign Prince, Potentate, State and Sovereignty whatever,” but particularly to Czar Alexander III. On October 31, 1891, he became a naturalized citizen in Providence’s district court.

The young couple made Providence their new hometown. Over the course of 17 years, they had eleven children, nine of whom survived. Only my grandfather, Morris, the fifth surviving child, was not born in Providence. Instead, he was born on August 9, 1889 at 176 Clinton Street in New York City.

Having returned to Providence in 1890, the city directory shows that Israel worked as a tailor and lived at 201 North Main Street. This was in the lower reaches of the Jewish neighborhood known as the “North End.” The following year he moved his business to 305 North Main. In 1892 his new home was located at 52 Charles Street.

By 1895, however, Israel was back in New York for a visit. As reported in the November 9 issue of The New York Times, he told Officer John Croughan that a stranger had tried to steal his watch near Delancey and Eldridge Streets. The suspect, arrested hours later, turned out to be Raymond Elroy of Boston, the leader of a masked band of thieves who had shot and killed a man during a holdup at a nearby bar a few nights earlier. Elroy had a gun in his pocket when he tried to rob Israel.

It may have been a coincidence, but thereafter the Sacofskys never resided anywhere but Providence. Israel worked as a tailor or sold tailor’s trimmings.

Uncle Meyer and Uncle Nathan’s Influence

Of all the Sacofsky children, Meyer and Nathan, the first and second born, had the most lasting impact upon their family. This assessment was made by my father, Herbert Sackett (born in 1928), who, as the son of Morris, was their nephew.

There is a family story that in the fall of 1899, when Meyer and Nathan were seniors at English High School and applied for admission to Brown, they used their given name, Sacofsky. They were refused admission. Although Jews had always been welcome under the university’s colonial charter, the first identifiable Jew, Israel Strauss, had not graduated until 1894. So, in order to improve their chances for admission, Meyer and Nathan decided to change their surname to Sackett and their father’s first name to James. A few Sacketts lived in Providence. Frederic was Rhode Island’s adjutant general. There was also a Sackett Street (between Elmwood and Broad) in South Providence. The family submitted a change-of-name application to the State Legislature in January 1900, and Meyer and Nathan reapplied to Brown in the fall.

Again, according to our family’s story, this time both boys were accepted, and they commuted from their family’s home at 22 Wheaton Street. Meyer and Nathan were born more than 18 months apart. Meyer was originally a member of the Class of 1905, but both young men, known as Sackett, earned bachelor of philosophy degrees with the Class of 1906. The “Sackett” seed of the family tree was sown, and next came the family business.

It Was in the Cards

Scan 4

Sackett’s, 203 Union Street in Providence, Rhode Island, ca. 1930.


Prior to attending Brown or even while they were students, Nathan and Meyer opened a small store or newsstand at 449 Westminster Street, on the fringe of downtown Providence. They may have also sold postcards, a word that had not come into existence until 1870. Because they could not devote full time to the store, they persuaded their younger brother, Morris, to tend to the business. Herbert explained, “Apparently my father took a liking to it and, upon their graduation, he somehow ended up becoming the proprietor and operated the store at that location until 1910.” Providence directories suggest, however, that at least one of Morris’s siblings, Lillian, continued selling postcards in the Union Street store through 1915.

By this time, according to the Providence directory, Meyer had moved to Detroit. In fact, he relocated to Cambridge and then Somerville, Massachusetts, where he became a wholesaler of cotton goods. By the 1940s, he and his wife, Minnie, lived in Winthrop, where he died in 1949.

According to Providence directories, Nathan sold postcards at 449 Westminster Street. In 1918, he moved to New York City and became a publisher of postcards. Herbert remembers that he ran a company on Long Island that manufactured high-quality, engraved cards. Nathan, who married Helen, died in New York in 1967.

Morris opened the small store at 203 Union Street in the center of downtown in 1910. “This became one of the first stores selling only postcards and greeting cards in the Northeast,” Herbert explained. He elaborated, “My father maintained the Union Street store for the balance of his career, and it was there I was raised into the retail business.”

Coincidentally, 1910 was the same year that another business pioneer, 18-year-old Joyce Clyde (J.C.) Hall, traveled from his home in Nebraska to Kansas City, Missouri. He brought two shoeboxes of picture postcards (the only form of greeting card at that time) and an entrepreneurial fire in his belly. Hall set up a wholesale distribution center at the Kansas City YMCA where he was lodging. The postcards were a huge success and soon his brother, Rollie, joined him in the business that became Hall Brothers. It was later known as Hallmark Cards.

J.C. Hall’s Midwest success and pioneering spirit brought him and his shoebox full of cards to the East in search of greater distribution. One of his first stops was 203 Union Street. Morris Sackett liked Hall’s product and decided to retail it. Little could either man suspect that that transaction was the start of a 75-year business relationship.   It would culminate in 1985, when J.C.’s son, Don, invited Morris’s son, Herbert, to a lavish weekend celebration at Hallmark’s Kansas City headquarters to celebrate another milestone of their business relationship. In 1910 neither J. C. Hall nor Morris Sackett could have imagined that the 203 Union Street store would someday become the oldest Hallmark account in its original location.

It is of course ironic that Rhode Island became home to another of America’s manufacturers of greeting cards. Founded in 1906 by Samuel and Charles Markoff, also Jewish entrepreneurs, Paramount was headquartered in Pawtucket after a start in Providence. It remained a highly successful family business until its sale to new owners in 1983. After relocating to Canada, the company folded in 2006.

Morris Sackett, like J.C. Hall, was an innovator. He developed solid oak, continuous-run greeting card racks so customers could see cards full-face. His store, among the first to use fluorescent lighting and air conditioning, set industry standards. Max Abrams and Son, Cabinetmakers, in Providence, was the contractor who built these fixtures. Morris wanted to create a pleasant, comfortable place where customers would linger as they selected cards. When postcard sales declined and the Hall brothers recognized the public’s desire for more private communication, Morris carried their new greeting cards, which were sold with envelopes.

By 1930, Morris was living at 23 Methyl Street with his Providence-born wife, Evelyn (Sergy) Sackett, and their three children, Shirley (then ten), Edna (then six) and Herbert (then two). Morris and his wife, Evelyn, were charter members of Temple Emanu-El.

1939 Sackett family

The Sackett family at 23 Methyl Street in Providence: Herbert, Edna (seated), Evelyn and Morris, ca. 1940.


In 1934, James died in a tragic accident. When returning home from synagogue during a snowfall, he did not realize that he was walking along snow-covered trolley tracks on North Main Street. He also did not hear a silent electric trolley coming from behind. In the snowfall, its conductor did not see him either, and James was killed. Herbert recalled that his grandfather was 74 years old and in very good health. Herbert added, “I was only six, but I remember it clearly.”

The War Years

During World War II, manufacturers of all kinds faced strict quotas. The same was of course true for paper. Greeting cards became a popular way to communicate with troops stationed all over the world. Because mail took weeks or even months to reach its destination, customers had to send cards very early to arrive on time. Christmas cards were sold out weeks before the holiday, and Valentine’s Day cards were on sale before Christmas. “It was probably a never-to-be-repeated situation in the industry,” he reflected.

During this era, Evelyn Sackett was actively involved in U.S.O. Herbert, who was a young teen at Nathan Bishop Junior High and already working after school hours at the family store, liked visiting the headquarters of card factories with his father, Morris. For example, they traveled to Rust Craft’s in Boston and Norcross’s in New York City. Morris was treated “kind of special” by vendors who recognized him as the retailing pioneer he was. “I used to tag along and got to meet the heads of the companies and many of the executives,” Herbert said, noting that companies in those early years presented their card lines through samples that buyers would choose from, one card at a time. “I gained knowledge of the products and learned to identify those which contained quality and salability,” he observed. Herbert also learned many intangibles from his father. “The major things he taught me were the importance of accurate record-keeping and financial discipline,” he added. Such lessons would stick with Herbert throughout his 41-year career.

The Suburbs and Beyond

1953 Morris and Herbert

Morris and Herbert Sackett, 1953.


In July 1950, having graduated from the University of Rhode Island with a degree in business administration, Herbert went to work full-time for Sackett’s Greeting Cards. Given his full-time job and his engagement to Jane Lee Cohen, he also gave up his ROTC membership. I was born in 1952 and my brother Richard in 1955. Our family lived in a two-family house at 98 Dexterdale Road in Providence before moving to 287 Rochambeau Avenue in 1958.

From the Providence store, he saw firsthand what was happening to downtowns throughout New England during the 1950s. “Downtowns were no longer the retail vehicle,” he said, referring to the development of suburbs and those residents’ desire to shop closer to their homes. He knew intuitively that this was where the retailing action of the future would be. Shopping centers were also the perfect vehicle for an ambitious young entrepreneur who already knew he wanted to be “an operator of stores, not a store operator.” But the suburbs were not the kind of place where a store that sold only greeting cards could thrive. He needed a plan.

Over the next four years, Herbert researched product mixes and store formats that could be duplicated as a multi-store operation. By 1960, he was ready to open a 1,400 square foot store at 742 Hope Street, around the corner from his Rochambeau Avenue residence.

This “Sackett’s” carried party goods, candles, and stationery items in addition to greeting cards, a “social expression” resource that would become the prototype for future development. Because no single company carried all of these products, he had to put together his own mix of vendors, including greeting card vendors.

In 1962, Herbert brought this new diversified product approach to the store he opened on Westminster Mall, around the corner from the flagship Union Street location. He named it “Richley’s” after my brother and me- “Rich”-ard and Shel- “ley”- to avoid competition with the Union Street store. Although greeting cards were still the dominant product, Richley’s also had a paperback book department, an entire area devoted to party goods, and a candy department. Evidently, Herbert still believed that downtowns had a future.

Over the next few years, he paid careful attention to which products worked and which didn’t. Candy and paperback books were in the latter category.

Herbert opened his first two stores outside Rhode Island in 1967 in downtown New Bedford and downtown Taunton, Massachusetts. They were also the first step toward affiliation with an all-Hallmark product presentation. He then sold the Hope Street “laboratory” location.

Toward the end of the 1960s, when new highways connected suburban shoppers to destination retail areas, there was also an explosive growth of shopping centers. For Herbert, this was a perfect retail storm. “The major positive thing that happened to me in my career was timing,” he said. “Being able to be involved just about the time the suburbs, shopping centers, and malls caught on provided the biggest momentum for my career. I saw this as the wave of the future. It was obvious to me that Main Street, U.S.A. was not going to be the retailing future.”

In 1968, Morris, who had retired in 1963, died at age 79, leaving his son to continue his legacy. While Herbert did just that, he was poised on a very different trajectory. “For my father’s time and personality,” he explained, “functioning basically as a single-store owner was the right thing for him to do. I was much more oriented toward the idea that you take your knowledge and package it.” Unfortunately, Morris did not live long enough to witness a Sackett’s store in a mall location.

Further Expansion

By 1970, Hallmark was retooling in a similar way, diversifying its product line from just greeting cards and gift wrap to include other products like party goods, photo albums, candles, and some gift items. This shift made Hallmark a more attractive vehicle through which Herbert could accomplish his goal of expansion. So Sackett’s became an official Hallmark retail outlet and changed its name to “Sackett’s Hallmark.”

The relationship between the companies remained that of independent manufacturer and retailer (as opposed to franchisor and franchisee). This proved to be a winning combination.

In 1971, the first Sackett’s Hallmark store within an enclosed mall opened in Wampanoag Mall in East Providence. At 2,500 square feet, it included a book department, an expanded gift department, and a cutting-edge, brightly colored saw-toothed ceiling decorated with reproductions of silk-screened poster banners.

Over the next 20 years, Sackett’s Hallmark, driven by a philosophy of “controlled growth,” expanded to locations in Rhode Island, Massachusetts, Connecticut, New Hampshire, Maine, and upstate New York. In 1978, to accommodate the management infrastructure needed to support the rapid growth, Sackett’s moved its headquarters from an upstairs balcony alcove in its downtown, Union Street location to a 13,000-square-foot building in East Providence that housed both corporate offices and a warehouse. Herbert also concentrated on fine-tuning his mix of “allied” (or non-Hallmark) products to achieve an identity that would distinguish Sackett’s Hallmark stores from other Hallmark retailers.

He explained, “Our growth was a conservative one, which gave me a certain amount of comfort, but once you’re committed to that kind of expansion and growth, you’re in all the way. In order to attract and keep the right personnel to make it grow, you need to provide career opportunities for them. We were successful in attracting and keeping our key managerial and supervisory staff because they always knew there was the possibility for future promotion. That was always a challenge and responsibility for me.”

In 1980, I joined Sackett’s as area retail coordinator. Thus, I became the third generation Sackett to be part of the business. My duties included merchandising, writing a company newsletter, and learning the art of gift buying from my father. Only his sharp eye for spotting the next hot seller eclipsed his love for its hunt. In the fiercely competitive gift industry, his merchandising prowess was renowned among vendors and fellow retailers alike.

When I started accompanying him to gift shows in New York and Los Angeles, I was amused and amazed by the effect his lingering in a vendor’s booth could create. I could not have asked for a better mentor.

I remained with the company until 1989 when I relocated to Cheyenne, Wyoming. My brother, Richard, had and still maintains a psychotherapy practice in Manhattan.

By 1985, Herbert was again noticing a new trend in retailing, the “trendy, young-at-heart-oriented” shop. He wanted to take that concept, remove the off-color humor some companies emphasized, and package it in a 1,200-square-foot store that could go into the same malls as Sackett’s Hallmark stores. These new stores, which would carry no Hallmark products, would have a mix of 70 percent gifts and 30 percent cards and were named “Be Dazzled!”. This would be the reverse of the Sackett’s chain merchandising formula.

This was also at the height of mall expansions, when developers were seeking to maximize their attraction by offering the most interesting mix of stores to their customers. The two-store Sackett’s approach had two goals: to differentiate Sackett’s Hallmark from other Hallmark retailers who were competing for the same locations, and to appeal to mall developers who were interested in an additional concept to add to their store mix. Such a move would also maximize Sackett’s management and administrative efficiencies.

Be Dazzled! was birthed on Thayer Street that year, and I was its project director. Over the next few years, it grew to its own chain of seven stores with additional locations in Dedham, Hadley, and Swansea, Massachusetts, as well as in upstate New York.

By the time the 1990s arrived, there were 60 stores under the Sackett’s, Inc. umbrella in six states with over 1,000 employees. Retail competition had become more intense and demanding than ever and Herbert, now in his sixties (who had been receiving a number of overtures from would-be buyers), decided it was time for a change of lifestyle. An opportunity soon arose. In September of 1991, and after so many decades in the industry, he elected to say “yes” to an offer, agreeing to sell the retail division to a longtime acquaintance who was in the same industry but whose locations were primarily in the Middle Atlantic states.

“Needless to say it was a difficult and traumatic decision and was not made quickly or lightly,” Herbert said. “After all those years together, my organization was like family to me. Many of them had been with me from the beginning and it was important to me that I was leaving them in good hands.

“One of my most fulfilling satisfactions came from the fact that, throughout the entire building process, we were able to remain an “independent” company and succeed based on our own high standards, of which we were very proud. On a strictly personal level, it made me even more aware and grateful for the opportunities made possible for me and my family only through the courage and bravery of my grandfather Israel and grandmother Ettie and their migration to this great country,” he said pausing. “This is a message of gratitude I’ve tried to pass down to my own children and grandchildren.”



The Sackett clan today: Shelley and her children Julia, Alex and James; Herbert (center); Richard and his children Taylor and Mimi.


Retirement Reflections

Herbert reflected on his retirement. “With such a dramatic change of lifestyle and pace, it amazed me how seamless the transition became,” he said. “The fact that I remained active was, for me, the key – and it still is.”

Sackett’s, Inc. (the corporate structure that was not part of the transaction) became an investment vehicle and still allows Herbert to keep a finger in the business world, “but only to whatever degree I choose.” He noted that suddenly, there was more time to be involved with his grandkids, volunteer work, travel, hobbies, reading for leisure and for one of his then favorite activities, skiing (which he was now able to enjoy mid-week when the slopes were less crowded). “All in all, it became a satisfying combination,” he said.


United Brothers Synagogue


United Brothers Synagogue in Bristol, Rhode Island.

Since 1987, Herbert has lived in Bristol. A couple of years before he sold the business, he ran into Jack Temkin, a fellow Temple Emanu-El member also active in the wider Jewish community. When Herbert remarked about planning to see him over the high holidays, Jack asked why he didn’t attend the synagogue in Bristol. That was the first time Herbert heard there was such a synagogue.

Having learned that United Brothers Synagogue has been located at 205 High Street since 1916, Herbert decided to attend services one Shabbat. “I was overwhelmed by the building and very impressed by the cantor, who had a beautiful voice,” he remarked. “My nickname for him was ‘the Robert Goulet of the cantorial world.’ A lot of people felt that way.”

Although to this day he remains a member of Temple Emanu-El, Herbert was so taken by United Brothers that he decided to become a member. After officially retiring from business in 1991, he decided to become further involved. In 2006, after serving many years on its board, he became treasurer. Quickly realizing that the synagogue was underfinanced and in need of many costly repairs, Herbert decided that his personal goal would be to strengthen United Brothers’ financial health. This led to a building fund campaign that paid for a restoration in 2008. After the completion of a recent 2015 capital campaign, there is now an operating surplus.

Business Advice

When asked if he misses being in business, Herbert quickly replied, “I don’t miss being in business at all. If I miss anything, it’s the camaraderie that I developed, the personal relationships.” At gift shows there were social engagements almost every evening. “I always looked forward to them,” he said. He served on the boards of the New York and California Gift Shows and remained an advisor to the board of the California Gift Show for a few years after his retirement. He still sees some old business friends a few times each year.

Asked what advice he would give a young person just starting out in business, he answered without hesitation. “The most important thing, no matter what kind of business- whether it’s bricks and mortar or Internet or whatever- is to have a sound business plan. A well-thought-out business plan becomes a vehicle for producing the degree of profit. Those rules never change.”

“What does change,” Herbert cautions, “are business cycles that represent shifts in consumer demands. The successful entrepreneur must respond to these, which may occur in five-year cycles.” “The Internet,” he warns, “has completely overhauled the retail arena.”

As for additional lessons learned from his family’s business launched about 110 years ago, Herbert offered this: “Don’t expect to be 100 percent right when making decisions; that’s aiming too high. Always think about the ‘what ifs.’”


Shelley and Herbert, Father’s Day 2016. The envelope on the table holds, of course, a Hallmark card.


Despite the phenomenal growth of the Internet with its dozens of virtual e-cards, Herbert still believes that there can be no substitute for old-fashioned, paper cards. “The concepts of art and sentiment, in the ‘touchy-feely’ greeting card, will always have its place,” he proclaims. In fact, both my dad and I are drawn to Hallmark cards and still send them to each other on every card-giving occasion. I can’t speak for him, but the ones he has sent me over the years are in a special shoebox that I look forward to adding to for many years to come.



Salem Farmers Market returns to Old Town Hall every Thursday, 3-7 p.m.

Salem Farmer’s Market keeps a tradition alive and well

Shelley A. Sackett, correspondent


Although the 2016 Salem Farmers’ Market may bear little resemblance to its 1634 originator, the Commonwealth’s earliest settlers would feel right at home in downtown Derby Square in front of Old Town Hall — the oldest surviving municipal building in Salem.


Today, as then, the market offers much more than local fresh produce and other dry and baked goods. It also offers a place where people can gather and feel a real sense of local community.


Hundreds of smiling people of all ages did just that last Thursday, braving the wind gusts and threatening skies, to be part of the festivities marking the Salem Farmers’ Market’s eighth opening day. Many lounged on Town Hall steps, munching and talking. Others gladly sampled the vendors’ wares.



Amy Glidden looks at one of the plants for sale at the Gibney Gardens booth during the Salem Farmers Market at Derby Square, Thursday, June 9, 2016. Wicked Local Staff Photo / David Sokol


“The Salem Farmer’s Market creates a community center where residents can catch up with other,” said Kylie Sullivan, executive director of Salem Main Streets.


In fact, according to Kylie, whose downtown Salem revitalization organization runs the market, the city’s deed actually requires the use of Derby Square as a market. “The Salem Farmer’s Market physically transforms the feel of downtown for a little while in a way that’s very relevant to its history,” she added.


The volunteer-run market will be held at the square on Front Street in downtown Salem every Thursday from 3 p.m. to 7 p.m. through October 13. Each week features live music and other entertainment.



Among the 30 vendors lined up for 2016 is “Balloon Man” Lawrence Levesque, who lives in Peabody and is also a magician. He met some people who were “in balloons” eight years ago, and he’s been twisting balloons into fanciful shapes to the delight of youngsters of all ages ever since. “I love it. I wouldn’t do anything else. It’s the best career choice I ever made,” he said as he handed a preschooler a perfect latex dachshund.



Lawrence Levesque, who is also a magician, delights Salem Farmers Market shoppers of all ages with his balloon creations. Photo by Shelley A. Sackett


Mandy Williamson of Marblehead’s “Fishwives Specialty Foods” started her business on a friend’s dare after she lost her job as regional director of biotech in a wastewater management company. She makes all natural, gluten-free chowders and bisques and “on-the-go” gazpacho that comes in a 16-ounce bottle ready to crack open and drink “much as they do in Spain.”


Because the chowders are gluten free, Williamson can cut back on cream and butter without cutting back on taste resulting in an “absolutely decadent” taste with only 200 calories per 10-ounce cup.


Holly and Andy Varela started Maitland Mountain Farms, one of the seven major farms that anchor the market, after Holly’s 2009 visit to the Salem Farmer’s Market inspired them to ask her father about growing vegetables on his 2.5 acre Salem property.


He agreed, and the two revived the land, cultivating it and installing greenhouses. “Six years later, we’re actually an agricultural production,” Andy said proudly of Salem’s only urban farm.


These days, the bulk of their business is pickles, which they sell all over the Northeast through a food service. They still stay close to their homegrown roots, however, by doing local farmers markets and servicing farm stands and small “boutique-y shops.”


Among the market’s biggest fans is Mayor Kim Driscoll, who was excited when its June 9 opening day rolled around. “The market is such a vibrant and fun weekly downtown event,” she said, offering thanks to Salem Main Streets, the volunteers, City employees and all the vendors “who put in the hard work to make the market possible.”


Tucked in a corner in the shadow of Town Hall is Ann Counihan’s “All Fruit Inc.”, an all natural dried fruit and nut mix that comes in eleven varieties. The healthy snacks-in-a bag are attractively packaged for travelling and are meant to be eaten anywhere.


A large board labeled “Samples” generously offered smaller versions of each of the 11 varieties, each packaged with the same attention to style and detail. Not only were they the classiest samples at the market, Counihan’s encouragement to try as many as you wanted made doing so guilt-free.


Sullivan thinks these direct connections between business owners and customers are a key benefit of the Salem Farmer’s Market. “It becomes a pipeline for emerging businesses to grow their product and their reach,” she said.


For the latest updates about the Salem Farmer’s Market, visit, “like” them on Facebook at or follow them on Twitter at @salemfarmmarket.


Redemption Fish Closes the Loop


Local startup farm grows fish in a sustainable way

By Shelley A. Sackett, Correspondent


Colin Davis, co-founder of Salem’s Redemption Fish Company, has a history of merging his entrepreneurial spirit and interest in “sustainability” (the intersection of ecology, economics, politics and culture). The 30-year-old Trinity College graduate had already launched two start-ups when he and his roommate (and fellow Redemption Fish co-founder), Andy Davenport, decided it would be fun to raise fish in a sustainable way in the basement of their Cambridge apartment.


Davenport, 27, who met Davis through Craig’s List when seeking a roommate, has a background in biology and chemistry and worked at Biogen. By the time the eviction letter came from their landlord, their “hydrofarm” had over 10,000 trout. “I talked Andy out of his job and into starting a fish farm with me. Basically, this was a hobby that got horribly out of control,” Colin said with a chuckle as he pointed with pride to the 10,000 square feet of space that Redemption Fish Co. now occupies in Shetland Park in the space that housed another seafood farming enterprise in the 1970s.



Owner Andy Davenport goes fishing for some rainbow trout in one of the holding tanks at Redemption Fish Co. at Shetland Park in Salem. Wicked Local Staff Photo / Kirk R. Williamson


Davis and Davenport’s goal is to run their plant like an ecosystem, using the least number of inputs for the maximal output. There is no compost waste. There is little fish waste, and there is little water waste. “We try to close the loop on everything we do,” Davis said.


The basic principle behind what they’re doing is called “aquaponics”, the marriage of aquaculture (growing fish) and hydroponics (growing plants in water). Davis’ enthusiasm is palpable as he explains the process in a nutshell:


First, they feed the fish. The fish fertilize the water. That fertilized water gets pumped up to a grow bed of clay balls that biologically filtrate the wastewater through a nitrification process. Then, they grow plants in the grow bed.



Redemption Fish Co. owner Andy Davenport looks over a verbina plant and an orange tree that are being grown hydroponically. Wicked Local Staff Photo / Kirk R. Williamson


Aquaculture currently occupies the majority of floor space. Although there are huge vats growing tilapia, bass, brown trout and experimenting with Atlantic salmon, rainbow trout are the only fish they are currently commercially producing. In the wild, it takes 18 months to two years for a rainbow trout egg to reach “market weight” of one pound. Davis grows them in about 12 months.


A couple of months ago, Redemption Fish Co. started harvesting a few hundred of its first trout eggs and selling them to a handful of restaurants and through Farmers Markets.

The goal is to be producing 1,000 pounds of rainbow trout per week by the end of the summer and to distribute them locally.


“Not shipping them across the country is the way this is better than mass produced trout from one of the three mega farms in this country. We leave a smaller [carbon] footprint,” Davis said.



Owner Andy Davenport holds up a tilapia at Redemption Fish Co. in Salem. Wicked Local Staff Photo / Kirk R. Williamson

Hydroponics, the other part of the aquaponics equation, uses 5% of the amount of water growing plants in soil would, and the plants grow faster. “Growing plants this way actually saves waste water we’d otherwise have to dispose of,” Davis pointed out.


On the day of this visit, one grow bed had a three foot orange tree, tomatoes, lemon verbena and ghost peppers. They just harvested 20 pounds of basil, which Jean Louis Faber, owner of the Jean Louis Pasta Shop on Derby Street, took and turned into pesto. He also bought some of Fish Co.’s rainbow trout to use in his smoked trout ravioli.


“That’s the fun part about local small business. I can just wander in places and say, ‘I think what you’re doing is cool. Can we work together?’” said Davis. “There’s something really neat about being able to grow basil two blocks from where it’s turned into pesto, and the consumer can walk to the store. That doesn’t exist in urban areas in the United States anymore.”


Within five years, Davis estimates Redemption Fish Co. will produce 250,000 pounds of fish and the better part of one million pounds of produce yearly. Future expansion plans include large-scale hydroponic production; he also wants the company to help others start small hydroponic gardens for their own consumption.


Davis points out that it takes three gallons of water to produce one pound of trout and five pounds of vegetables. In dirt, one pound of broccoli alone uses 75 gallons of water, according to Davis. “Nature doesn’t have a concept of waste. We invented waste. Up until man, there was no such thing,” Davis said. “Resources in, resources out, this [aquaponics] is probably the single most efficient way you can possibly grow food for human consumption.”


Davis and Davenport closed their own loop on making their dream a reality through a fluke. Davis’ mother was telling her optometrist about her son’s interest in starting a fish farm. As luck would have it, her optometrist knew Peter Lappin (whose family owns Shetland Park), who had started Sea Plantations in the 1970s to raise fish and seafood for research and commercial consumption. The space was empty and still housed Sea Plantations’ equipment.


Davis got on the phone and called Lappin, who “forced me to read his book (‘Live Holding Systems’)” which chronicles Sea Plantations. Ultimately, Davis and Davenport were able to lease part of the 50,000 former Sea Plantations space from Bruce Poole, one of Lappin’s original partners who runs his environmental services firm in space adjacent to Redemption Fish Co.


“There are not a lot of people trying to start urban fish farms, and not a lot of other convenient things this space could be used for, so we were pretty lucky to run into this,” Davis said.


When Mayor Kim Driscoll (whose favorite fish dish is grilled salmon) recently welcomed Redemption Fish Co. to the Salem business community at a ribbon-cutting ceremony, she emphasized how excited she was that the company uses innovative and sustainable technologies to grow food. “This company’s products will offer a healthy and local option to Salem and the region’s restaurants and food suppliers, providing one more terrific ‘farm to table’ opportunity for customers and diners,” she told the Salem Gazette.


Although finding funding for a sustainable urban farm in a finite space remains Davis’ biggest challenge, he is as optimistic about the company’s future as Mayor Driscoll. “If we worked with every restaurant in Salem, we could feed thousands of people out of a tiny basement a quarter of a mile away,” he mused.


For more information, visit Redemption Fish Company’s facebook site or or email