Since 1965 Pier W in Lakewood has been a seafood destination for special occasions. On May 11 the restaurant will mark its 50th anniversary and it seems there is no shortage of memories shared at the iconic dinner spot on Lake Erie.
“We’re 50 years and still going strong,” says general manager Mark Kawada. “We’re having some of the best years of the restaurant’s history and it’s great to be a part of it, and great to hear the stories.” Only a handful of area restaurants have the bragging rights to 50 years in business, he says.
Kawada recalls a man who recently came in for brunch and brought in a Polaroid photo of himself and his prom date from 30 years ago. “That happens all the time here,” he says.
Although the world has changed in 50 years, Pier W has kept up with the times while maintaining its commitment to fresh seafood in a beautiful setting. “Back then we didn’t have social media or a ton of websites that review you,” he says. “And people have a fascination with food now. When times were tough and most people pulled back, we didn’t pull back. We have to stay true to who we are and what we make.”
What they make is fish that is handled only seven times or less before cooking – the average restaurant serves seafood that has been handled an average of 100 times before it is served – by sourcing its fish from places like Copper River Salmon in Alaska or tuna overnighted three times a week from Hawaii.
“We get fish in almost every day and when we say we get all of our fish in whole, we get it quicker and we get it fresher,” Kawada explains. “We have whole cooler with running water and we cut all of our own fish. It does make a difference.”
Executive chef Regan Reik is an expert in sustainable seafood, building relationships directly with the fishermen who fish responsibly. The same practices hold true for Pier W’s meat and chicken.
The commitment to quality is what has kept Pier W going for five decades. “How we evolved, even in slow times, is we’ll spend the time and money to do it right, because it’s the best,” Kawada says. The restaurant closed for a year about 10 years ago for a $4 million remodel.
Yes, a lot of practices have remained the same. “We have the same bouillabaisse recipe we made 50 years ago,” Kawada says. “A lot of things are old school, the same way we did it 50 years ago.”
A new generation of regulars come to Pier W every day, as well as folks who have been coming for the past 50 years.
“We’re 50 years and still going strong,” says general manager Mark Kawada. “We’re having some of the best years of the restaurant’s history and it’s great to be a part of it, and great to hear the stories.” Only a handful of area restaurants have the bragging rights to 50 years in business, he says.
Kawada recalls a man who recently came in for brunch and brought in a Polaroid photo of himself and his prom date from 30 years ago. “That happens all the time here,” he says.
Although the world has changed in 50 years, Pier W has kept up with the times while maintaining its commitment to fresh seafood in a beautiful setting. “Back then we didn’t have social media or a ton of websites that review you,” he says. “And people have a fascination with food now. When times were tough and most people pulled back, we didn’t pull back. We have to stay true to who we are and what we make.”
What they make is fish that is handled only seven times or less before cooking – the average restaurant serves seafood that has been handled an average of 100 times before it is served – by sourcing its fish from places like Copper River Salmon in Alaska or tuna overnighted three times a week from Hawaii.
“We get fish in almost every day and when we say we get all of our fish in whole, we get it quicker and we get it fresher,” Kawada explains. “We have whole cooler with running water and we cut all of our own fish. It does make a difference.”
Executive chef Regan Reik is an expert in sustainable seafood, building relationships directly with the fishermen who fish responsibly. The same practices hold true for Pier W’s meat and chicken.
The commitment to quality is what has kept Pier W going for five decades. “How we evolved, even in slow times, is we’ll spend the time and money to do it right, because it’s the best,” Kawada says. The restaurant closed for a year about 10 years ago for a $4 million remodel.
Yes, a lot of practices have remained the same. “We have the same bouillabaisse recipe we made 50 years ago,” Kawada says. “A lot of things are old school, the same way we did it 50 years ago.”
A new generation of regulars come to Pier W every day, as well as folks who have been coming for the past 50 years.
Back in 1982, Jerry Mearini was all set to study guitar at Berklee College of Music when he abruptly changed his mind. “The day before I was supposed to go, I realized that I couldn’t play guitar for the rest of my life,” he recalls. Instead Mearini earned a degree in physics from Ohio State and a masters and PhD in experimental physics from CWRU.
Mearini’s decision to study physics paid off well. In 1998 he founded Genvac Aerospace, a company in Highland Heights that produces materials and components for the aerospace industry using diamond-like carbon.
But music was still in Mearini’s blood. He has played guitar in a local classic rock and heavy metal band for 40 years. Two years ago, he began merging his love of rock and roll, physics and diamond-like carbon films into one to create Rock Hard diamond guitar picks.
The stainless steel picks are coated with a thin layer of carbon. They provide a smooth but hard metal surface, but without friction, that won’t wear. “The last few years I’ve been looking at opportunities to put some of this diamond-like carbon in picks,” Mearini explains. “It just does not scratch. The coating resulted in a fantastic new guitar pick.”
Now Mearini has made a few hundred picks, launched a Indiegogo campaign, and is about to open an Amazon store. The picks range from $20 with an Indiegogo contribution to $30 on Amazon. And he says all manufacturing can be done in Cleveland. “All of the facilities necessary to make this product are probably best found in Cleveland,” he says.
Mearini says musicians have praised the picks for their properties. “So far, every guitarist I’ve given them to has liked them,” he boasts. “I have to admit, this is a lot of fun.”
Mearini’s decision to study physics paid off well. In 1998 he founded Genvac Aerospace, a company in Highland Heights that produces materials and components for the aerospace industry using diamond-like carbon.
But music was still in Mearini’s blood. He has played guitar in a local classic rock and heavy metal band for 40 years. Two years ago, he began merging his love of rock and roll, physics and diamond-like carbon films into one to create Rock Hard diamond guitar picks.
The stainless steel picks are coated with a thin layer of carbon. They provide a smooth but hard metal surface, but without friction, that won’t wear. “The last few years I’ve been looking at opportunities to put some of this diamond-like carbon in picks,” Mearini explains. “It just does not scratch. The coating resulted in a fantastic new guitar pick.”
Now Mearini has made a few hundred picks, launched a Indiegogo campaign, and is about to open an Amazon store. The picks range from $20 with an Indiegogo contribution to $30 on Amazon. And he says all manufacturing can be done in Cleveland. “All of the facilities necessary to make this product are probably best found in Cleveland,” he says.
Mearini says musicians have praised the picks for their properties. “So far, every guitarist I’ve given them to has liked them,” he boasts. “I have to admit, this is a lot of fun.”
Seniors in Cleveland will soon have a new outlet for creative expression, thanks to a new program through the Benjamin Rose Institute of Aging. The Encore Artists program pairs older adults with professional artists, art therapists and music therapists age 50 and older at various sites around Cleveland.
“I’ve been trying to find a way to bridge the art world with the aging world,” explains Linda Noelker, senior vice president at Benjamin Rose and Encore Artists project director. “Research shows that older adults, when they actively engage with the arts, it improves their health and quality of life.” In particular, she cites seniors with ailments like Parkinson’s disease who participate in dance have improved gaits, better balance and fewer falls.
Noelker approached the Cleveland Foundation about funding such a program. “I talked to the Cleveland Foundation and said why don’t we try to recruit artists and give them training in the arts with older adults,” recalls Noelker.
The Cleveland Foundation agreed and is funding Encore Artists program, along with the Ohio Arts Council, as part of its Encore Cleveland program.
Noelker is currently recruiting art teachers, art therapists and music therapists to volunteer for the project. Selected artists will go through a two-day training in May and then be listed on a registry that details their experience and program interests. Artists must commit to providing 48 hours of programming in the next six months. Artists and can sign up through Benjamin Rose.
Noelker is also looking for community sites within Cleveland to host the project’s events. Ideal host sites are nursing homes, libraries, or recreation centers. Potential hosts sites can register here. For more information, contact Noelker.
“I’ve been trying to find a way to bridge the art world with the aging world,” explains Linda Noelker, senior vice president at Benjamin Rose and Encore Artists project director. “Research shows that older adults, when they actively engage with the arts, it improves their health and quality of life.” In particular, she cites seniors with ailments like Parkinson’s disease who participate in dance have improved gaits, better balance and fewer falls.
Noelker approached the Cleveland Foundation about funding such a program. “I talked to the Cleveland Foundation and said why don’t we try to recruit artists and give them training in the arts with older adults,” recalls Noelker.
The Cleveland Foundation agreed and is funding Encore Artists program, along with the Ohio Arts Council, as part of its Encore Cleveland program.
Noelker is currently recruiting art teachers, art therapists and music therapists to volunteer for the project. Selected artists will go through a two-day training in May and then be listed on a registry that details their experience and program interests. Artists must commit to providing 48 hours of programming in the next six months. Artists and can sign up through Benjamin Rose.
Noelker is also looking for community sites within Cleveland to host the project’s events. Ideal host sites are nursing homes, libraries, or recreation centers. Potential hosts sites can register here. For more information, contact Noelker.
When Todd Goldstein and Dar Caldwell first created LaunchHouse in 2008, the organization was the first accelerator in the region to support early-stage startup companies. Since then, LaunchHouse has supported 62 companies and secured $23 million in follow-on funding. “We’re still going to work with our portfolio companies and help those companies be successful,” says Goldstein.
But earlier this month, LaunchHouse announced it was moving away from its adult accelerator model and instead will focus on fostering student entrepreneurs. The move comes with the success of the LaunchHouse Institute, a program started two years ago by LaunchHouse the and Shaker Heights Development Corporation as a way to educate, mentor and invest in student entrepreneurs.
“We’re going back to the roots of LaunchHouse, which are education, investing and bringing the entire community together, and create successful, vibrant entrepreneurs,” says Goldstein. “We’re reinforcing our position as a place in the community for entrepreneurial organizations to start and grow businesses. We’re really recognizing that education is the first step in growing any business.”
With the establishment of the LaunchHouse Institute came LEAP, one of the country’s first high school accelerators. Students go through a summer program to take business ideas to fruition. “I think what’s exciting about entrepreneurship is the opportunity to be creative while doing something to make money,” says Katie Connelly, LaunchHouse’s director of entrepreneurial programming. “You’re never too young to think about entrepreneurship and starting a business.”
The decision to focus on students came in part after noticing a skills gap in adult entrepreneurs. Goldstein saw the need to teach basic skills, like speaking to people and writing a professional emails, to young entrepreneurs in middle school, high school and college.
This summer LaunchHouse will also offer a Hack-a-Thing, one-day and five-day programs for middle and high school students centered on developing a physical product, says Connelly.
Additionally, through funding from the Arminius Foundation LaunchHouse will place two shipping containers in its garage for office space. The containers can house between two and 10 employees. “There’s no space for entrepreneurs who are growing and need space,” explains Goldstein. “This is an agile space to work out of. LaunchHouse is really a place for all entrepreneurs.”
But earlier this month, LaunchHouse announced it was moving away from its adult accelerator model and instead will focus on fostering student entrepreneurs. The move comes with the success of the LaunchHouse Institute, a program started two years ago by LaunchHouse the and Shaker Heights Development Corporation as a way to educate, mentor and invest in student entrepreneurs.
“We’re going back to the roots of LaunchHouse, which are education, investing and bringing the entire community together, and create successful, vibrant entrepreneurs,” says Goldstein. “We’re reinforcing our position as a place in the community for entrepreneurial organizations to start and grow businesses. We’re really recognizing that education is the first step in growing any business.”
With the establishment of the LaunchHouse Institute came LEAP, one of the country’s first high school accelerators. Students go through a summer program to take business ideas to fruition. “I think what’s exciting about entrepreneurship is the opportunity to be creative while doing something to make money,” says Katie Connelly, LaunchHouse’s director of entrepreneurial programming. “You’re never too young to think about entrepreneurship and starting a business.”
The decision to focus on students came in part after noticing a skills gap in adult entrepreneurs. Goldstein saw the need to teach basic skills, like speaking to people and writing a professional emails, to young entrepreneurs in middle school, high school and college.
This summer LaunchHouse will also offer a Hack-a-Thing, one-day and five-day programs for middle and high school students centered on developing a physical product, says Connelly.
Additionally, through funding from the Arminius Foundation LaunchHouse will place two shipping containers in its garage for office space. The containers can house between two and 10 employees. “There’s no space for entrepreneurs who are growing and need space,” explains Goldstein. “This is an agile space to work out of. LaunchHouse is really a place for all entrepreneurs.”
Since 2009, Explorys has leveraged big data in the healthcare field to form one of the largest healthcare databases in the world, helping medical professionals provide better patient care and diagnoses. Formed out of the Cleveland Clinic in October 2009 by Charlie Lougheed and Stephen McHale, Explorys has become one of the world’s largest data platforms.
Last Monday, McHale announced to 38,000 attendees of the HIMSS conference in Chicago that Explorys has been acquired by IBM. The news was announced by Lougheed in Cleveland. The company will be a part of IBM’s Watson Health Unit.
The deal was a natural fit, says Lougheed. “It was one of those things,” he says. “Explorys and IBM are both leaders in the space. We’ve bumped into each other and we’ve even collaborated from time to time with our joint customers. We really see each other as pioneers in the industry”
Lougheed said there were three components to the decision to join IBM: Industry growth, customers, and Explorys’ employees. “We really believe in this mission and we want to see the mission continue and accelerate,” he explains. “We asked, is it good for our customers, does it make sense? Because they subscribe to our systems for a reason, so it had to matter to them.”
Most importantly, Lougheed said they considered their employees. “We asked, is this good for our employees, because they deserve something great as well,” he explains. “This a great thing for our employees to grow their careers.”
Explorys will remain in Cleveland, and all employees will retain their jobs. “There are some of the best and the brightest data software engineers in the world here,” Lougheed says. “Cleveland is a great place to keep Explorys moving. We’re going to continue to expand as expected.”
Last Monday, McHale announced to 38,000 attendees of the HIMSS conference in Chicago that Explorys has been acquired by IBM. The news was announced by Lougheed in Cleveland. The company will be a part of IBM’s Watson Health Unit.
The deal was a natural fit, says Lougheed. “It was one of those things,” he says. “Explorys and IBM are both leaders in the space. We’ve bumped into each other and we’ve even collaborated from time to time with our joint customers. We really see each other as pioneers in the industry”
Lougheed said there were three components to the decision to join IBM: Industry growth, customers, and Explorys’ employees. “We really believe in this mission and we want to see the mission continue and accelerate,” he explains. “We asked, is it good for our customers, does it make sense? Because they subscribe to our systems for a reason, so it had to matter to them.”Most importantly, Lougheed said they considered their employees. “We asked, is this good for our employees, because they deserve something great as well,” he explains. “This a great thing for our employees to grow their careers.”
Explorys will remain in Cleveland, and all employees will retain their jobs. “There are some of the best and the brightest data software engineers in the world here,” Lougheed says. “Cleveland is a great place to keep Explorys moving. We’re going to continue to expand as expected.”
In 2010 when Victor Ruiz took over as director of Esperanza, an organization focused on promoting academic achievement among Hispanic high school students and college after high school, things were pretty dismal.
Graduation rates among Hispanic Cleveland high school students hovered around 30 percent. Graduation among white and African-American students in the same schools was double that rate. And many Hispanic students were struggling to pass the 10th grade proficiency test, which they must pass by their senior year to graduate. “There was a lot of failure,” recalls Ruiz. “Students were just not academically prepared. Our youth were not being given the resources they needed. After a few tries and not passing the test, our children were just giving up and dropping out.”
Ruiz set out to change those numbers. Now in his fifth year as Esperanza’s director, Ruiz took a community approach to helping students not only make it through high school, but excel. “We looked at it on a holistic level,” he says. “We partnered with other organizations to address the whole child, not the pieces and parts. We work with parents and teach them about the importance of education and how to participate in the educational system.”
The approach was successful. Graduation rates among Cleveland’s Hispanic high school students in 2014 was 61 percent, pretty close to the overall graduation rate of 65 percent in the Cleveland Metropolitan School District.
With the proficiency tests, Ruiz implemented mentoring programs to offer support and guidance. “We were able to identify students who have tried several times and gave them rigorous academic tutoring,” he explains. “They may have to try several times, but they are able to pass and graduate.”
Esperanza, which awards college scholarships as a way to promote academic achievement, awarded 103 scholarships in 2014, compared to fewer than 40 in 2010. “Our goal is to see an increase in scholarships in the Cleveland schools,” says Ruiz.
While the numbers are still below the national average, Esperanza and Ruiz continue forward, with a mission to only improve further. “It has to be a priority,” he says. “Education is community. It has to be a priority. On a national level we still have a lot of work to do in graduation and college. But we feel the numbers are continuing to grow. We welcome anyone to join us in our effort.”
Graduation rates among Hispanic Cleveland high school students hovered around 30 percent. Graduation among white and African-American students in the same schools was double that rate. And many Hispanic students were struggling to pass the 10th grade proficiency test, which they must pass by their senior year to graduate. “There was a lot of failure,” recalls Ruiz. “Students were just not academically prepared. Our youth were not being given the resources they needed. After a few tries and not passing the test, our children were just giving up and dropping out.”
Ruiz set out to change those numbers. Now in his fifth year as Esperanza’s director, Ruiz took a community approach to helping students not only make it through high school, but excel. “We looked at it on a holistic level,” he says. “We partnered with other organizations to address the whole child, not the pieces and parts. We work with parents and teach them about the importance of education and how to participate in the educational system.”
The approach was successful. Graduation rates among Cleveland’s Hispanic high school students in 2014 was 61 percent, pretty close to the overall graduation rate of 65 percent in the Cleveland Metropolitan School District.
With the proficiency tests, Ruiz implemented mentoring programs to offer support and guidance. “We were able to identify students who have tried several times and gave them rigorous academic tutoring,” he explains. “They may have to try several times, but they are able to pass and graduate.”
Esperanza, which awards college scholarships as a way to promote academic achievement, awarded 103 scholarships in 2014, compared to fewer than 40 in 2010. “Our goal is to see an increase in scholarships in the Cleveland schools,” says Ruiz.
While the numbers are still below the national average, Esperanza and Ruiz continue forward, with a mission to only improve further. “It has to be a priority,” he says. “Education is community. It has to be a priority. On a national level we still have a lot of work to do in graduation and college. But we feel the numbers are continuing to grow. We welcome anyone to join us in our effort.”
Beginning in September, two of Cleveland’s top institutions will come together to offer a program for those with a mind for both business and health care. CWRU Weatherhead School of Management and the Cleveland Clinic announced on Thursday that the two will partner to offer an executive MBA program with a focus on health care.
“This is just an idea I’ve been kicking around for a while,” says Simon Peck, associate dean for Weatherhead’s MBA programs and associate professor in the management school’s design and innovation department. “It’s taking an existing MBA program that’s always been highly rated and collaborating with the Cleveland Clinic. I think it’s crazy we’re not doing more in this area.”
The program will target students who have both an interest in business and the growing health care sector. With a top academic institution and a top hospital system both located so close together, and with the partnership in the medical education campus, the partnership only made sense, says Peck.
“This is the first time Weatherhead School of Management and the Cleveland Clinic have partnered so closely,” he says. “I saw a need for leadership in an MBA with a focus on healthcare. You can’t just be a fantastic doctor and pick up the skills to run a hospital.” But Peck also stresses the eMBA program is not just for physicians -- the need for executives in health care is growing in all areas.
The 20-month academic program consists of 16 sessions over five semesters. Classes meet three days a month. Classroom sessions meet at both the Weatherhead and Clinic campuses.
Applications are due by June 15. For more information, contact Stephen Scheidt, director of admissions at the Weatherhead School.
“This is just an idea I’ve been kicking around for a while,” says Simon Peck, associate dean for Weatherhead’s MBA programs and associate professor in the management school’s design and innovation department. “It’s taking an existing MBA program that’s always been highly rated and collaborating with the Cleveland Clinic. I think it’s crazy we’re not doing more in this area.”
The program will target students who have both an interest in business and the growing health care sector. With a top academic institution and a top hospital system both located so close together, and with the partnership in the medical education campus, the partnership only made sense, says Peck.
“This is the first time Weatherhead School of Management and the Cleveland Clinic have partnered so closely,” he says. “I saw a need for leadership in an MBA with a focus on healthcare. You can’t just be a fantastic doctor and pick up the skills to run a hospital.” But Peck also stresses the eMBA program is not just for physicians -- the need for executives in health care is growing in all areas.
The 20-month academic program consists of 16 sessions over five semesters. Classes meet three days a month. Classroom sessions meet at both the Weatherhead and Clinic campuses.
Applications are due by June 15. For more information, contact Stephen Scheidt, director of admissions at the Weatherhead School.
Attention foodies or anyone looking for a new dining experience: Dinner Lab announced last week that On July 24 Cleveland will become its 33rd location in its social dining experiment. Dinner Lab hosts regular pop-up dinners in unconventional, undisclosed locations in a setting that offers the chance to meet new people, try new great food and give feedback. It also allows chefs – about half from Cleveland and the other half from successful restaurants around the country – to try new concepts and new menu items.
Dinner Lab started in New Orleans three years ago. “Originally, there was nowhere to get really good late night food in New Orleans,” explains Dinner Lab HR director Hallie Dietsch. “What it evolved into is an opportunity to let chefs showcase their true passions.”
The chefs are not given boundaries to what they prepare. Diners are given a comment card to rate the food’s taste, creativity and other feedback. “As a member, you’re having a dinner that you most likely will never have again,” says Dietsch. “For the chef, it’s an opportunity to cook something he knows really well and enjoys cooking.”
There is a $125 annual membership fee to join Dinner Lab, and the five- to seven-course dinners cost between $50 and $65. Members can bring up to three guests with them. The chefs range from seasoned line cooks who are thinking about opening their own restaurants to Michelin Star chefs trying out new concepts.
Dinners are announced three weeks in advance of the event. Diners are told the date, the chef and the menu, but the location is not disclosed until 24 hours before the event.
Dietsch says Cleveland was chosen as the newest Dinner Lab location because of the population’s affinity for good food. “Cleveland is not known as being New York or Chicago, but Clevelanders are keyed in to good food and want to try new things,” she says. “We think people in Cleveland will be excited and ready for this. People are more interested in food and educated about food and they want to know what they’re eating and the chef’s inspiration.”
Cleveland’s first Dinner Lab chef will be Chicago-based Daniel Espinoza, who will cook a five-course modern Mexican meal titled “Anomar.”
Dinner Lab started in New Orleans three years ago. “Originally, there was nowhere to get really good late night food in New Orleans,” explains Dinner Lab HR director Hallie Dietsch. “What it evolved into is an opportunity to let chefs showcase their true passions.”
The chefs are not given boundaries to what they prepare. Diners are given a comment card to rate the food’s taste, creativity and other feedback. “As a member, you’re having a dinner that you most likely will never have again,” says Dietsch. “For the chef, it’s an opportunity to cook something he knows really well and enjoys cooking.”
There is a $125 annual membership fee to join Dinner Lab, and the five- to seven-course dinners cost between $50 and $65. Members can bring up to three guests with them. The chefs range from seasoned line cooks who are thinking about opening their own restaurants to Michelin Star chefs trying out new concepts.
Dinners are announced three weeks in advance of the event. Diners are told the date, the chef and the menu, but the location is not disclosed until 24 hours before the event.
Dietsch says Cleveland was chosen as the newest Dinner Lab location because of the population’s affinity for good food. “Cleveland is not known as being New York or Chicago, but Clevelanders are keyed in to good food and want to try new things,” she says. “We think people in Cleveland will be excited and ready for this. People are more interested in food and educated about food and they want to know what they’re eating and the chef’s inspiration.”
Cleveland’s first Dinner Lab chef will be Chicago-based Daniel Espinoza, who will cook a five-course modern Mexican meal titled “Anomar.”
Almost a year ago, Constantino’s Market COO Andrew Revy began planning for a pick-up and delivery service at its Warehouse District location. The market, which has been a downtown presence for 10 years, wanted to find a way to serve its busy customers with an easy way to get basic groceries, stock up for a party, or simply get dinner on the go.
“Everybody needs to eat, but people don’t have time to do shopping,” says Revy. “This is all about ease and lifestyle. We have such busy lives, this has been a driving need.”
A week-and-a-half ago, Constantino’s Warehouse District launched its Fast & Fresh program, which offers online ordering with in-store pickup or delivery within a five mile radius. Users can place an order online and a personal shopper will fulfill the order. The five miles extends west to Lakewood and east to University Circle. “It’s not like if you’re two feet out of the radius we won’t deliver,” Revy says. “We’re flexible.”
If the services go well in the Warehouse District store, Revy says Constantino’s plans to expand the services to its University Circle store and eventually deliver to all of Cuyahoga County.
The service is aimed at Constantino’s existing customer base, which includes the downtown resident population and the workforce. “Everything you would need, whether it’s milk, eggs and bread or if you’re having a party and need beer and wine and snacks, it’s straightforward shopping,” says Revy. “Everything in the store is available for delivery.”
Delivery and pick-up service is available Monday, Wednesday, Friday and Saturday. Pickup hours are between 5pm and 7pm, delivery is between 6pm and 8pm. There is a $20 minimum for orders. The delivery fee is $5 or 10 percent, whichever is greater. Orders over $150 receive free delivery. The first delivery or pick-up is free.
“Everybody needs to eat, but people don’t have time to do shopping,” says Revy. “This is all about ease and lifestyle. We have such busy lives, this has been a driving need.”
A week-and-a-half ago, Constantino’s Warehouse District launched its Fast & Fresh program, which offers online ordering with in-store pickup or delivery within a five mile radius. Users can place an order online and a personal shopper will fulfill the order. The five miles extends west to Lakewood and east to University Circle. “It’s not like if you’re two feet out of the radius we won’t deliver,” Revy says. “We’re flexible.”
If the services go well in the Warehouse District store, Revy says Constantino’s plans to expand the services to its University Circle store and eventually deliver to all of Cuyahoga County.
The service is aimed at Constantino’s existing customer base, which includes the downtown resident population and the workforce. “Everything you would need, whether it’s milk, eggs and bread or if you’re having a party and need beer and wine and snacks, it’s straightforward shopping,” says Revy. “Everything in the store is available for delivery.”
Delivery and pick-up service is available Monday, Wednesday, Friday and Saturday. Pickup hours are between 5pm and 7pm, delivery is between 6pm and 8pm. There is a $20 minimum for orders. The delivery fee is $5 or 10 percent, whichever is greater. Orders over $150 receive free delivery. The first delivery or pick-up is free.
Shannon Morris has always been an artist. “Ever since I was little I was very creative and resourceful with materials,” she says. Morris first entered a darkroom at age 13, went to NYU for photography and today works in a variety of media and writes her blog, Electric Belle, from her Cleveland Heights home.
But like most creative types, Morris craved inspiration and collaboration from other artists. So in February, she started Artful, a movement to create an affordable space for local artists to come together and create, collaborate and sell their works.
“I’ve been thinking about this for years, to create a creative environment,” she says. “Ideally it will be studio space, a gallery space, retail and flex space. Art is supposed to be an outlet. Artists would feed off each other and share.”
Artful would be open to all artists. Rent will depend on the space Morris finds, but she plans to keep it affordable. She has been looking at spaces around the east side, but would like to locate in Cleveland Heights. “It just feels like Cleveland Heights is what the place is about,” she says. “We need this in Cleveland Heights because we have many artists and there is no affordable studio space. We have lots of empty buildings and a population that is deeply connected to the arts.”
Eventually Morris would like to add an educational element to Artful. “We would ramp up to a place to host events and education,” she explains. “Especially as the arts are dwindling in our schools, this could be a place where kids can go.”
Within two weeks of creating a group Facebook page, 140 people had joined Artful. Today, there are close to 160 members. Morris has been touring different vacant spaces, and has solicited advice from Artful followers for their ideas and advice about creating a business plan.
Last Sunday she hosted a meeting to discuss ideas for a space and ideas on how Artful can become a thriving part of the Cleveland Heights community. “The energy of the meeting was electric,” says Morris. Artists in all mediums attended, as well as local business owners, residents of all ages and business people willing to help out with the cause. Cleveland Heights city planners and Future Heights have also gotten involved.
But like most creative types, Morris craved inspiration and collaboration from other artists. So in February, she started Artful, a movement to create an affordable space for local artists to come together and create, collaborate and sell their works.
“I’ve been thinking about this for years, to create a creative environment,” she says. “Ideally it will be studio space, a gallery space, retail and flex space. Art is supposed to be an outlet. Artists would feed off each other and share.”
Artful would be open to all artists. Rent will depend on the space Morris finds, but she plans to keep it affordable. She has been looking at spaces around the east side, but would like to locate in Cleveland Heights. “It just feels like Cleveland Heights is what the place is about,” she says. “We need this in Cleveland Heights because we have many artists and there is no affordable studio space. We have lots of empty buildings and a population that is deeply connected to the arts.”
Eventually Morris would like to add an educational element to Artful. “We would ramp up to a place to host events and education,” she explains. “Especially as the arts are dwindling in our schools, this could be a place where kids can go.”
Within two weeks of creating a group Facebook page, 140 people had joined Artful. Today, there are close to 160 members. Morris has been touring different vacant spaces, and has solicited advice from Artful followers for their ideas and advice about creating a business plan.
Last Sunday she hosted a meeting to discuss ideas for a space and ideas on how Artful can become a thriving part of the Cleveland Heights community. “The energy of the meeting was electric,” says Morris. Artists in all mediums attended, as well as local business owners, residents of all ages and business people willing to help out with the cause. Cleveland Heights city planners and Future Heights have also gotten involved.
The Cleveland Clinic and NASA Glenn Research Center have often worked together for the past 15 years on solving the problems astronauts face in space.
“We have a small but very impressive group solving astronaut health issues,” says John Sankovic, director of technology, incubation and innovation at NASA Glenn and the center’s chief technology officer. “We solve problems like how do we generate IV fluids and medications to treat astronauts during space flights or improve exercise. A lot of that work has been done at the Cleveland Clinic.”
Earlier this month, Cleveland Clinic Innovations (CCI) and NASA Glenn officially came together in a partnership to develop products useful both on Earth and in outer space. The two organizations will now work together on Glen's technologies to see how they can be applied to healthcare and perhaps create new businesses.
“This is a new effort at taking technologies and opening up our portfolio, and through a different lens looking at how to apply them to the biotech arena,” says Sankovic. “It’s research and technology for the benefit of all.”
In addition to the partnership with CCI, the commercial development arm of the Clinic, NASA Glenn will also join CCI’s Global Healthcare Innovations Alliance, which is a worldwide network of healthcare systems, academic institutions and corporate partners.
“The Clinic has a longstanding relationship with NASA in looking for a way to help with our shared vision of helping others,” says Brian Kolonick, general manager of the Healthcare Innovations Alliance. “There are a lot of resources going on over at Glenn and they have a lot of ideas that they’re using. There’s a way to find an intersection that may translate into helping patients here on land.”
Together, NASA Glenn and CCI expect new spinoff companies, and ultimately jobs, to come out of the partnership. “We’re really excited about what Innovations has been doing,” says Kolonick. “We’re at the forefront of looking at new business and turning these into products. We’re just getting started. NASA will assign someone to work with us directly, get to know us and see the work we do. They have a portfolio of patents available for licensing for any business.”
“We have a small but very impressive group solving astronaut health issues,” says John Sankovic, director of technology, incubation and innovation at NASA Glenn and the center’s chief technology officer. “We solve problems like how do we generate IV fluids and medications to treat astronauts during space flights or improve exercise. A lot of that work has been done at the Cleveland Clinic.”
Earlier this month, Cleveland Clinic Innovations (CCI) and NASA Glenn officially came together in a partnership to develop products useful both on Earth and in outer space. The two organizations will now work together on Glen's technologies to see how they can be applied to healthcare and perhaps create new businesses.
“This is a new effort at taking technologies and opening up our portfolio, and through a different lens looking at how to apply them to the biotech arena,” says Sankovic. “It’s research and technology for the benefit of all.”
In addition to the partnership with CCI, the commercial development arm of the Clinic, NASA Glenn will also join CCI’s Global Healthcare Innovations Alliance, which is a worldwide network of healthcare systems, academic institutions and corporate partners.
“The Clinic has a longstanding relationship with NASA in looking for a way to help with our shared vision of helping others,” says Brian Kolonick, general manager of the Healthcare Innovations Alliance. “There are a lot of resources going on over at Glenn and they have a lot of ideas that they’re using. There’s a way to find an intersection that may translate into helping patients here on land.”
Together, NASA Glenn and CCI expect new spinoff companies, and ultimately jobs, to come out of the partnership. “We’re really excited about what Innovations has been doing,” says Kolonick. “We’re at the forefront of looking at new business and turning these into products. We’re just getting started. NASA will assign someone to work with us directly, get to know us and see the work we do. They have a portfolio of patents available for licensing for any business.”
A partnership between product design innovation firm Nottingham Spirk and CWRU’s think[box] is designed to both inspire new inventions and bring existing ideas to fruition. CWRU announced late last month that Nottingham Spirk, known for creations like the Dirt Devil vacuum and the SpinBrush toothbrush, will work with Case faculty and students on the first floor of the new think[box] facility, scheduled to open in the fall.
The partnership was announced by John Nottingham and John Spirk, both Cleveland Institute of Art graduates, at Case’s Engineering Week banquet on February 26, during which they were the keynote speakers.
The idea is to build on Nottingham Spirk’s reputation for creating innovative products in the consumer and medical device fields by helping faculty members, and eventually students, fully develop their own ideas.
“We’re creating a partnership in innovation that they can see what the faculty are doing and what might be applicable to their work,” explains Jeff Duerk, dean of the engineering school. “They’ll be brainstorming how to take them to the next level. Nottingham Spirk is the premier design and innovation company in the United States. They’re like Reese’s Cups – they bring things together in such an obvious way. This is about how to take high-quality concepts and bring them to market faster.”
Bill Nottingham calls think[box] the “nexus” between Case’s seven schools and the CIA. “The greatest thing that can happen is we work together to promote more successes,” he says. “Hearing about think[box] and what they are doing to promote innovation, and hearing about the startups going on right down the hill from us, it’s really exciting.”
Nottingham sees the potential between the two organizations as unlimited. “There are going to be disruptive innovations that come out of think[box] based on the CWRU and Nottingham Spirk collaboration,” he says. “Our success is only as good as our relationships.”
The details of programs with students under the partnership have yet to be worked out, says Duerk, but should be soon.
The partnership was announced by John Nottingham and John Spirk, both Cleveland Institute of Art graduates, at Case’s Engineering Week banquet on February 26, during which they were the keynote speakers.
The idea is to build on Nottingham Spirk’s reputation for creating innovative products in the consumer and medical device fields by helping faculty members, and eventually students, fully develop their own ideas.
“We’re creating a partnership in innovation that they can see what the faculty are doing and what might be applicable to their work,” explains Jeff Duerk, dean of the engineering school. “They’ll be brainstorming how to take them to the next level. Nottingham Spirk is the premier design and innovation company in the United States. They’re like Reese’s Cups – they bring things together in such an obvious way. This is about how to take high-quality concepts and bring them to market faster.”
Bill Nottingham calls think[box] the “nexus” between Case’s seven schools and the CIA. “The greatest thing that can happen is we work together to promote more successes,” he says. “Hearing about think[box] and what they are doing to promote innovation, and hearing about the startups going on right down the hill from us, it’s really exciting.”
Nottingham sees the potential between the two organizations as unlimited. “There are going to be disruptive innovations that come out of think[box] based on the CWRU and Nottingham Spirk collaboration,” he says. “Our success is only as good as our relationships.”
The details of programs with students under the partnership have yet to be worked out, says Duerk, but should be soon.