When people talk about supporting local businesses, the conversation often centers around consumers.

A resilient business community is not built solely through customer support. It develops when local businesses, community organizations, leaders, and service providers create an environment that helps businesses adapt, recover, and continue operating when challenges arise.

That distinction has become more important in recent years. Economic uncertainty, labor shortages, inflation, severe weather events, cybersecurity concerns, and changing consumer behavior have all demonstrated how quickly conditions can change. Some businesses recover quickly. Others struggle to regain momentum.

The difference often comes down to resilience rather than size.

Stability Creates More Opportunities

One interesting aspect of resilience is that it is often associated with defense.

In reality, resilience frequently creates opportunity.

Businesses that maintain stability during uncertain periods are often better positioned to pursue growth opportunities when conditions improve. They can make decisions with greater confidence because they are not responding solely to immediate pressures.

This is one reason discussions around the Best Small Business Insurance options are often connected to broader business planning conversations. Business owners are increasingly looking at resilience as part of a larger strategy designed to support continuity, flexibility, and future growth.

The strongest organizations often view stability as a platform for opportunity rather than a barrier to it.

Strong Communities Are Built on Strong Networks

One of the most overlooked aspects of business resilience is connection.

Many small businesses spend most of their time focused on day-to-day operations. Owners manage employees, serve customers, oversee finances, and address immediate priorities. Long-term relationship building can sometimes move lower on the priority list.

Yet local business communities often become strongest when those relationships already exist before they are needed.

Business associations, local chambers, professional groups, and community partnerships frequently create opportunities for business owners to share information, exchange ideas, and learn from one another’s experiences. During difficult periods, those connections can become valuable sources of support and perspective.

A resilient community is rarely made up of businesses operating entirely on their own.

Resilience Looks Different Than Growth

Business growth and business resilience are often discussed together, but they are not the same thing.

Growth focuses on expansion. Resilience focuses on sustainability.

A company can grow rapidly while remaining vulnerable to disruptions. At the same time, a business can develop strong operational foundations that allow it to adapt when circumstances change.

The most resilient business communities tend to contain organizations that balance both priorities. They pursue growth while also investing in the systems, relationships, and planning necessary to support long-term stability.

That balance becomes increasingly important during periods of uncertainty.

Small Challenges Have a Way of Becoming Community Challenges

When one business experiences difficulties, the effects often extend beyond a single organization. Suppliers, customers, employees, service providers, and neighboring businesses may all feel the impact in different ways.

The same principle works in reverse.

When businesses become stronger, better prepared, and more adaptable, those benefits often spread throughout the broader community. Economic stability, employment opportunities, and local investment frequently become connected to the overall health of the business ecosystem.

This interconnectedness is one reason resilience has become a community conversation rather than solely an individual business concern.

Planning Often Matters More Than Prediction

Business owners frequently feel pressure to anticipate what comes next.

The challenge is that uncertainty rarely follows a predictable timeline.

Few organizations can accurately forecast every disruption, market shift, or operational challenge they may encounter. What they can do is prepare for a range of possibilities.

Many businesses that navigate uncertainty successfully focus less on prediction and more on preparedness. They evaluate vulnerabilities, strengthen internal processes, and think through how they would respond under different circumstances.

Organizations often work with advisors, industry specialists, and firms such as Marsh McLennan Agency as part of those efforts, particularly when they are looking at resilience through a broader operational lens rather than focusing on a single risk.

Preparedness does not eliminate uncertainty, but it can make uncertainty easier to manage.

Resilient Communities Are Built Over Time

There is no single initiative that creates a resilient business community.

More often, resilience develops gradually through relationships, preparation, leadership, and a shared commitment to long-term success. Businesses learn from one another. Community resources improve. Networks become stronger. Organizations become more capable of adapting when conditions change.

These improvements may not always be visible during stable periods, but their value often becomes clear when challenges emerge.

The communities that recover most effectively are rarely the ones that avoided disruption altogether. They are usually the ones that spent years building the connections, resources, and resilience necessary to move forward when disruption eventually arrived.

Ask someone to name the most important part of a large development project and they’ll probably mention the design, the financing, or the construction itself.

Rarely does anyone say logistics.

That is understandable because good logistics planning is almost invisible. When equipment arrives where it should, when materials show up on time, and when construction crews have what they need when they need it, nobody notices. The project simply appears to move forward.

The irony is that many of the delays, budget overruns, and operational headaches that plague large developments can often be traced back to logistics decisions made months earlier.

As projects become larger and more complex, the movement of equipment, materials, and information becomes just as important as the physical construction taking place on-site. The challenge is that logistics is often viewed as a support function when it is increasingly becoming a strategic one.

That shift is particularly noticeable in industries experiencing rapid expansion, where timelines are compressed and expectations continue rising.

Most Delays Don’t Start Where People Think

When a project falls behind schedule, attention usually focuses on the most visible part of the operation.

A construction delay. A labor issue. A permitting challenge.

Those factors certainly matter, but they are often symptoms rather than root causes.

The real issue may have started months earlier when a critical component was ordered too late, when transportation timelines were underestimated, or when project teams lacked visibility into supplier schedules. By the time construction crews discover the problem, there is often little they can do except wait.

This is especially true in sectors tied to modern infrastructure expansion. In environments connected to data center supply, for example, projects depend on highly specialized equipment with long lead times and complex delivery requirements. Power systems, cooling infrastructure, network equipment, and electrical components often need to arrive in a specific sequence for installation and commissioning activities to stay on track.

If one piece of that sequence breaks down, multiple downstream activities can be affected.

The challenge is not simply moving equipment from one location to another. It is coordinating hundreds of moving parts that all depend on one another.

That level of complexity requires planning far earlier than many organizations expect.

The Best Project Teams Think Beyond the Construction Site

One of the most noticeable shifts in large-scale development is that leading organizations are expanding their definition of project planning.

In the past, planning discussions often centered on design milestones and construction schedules. Those elements remain critical, but project teams increasingly recognize that many of their biggest risks exist outside the job site itself.

Port congestion, weather disruptions, labor shortages, and geopolitical events can all influence project outcomes long before materials ever arrive at their destination.

The organizations managing these challenges most effectively tend to view logistics as part of the overall project strategy rather than a separate operational activity. They invest time in understanding dependencies, identifying bottlenecks, and creating contingency plans before problems emerge.

Visibility Is Becoming More Valuable Than Speed

There was a time when faster delivery was considered the primary objective of logistics planning.

Today, many project leaders would argue that visibility matters just as much.

Knowing where equipment is, understanding supplier status, and identifying risks before they affect schedules often provides greater value than shaving a few days off a transportation timeline. Information allows organizations to make decisions while options still exist.

Without visibility, teams are often forced into reactive decision-making.

With visibility, they can adjust schedules, coordinate resources, and solve problems before those problems reach the construction site.

This is one reason organizations increasingly work with specialists whose focus extends beyond transportation alone. Companies such as BluePrint Supply Chain operate within a project environment where procurement, logistics coordination, supplier management, and schedule visibility all influence overall project performance.

The conversation is becoming less about moving materials and more about managing complexity.

Why Logistics Planning Is Gaining Executive Attention

The reason is simple. The financial consequences of delays have grown significantly. Large development projects involve substantial investments, tight schedules, and stakeholders who expect predictable outcomes. A missed milestone can create ripple effects that extend far beyond the original problem.

As a result, logistics planning is increasingly discussed alongside risk management, project governance, and strategic planning. Leaders want to know where vulnerabilities exist and whether project teams have enough information to make informed decisions.

The projects that perform best are rarely the ones that encounter no challenges.

More often, they are the ones that identify challenges early enough to respond effectively.

Looking at Projects Through a Different Lens

One of the most useful questions project leaders can ask is surprisingly simple:

“What has to happen before construction can succeed?”

The answer often reveals how much activity occurs before crews ever begin their work.

Equipment must be manufactured. Suppliers must deliver. Transportation networks must function. Storage locations must be prepared. Installation sequences must be coordinated. Information must move between teams.

Construction may be the most visible phase of a project, but it is only one part of a much larger system.

As development projects continue growing in scale and complexity, logistics planning will likely become even more important. Organizations that understand this reality are not treating logistics as a background activity. They are treating it as a critical component of project success.

In many cases, the difference between a project that struggles and a project that performs well comes down to decisions made long before the first piece of equipment arrives on-site.

When people think about government cybersecurity requirements, they often picture large defense contractors, federal agencies, or major technology providers.

What receives less attention is the growing impact these standards are having on smaller businesses that support government operations in one way or another. Local IT firms, engineering companies, software providers, manufacturers, consultants, and specialized service organizations are increasingly finding themselves subject to cybersecurity expectations that look very different from what they faced a decade ago.

For many of these businesses, cybersecurity is no longer just an internal operational concern. It has become an important part of maintaining eligibility for contracts, preserving client relationships, and demonstrating that sensitive information can be handled responsibly.

Security Expectations Extend Beyond Prime Contractors

One of the biggest changes in recent years has been the recognition that cybersecurity risk does not stop at the primary contractor.

Government agencies have become more focused on the broader network of vendors, subcontractors, and service providers that may have access to sensitive information or support critical operations. As a result, security expectations increasingly reach organizations that historically may not have viewed themselves as part of the cybersecurity conversation.

This shift has created new challenges for local businesses. Companies that once competed primarily on expertise, pricing, or service quality are finding that security practices now play a larger role in procurement discussions and contract opportunities.

In many cases, organizations are being asked to demonstrate cybersecurity maturity before work can even begin.

Compliance Is Becoming Part of Business Development

Historically, many smaller businesses viewed compliance as an administrative requirement that was addressed after contracts were secured.

That mindset is becoming more difficult to maintain.

Organizations pursuing government-related opportunities often discover that cybersecurity readiness affects sales conversations, vendor evaluations, and partnership opportunities much earlier than expected. Security requirements are increasingly influencing whether businesses are considered viable partners in the first place.

This reality has led many organizations to begin preparing for a CMMC assessment long before they expect formal requirements to apply. The objective is often not immediate certification. Instead, businesses want a clearer understanding of where they stand and what improvements may be necessary to remain competitive moving forward.

Cybersecurity is becoming part of growth planning rather than simply a compliance exercise.

Resource Constraints Create Unique Challenges

Large organizations often have dedicated security teams, compliance personnel, and specialized resources available to support cybersecurity initiatives.

Smaller businesses rarely have that luxury.

Many local organizations must balance cybersecurity investments against other business priorities while operating with limited budgets and staffing resources. Leadership teams are often responsible for making security decisions while simultaneously managing operations, customer relationships, hiring needs, and growth initiatives.

That can make compliance requirements feel particularly challenging, especially when technical expectations continue to evolve.

The difficulty is not necessarily understanding the importance of cybersecurity. The challenge is finding practical ways to implement and sustain security improvements while maintaining normal business operations.

Cybersecurity Has Become a Trust Issue

Government agencies and prime contractors are increasingly focused on trust.

Organizations want confidence that vendors can protect sensitive information, follow established security procedures, and respond appropriately when risks emerge. Technical capabilities remain important, but they are no longer the only factor influencing business relationships.

This is one reason discussions around CMMC certification levels have become more relevant throughout government supply chains. These frameworks help establish common expectations and provide organizations with a clearer understanding of how cybersecurity maturity is evaluated across different environments.

For many businesses, demonstrating security readiness has become part of demonstrating overall reliability.

The Impact Extends Beyond Government Contracts

One misconception is that cybersecurity standards only matter if a business works directly with government agencies.

In practice, the influence often extends much further.

Security expectations established within government ecosystems frequently shape broader market behavior. Prime contractors may apply similar requirements to subcontractors. Commercial clients may adopt comparable evaluation criteria. Partners may expect stronger cybersecurity controls simply because they have become standard within related industries.

As a result, improvements made to support government opportunities often provide benefits that extend into other areas of the business as well.

Organizations frequently discover that stronger cybersecurity practices improve operational consistency, risk management visibility, and customer confidence beyond compliance requirements alone.

Why This Trend Will Continue

Cybersecurity standards are affecting local businesses working with government agencies because digital risk has become increasingly interconnected.

Government organizations depend on networks of contractors, suppliers, technology providers, and specialized service firms to support critical operations. As those relationships become more connected, security expectations naturally extend across the broader ecosystem.

The businesses adapting most effectively are recognizing that cybersecurity is no longer a concern reserved for large enterprises. It is becoming part of how organizations build trust, pursue opportunities, and operate within environments where security expectations continue to rise.

For local businesses seeking to work with government agencies, cybersecurity is increasingly becoming a business requirement as much as a technical one.

PARSIPPANY — As New Jersey continues to experience a surge in film and television production, Parsippany-Troy Hills is emerging as a prime candidate to benefit from the state’s expanding entertainment industry through participation in the New Jersey Motion Picture and Television Commission’s Film Ready Program.

The Film Ready initiative is designed to prepare municipalities to effectively attract and support film and television productions. By becoming Film Ready certified, communities like Parsippany signal to producers that they are organized, welcoming, and capable of accommodating the unique needs of the industry.

The economic potential is substantial.

According to the New Jersey Motion Picture and Television Commission, Steven Spielberg’s latest film, Disclosure Day, generated an estimated $34 million in qualified production spending during just 23 days of filming in New Jersey while employing more than 1,800 crew members. The production filmed in 10 municipalities across six counties, including several locations in Morris County. Statewide, New Jersey recorded an estimated $834 million in film production spending in 2024, with 556 productions hiring more than 31,000 crew members.

Film productions bring direct economic activity into a community. Crews require hotel accommodations, dining, transportation, equipment rentals, and a variety of local services. With Parsippany’s strong hospitality sector, major hotel corridors, corporate campuses, and convenient access to interstate highways, the township is ideally positioned to capture this spending. Local businesses—from restaurants and caterers to dry cleaners and transportation providers—stand to benefit when productions are in town.

Participation in the Film Ready Program also opens the door for local residents to access employment opportunities, both directly on productions and through supporting industries. From set construction and security to catering and logistics, film projects create a wide range of temporary and repeat job opportunities.

“Parsippany is uniquely positioned to take full advantage of New Jersey’s growing film industry,” said Mayor Pulkit Desai. “Our central location, diverse landscapes, and business-friendly environment make us an ideal destination for film and television production. By embracing the Film Ready Program, we are opening the door to new economic opportunities, increased visibility, and meaningful partnerships that will benefit our residents and local businesses.”

Parsippany offers a diverse landscape of corporate campuses, suburban neighborhoods, historic sites, parks, lakes, and roadways that can double for a variety of filming locations. When featured in film or television, these locations can elevate the township’s profile, attracting visitors and future investment. Municipalities across the state have seen increased tourism and recognition after appearing in major productions.

“Becoming Film Ready is about more than just attracting film crews. It’s about positioning Parsippany as a forward-thinking community that welcomes innovation and opportunity,” said Frank Cahill, Chairman of the Parsippany-Troy Hills Economic Development Committee. “The ripple effect on our local economy—from hotels and restaurants to small businesses—can be significant. We are currently in the application process to bring this program to Parsippany. This initiative will create growth, visibility, and new opportunities right here in our community.”

New Jersey has made significant investments in becoming a national hub for film production, including major studio developments such as Netflix’s planned facility at Fort Monmouth and Lionsgate’s studio in Newark. As production activity continues to increase statewide, Film Ready communities are positioned to capture growing demand for filming locations and support services.

Film projects often generate excitement among residents, offering opportunities to see productions firsthand and even participate as extras. This fosters community pride while connecting residents to one of New Jersey’s fastest-growing industries.

Parsippany’s leadership, including its Economic Development Committee, has consistently focused on initiatives that drive business growth and visibility. Becoming Film Ready aligns with that mission, reinforcing the township’s reputation as a business-friendly, forward-thinking community.

As New Jersey’s film industry continues to expand, Parsippany is well-positioned to leverage its strategic location, infrastructure, and community support to become a destination for production companies seeking their next set.

With the right preparation and partnerships, the cameras may soon be rolling right here in Parsippany.

For additional information contact Frank Cahill, Chairman of Parsippany-Troy Hills Economic Development, at (973) 559-6000.

PARSIPPANY — Valley Bank, located in Arlington Plaza, celebrated its 50th anniversary of serving the community, showcasing how the bank makes a difference through exceptional service and lasting relationships. Valley Bank has two locations in Parsippany serving the community.

The celebration featured a ribbon-cutting ceremony led by CEO Ira Robbins, Parsippany-Troy Hills Mayor Pulkit Desai, Parsippany-Troy Hills Economic Development Chairman Frank Cahill, Ildiko Peluso, Elizabeth Haywood, the Valley Bank team, customers, community members and Chamber representatives, commemorating five decades of service in Parsippany.

Representing the Parsippany Area Chamber of Commerce were President Robert Peluso and board members.

Food was catered by Parsippany’s Best Pizza and Gourmet Cafe Italian Restaurant.

With more than 85 guests in attendance, the event brought together Valley Bank leaders, including Ira Robbins, Mark Beausoleil, Paul Roberts, Ildiko Peluso and the Parsippany team, along with local officials. Mayor Pulkit Desai, Councilman Paul Carifi Jr., Parsippany-Troy Hills Economic Development Chairman Frank Cahill and committee members presented Valley Bank with a commemorative plaque honoring its 50 years of service to the township.

Entertainment was provided by Parsippany High School student PJ Patrick Cameron on saxophone, while fellow student volunteer Daniel Montez captured the evening through photography.

The evening celebrated 50 years of Valley Bank serving the Parsippany community and looked ahead to many more years of building relationships. As Valley Bank approaches its 100th anniversary, having been established in 1927, the celebration honored both its rich history and its continued commitment to the communities it serves.

“Congratulations Valley Bank on the occasion of your 50th anniversary,” said Frank Cahill, Chairman of the Parsippany-Troy Hills Economic Development Committee. “For fifty years, Valley Bank has been a trusted financial partner, supporting businesses, families, and community organizations while helping shape the success and growth of Parsippany and the surrounding region.”

“Valley Bank has been an important part of the Parsippany community for five decades, supporting local businesses, residents, and organizations through every stage of growth,” said Mayor Pulkit Desai. “We are proud to celebrate this milestone and thank Valley Bank for its continued investment in our township and its commitment to building strong relationships that help our community thrive.”

PARSIPPANY — The Parsippany-Troy Hills Township Council is set to vote Tuesday on Resolution R2026-145, which would rescind Resolution R2025-200 and revoke the township’s support for Fresh Dispensary Parsippany, LLC’s application to the New Jersey Cannabis Regulatory Commission for a Class 5 recreational dispensary license.

The Council originally endorsed Fresh Dispensary’s application in November 2025, when it unanimously approved the company’s bid to open at 3159 Route 46 East, a location shared with A2B Indian Veg Restaurant, Fuddruckers and Days Inn. The endorsement followed a review by the township’s Cannabis Advisory Committee.

The agenda item does not specify the township’s reasoning for the reversal. The action follows a similar move in February, when the Council rescinded its support for Cypher Dispensary, LLC’s application for a Route 46 location after determining the site did not meet the township’s 100-foot residential setback requirement under Section 430-88(F)(11) of the Township Code.

The resolution is listed on the Council’s consent agenda for its June 23 regular meeting. Parsippany Focus will provide an update following the meeting.

PARSIPPANY — A joint venture is preparing to break ground on more than 281,000 square feet of new industrial space in Parsippany, in a project that will redevelop a former office property at 169 Lackawanna Avenue.

Greek Real Estate Partners said it is preparing for vertical construction at the site as part of a newly formed partnership with The Hampshire Cos. and third-party capital advised by Principal Asset Management. The move follows a $49 million recapitalization announced last week, along with a $30 million construction loan from Provident Bank.

The 281,215-square-foot warehouse will mark a new chapter for a site with a varied history, having served nearly a century ago as a candy and chocolate plant before becoming a data center for New York Life and, most recently, operating as a multitenant office building.

“We are excited to continue growing our presence in the Parsippany market and to redevelop this property alongside outstanding new partners,” said Alex Motiuk, director of acquisitions for Greek Real Estate Partners. “Few sites tell a story like 169 Lackawanna Ave. We are proud to carry it into its next chapter as a modern, highly functional industrial facility built for the users driving demand across the region.”

GREP acquired the then-occupied office building in 2023 and guided it through redevelopment and re-entitlement. The firm’s Greek Design|Build affiliate, serving as general contractor, has completed demolition and site clearing, putting the project on track for substantial completion in the first quarter of 2027.

Plans call for 40-foot clear heights, a 2,500-square-foot speculative office, 39 loading docks, two drive-in ramps and 3,000-amp, three-phase, 480/277-volt electrical service, along with parking for 144 cars and 30 trailers. The features are intended to support a range of industrial users, including those focused on regional distribution, last-mile delivery and supply chain operations, amid limited availability of modern Class A industrial space in that size range.

“We are pleased to partner with Greek Real Estate Partners and Principal Asset Management on the redevelopment of 169 Lackawanna Avenue, a project that reflects our continued conviction in northern New Jersey’s industrial market,” said Christopher Jon Imperatore of The Hampshire Cos. “It is especially exciting to collaborate with Greek, as both Greek and the Hanson families have been doing business in New Jersey for over 100 years.”

Imperatore added that with new supply constrained and demand for modern logistics space remaining strong, the partners believe the project is well-positioned to deliver a high-quality facility and long-term value in a tightening market.

Ryan Greer, vice president of commercial lending at Provident Bank, said the bank is pleased to support an experienced ownership and development group as it advances a market-leading Class A project.

Cushman & Wakefield’s John Alascio, TJ Sullivan, Chuck Kohaut and Nick Scibelli sourced the joint venture equity and debt for the transaction. KBC Advisors’ Marc Petrella, Andrew Siemsen and Sean Kelly are leading the leasing team for the property, which sits minutes from interstates 80 and 287 and routes 46 and 10.

The site is within a one-hour drive of more than 11 million consumers and benefits from proximity to Newark Liberty International Airport and the Port of New York and New Jersey, positioning it to serve last-mile, regional and national distribution users across northern New Jersey, New York City and the broader Northeast.

“We are proud to have arranged the full stack of financing for this exciting project on behalf of the outstanding Greek Real Estate Partners organization,” said Alascio, executive vice chair at Cushman. “169 Lackawanna Ave. will offer state-of-the-art industrial space in an infill, labor-dense northern New Jersey submarket.”

PARSIPPANY — The residual effects of COVID-19 are still negatively affecting the commercial market. During the three-year period from March 2020 to May 2023 most employees were forced to work from home. The pandemic forced business meetings to be held virtually through multiple online platforms. In the years leading up to COVID-19, many real estate professionals and appraisers predicted a virtual workforce, but COVID-19 seemed to make it occur overnight. Due to this, many office buildings remained unoccupied, and some have already been demolished for apartments and warehouse buildings.

Prior to COVID-19, Parsippany-Troy Hills Township had a very active 12,000,000 square feet of office space, second only to the City of Newark, with many companies having their corporate headquarters located in Parsippany. During the last two years, 20 office buildings containing over 3,000,000 square feet of office space were scheduled or already have been demolished. One of these buildings, 8 Wood Hollow Road, was recently converted into a 101-room boutique hotel – Troy Hotel. In addition, over 2,000 new luxury apartments including PARQ, The Lexica, The Lawrence, District 1515, Ballentine Greens and Avalon Bay have either been completed or are under construction on vacant sites where office buildings once stood. There are seven warehouse buildings containing over 1,100,000 square feet, that are also planned or nearing completion on sites previously used as office space. There is even a Topgolf under construction which is scheduled to open July 2026, on Route 46 East where three office buildings once stood. In addition, over the last 12 months the Township Council approved numerous properties to be “In Need of Redevelopment”, eight of which were buildings containing over 600,000 square feet of office space.

This reduction in office space has also had a direct effect on the hotel market. With most meetings now being held virtually, in-person meetings have been reduced significantly, therefore there is less reason for business travelers to rent hotel rooms. Hotel occupancy rates have seen an increase since 2020 but they are still lower than pre-COVID-19 occupancy rates.

During the past year many companies have been requiring their employees to Return-To-Work (RTW). Some private companies are also beginning a hybrid schedule, with employees working 3 to 4 days in the office and one or two days from home. As of today, most New Jersey State office employees are required to work three days in the office and two from home. Companies like AT&T, Goldman Sachs, JP Morgan, Tesla, Amazon, Home Depot, PNC Bank and others are going a step further requiring their employees to return to the office for the full five-day work week. Company executives feel that a return-to-work policy will help boost employee productivity, while also allowing longer term employees the chance to mentor new employees. This new work schedule will eventually have a positive effect on the office market.

During COVID-19 (March 2020 to May 2023) the retail market was also hit hard since most of the retail shopping was done online. Many regional malls have already been forced to close and many more are having problems. This has led to the rise in the warehouse market, which explains why so many new warehouse buildings are being built. Major retail companies use local warehouses to store popular inventory closer to consumers. This is where the term “Last mile Delivery” came from. Some warehouses are being branded as Modern Logistic Facilities. They begin as National warehousing, then Regional warehousing and finally Urban warehousing which are located near consumers for the final delivery point. Many retailers are now guaranteeing overnight delivery, so it is very important that they have storage facilities in close proximity to consumers. New planned or under construction warehouse buildings, located in Parsippany, having a total square footage of over 1,114,000 are listed below on sites where over 1,101,000 square feet of vacant office buildings once stood.

2 Hilton Court was a 172,000 square foot office building constructed in 1990 and was occupied by Diachii Sanko pharmaceutical company. It has been demolished, and a new 122,664 square foot warehouse building is completed, now occupied by US Auto Force.

7 Campus Drive was a 154,395 square foot office building constructed in 1982 and was occupied by Nabisco Brands in the 1990’s. It has now been demolished for a new 128,150 square foot warehouse building.

9 Sylvan Way was a 60,111 square foot office building constructed in 1983. It has been demolished for a new 67,219 square foot warehouse building.

3 Century Drive was a 71,941 square foot office building constructed in 1981. It has been demolished for a new 64,800 square foot warehouse building.

8 Lanidex Plaza was a 56,230 square foot office building constructed in 1980 and was previously occupied by Silox. It has been demolished for a new 140,031 square foot warehouse building.

169 Lackawanna Avenue was a 256,750 square foot office building constructed in 2001 and was originally occupied by New York Life Insurance. It has been demolished for a new 281,198 square foot warehouse building.

5 Wood Hollow Road is a 329,940 square foot office building constructed in 1980 that was granted approval to demolish the building and build a new 310,168 square foot warehouse building.

In Parsippany-Troy Hills Township there have been a few bright spots in the office market with companies leaving older office buildings and moving into office buildings that offer employee amenities such as fitness centers, cafes etc. This trend is known as renovation driven leasing. These moves have accounted for the recent leasing of over 330,000 square feet of office space.

Some examples of these are:

8 Sylvan Way – B & G Foods leased 31,000 square feet and Day Pitney leased 56,000 square feet

3 Sylvan Way – Acrisure Insurance leased 42,800 square feet

5 Sylvan Way – Porzio, Bromberg, & Newman leased 39,600 square feet.

4 Campus Drive – Einhorn, Barbarito, Frost & Botwinik leased 26,700 square feet and Summit Financial expanded their office area to a total occupancy of 42,000 square feet.

1 Sylvan Way – PBF Holding Company expanded their lease to include a total of 69,200 square feet

9 Entin Road – Provident Bank leased 23,000 square feet.

Other highlights include:

1269 Route 46 – a new 67,000 square feet Topgolf facility is scheduled to open in July of this year.

8 Wood Hollow Road – was once a 50,700 square-foot office building and it has now been converted into a 101-room boutique hotel to be branded as Troy Hotel by Wyndham.

6A Sylvan Way – was once a 215,535 square foot office building occupied by Avis/Budget. The site received approvals to demolish the office building and construct a 100,000 square foot Lifetime Athletic Club; which is currently under construction and is scheduled to open in the second quarter of 2027.

4 Gatehall Drive is a 247,579 square foot office building constructed in 1989. On June 1, 2026, Toll Brothers was granted approvals to demolish the existing four-story office building and build 178 stacked and non-stacked luxury townhomes for sale (142 Market units and 36 Affordable housing units).

It is my professional opinion that after taking into consideration all the repositioning of existing vacant office buildings into apartment and warehouse buildings and all the future Township approved repositioning of existing vacant office buildings, I feel that the stabilized office vacancy rate for Parsippany-Troy Hills Township is 12.5%.

Within the 25 square mile area of the Township, major highways intersect throughout the Township including Interstate 80, Interstate 287, Route 46, Route 10, Route 202 and Route 53. The Township offers easy access to major highways for companies looking to move to Parsippany-Troy Hills which has resulted in recent commercial growth.

Daniel S. Cassese is tax assessor of Parsippany-Troy Hills Township, is a professional, with over 47 years of experience in the field of tax assessment and real estate appraisal.