Peco is expanding its real estate footprint in the Philadelphia region.
The gas and electric utility company purchased a property at 100 Chesterfield Parkway in Malvern for $5.95 million in January, according to Chester County property records. The Philadelphia Business Journal first reported the purchase.
Peco’s Malvern acquisition “is part of a comprehensive, multi-year strategy to support the recent expansion and future growth of our operations teams,” Peco spokesperson Matthew Rankin said Thursday.
Administrative staff and “other support teams,” will work out of the new office, Rankin said, but did not say how many.
The property is near Peco operations facilities, Rankin said.
Peco’s expansion comes as the company brought in $814 million in net income in 2025, up 48% from the previous year. Exelon, the utility’s parent company, has said the increase was in part due to “favorable weather” and higher distribution rates.
The company proposed a rate hike again this year, but quickly withdrew the proposal after backlash. Peco had said it needed to increase prices for upgrades, to meet demand, including to prepare for data centers, and increase grid reliability. The company also cited extreme weather conditions, which can damage infrastructure.
Peco and its worker union, IBEW local 614 reached a tentative agreement on a new union contract this week, ending the company’s first worker strike in its history, which lasted three days.
John Serock closed on the historic wedding venue Loch Aerie Mansion on a Tuesday. The first wedding was that Saturday.
It was a natural transition for Serock, whose catering company has exclusively worked with the venue since its former owners, Steven and Dana Poirier, purchased the Malvern mansion in 2016 with the intention of giving the property a new life. Serock had come in early in the process, working with the Poiriers as they restored the historic estate and turned it into its latest iteration: a wedding venue.
But Serock had first laid eyes on the property, which is more than a century old, in 2006. He had a storefront up the street and, one day, with the leaves off the trees, the mansion just appeared before him. He thought it would make a “cool” wedding venue.
Now, 20 years after that first sighting, the mansion has become Serock’s first venue of the sort.
“I was starting to get the itch to maybe look into my own venue, and then COVID hit, and I swore I said it’ll be a long time before I ever sign another piece of paper,” he said. “Then as the few years went on, and we started talking with Loch Aerie, I went back and forth … did we need this next step? But when I really broke it down, this is something I felt I needed.”
Serock closed in mid-May, purchasing the property for $3 million and the business for $1 million. His company took over the existing book of business, honoring all future weddings. It is working on filling up the rest of the calendar, aiming for not a single Saturday off, he said.
Under the new ownership, Serock plans few cosmetic changes — except making more photo-worthy backdrops — but will focus on operational tweaks and increasing business from corporate and nonprofit clients midweek.
The venue is rolling out “Nonprofit Thursdays,“ offering “severely discounted” rates for nonprofits to throw fundraisers during the week.
To appeal more to business leaders, it is looking into putting a central sound system, so clients do not have to bring in a separate company.
More generally, Serock is looking to add a liquor license — Loch Aerie is currently BYOB — with the goal of making things as “easy and turnkey as possible” for clients, he said.
For weddings, which make up 95% of Loch Aerie’s business, the venue lowered its offseason pricing immediately, Serock said. Saturdays in the offseason will run $7,000, compared with about $10,000 during the peak in May, June, September, and October. Fridays and Sundays go from $4,500 in the offseason to $8,000 and $7,000, respectively.
The four-story stone mansion has a newly constructed 5,000-square-foot ballroom addition that accommodates around 200 guests. The venue features billiards and dining rooms, a parlor, an entry hall and dramatic stairway, suites to get ready, and outdoor spaces.
Serock sees this as a first of several venues to come, hoping to build a portfolio out of multiple properties. He is not in a rush, he said, and Loch Aerie has served as a learning experience.
“You couldn’t ask for a better opportunity, because really, like I said, nothing changed,” he said. “It’s an easier transition, because I already understood ‘where’s the circuit breaker,’ or ’how’s this work’ … so that’s a good first step. And even since then, I learned a lot.”
In the years before that, it served as a home or a business space for those “whose occupancies were short lived and rather destructive,” according to the website.
Since first seeing the property in 2006, Serock has heard dozens of stories about it — almost folkloric in its history between historic design and a biker gang — and how it has served as a reference point, a piece of Chester County legacy.
“For me, we’re building these new memories with our couples and families, but I think it’s really important that we’ve been able to also save and maintain this property, especially in the age where everybody wants to just knock down and have the brand, the shiny new toy, and whether it’s a house or car,” Serock said. “I think it’s really cool that we’ve had this opportunity to save this house. The Poiriers saved it, but we’re continuing that legacy.”
This suburban content is produced with support from the Leslie Miller and Richard Worley Foundation and The Lenfest Institute for Journalism. Editorial content is created independently of the project donors. Gifts to support The Inquirer’s high-impact journalism can be made at inquirer.com/donate. A list of Lenfest Institute donors can be found at lenfestinstitute.org/supporters.
Construction is often a family business. Mike Lloyd, as a Harvard Law graduate, former Wall Street trader, past counsel for Uber and Chevron, and a native of south Louisiana, had a first-class outsider’s resume when he arrived at Malvern-based IMC Construction, one of the mid-Atlantic’s largest general contractors.
But Lloyd is family, too: In 2017, engaged to the boss’ daughter, he took over as IMC’s general counsel, and moved onto a new career path that added his professional and personal skills to IMC’s career construction managers.
Since 2023 he’s been president and the firm’s controlling owner. On his watch, IMC revenue has risen more than 70%, to $600 million, and it has added offices and clients in New Jersey and Delaware, with more planned. The firm, founded in 1976, now employs 300, plus dozens of subcontracted crews at any given time.
Senior managers of IMC Construction, 2025. CEO Mike Lloyd is third from right; his predecessor, IMC chairman and Lloyd’s father-in-law Robert Cottone, is third from left.
Jobs that IMC built or rebuilt in recent years includePenn and Jefferson medical projects, Prologis warehouses in Marcus Hook, the Morgan Lewis tower at 2222 Market St., new plants for Merck, Solenis and other biotech companies, apartments at the Granite Run Mall, the Promenade at Upper Dublin, the King of Prussia Town Center, and more than 100 other area sites.
Lloyd recently spoke with The Inquirer at IMC’s Chester County headquarters and on a tour of its nearby Great Valley Apartments complex, for developer Greystar. The conversation has been edited for clarity and length.
How did you get this mid-career opening into the construction business?
Rob Cottone [his predecessor as IMC CEO] recognizedhe needed support to help the organization grow across the Mid-Atlantic.
This business is hand-to-hand combat every day. Every day is different.
What I bring to the table is my broad skill set. I’ve worked in finance. I’ve worked in law. I’ve worked in mergers and acquisitions, with big and small companies. I’m comfortable with financial companies, whether for IMC’s own work, or to help the building owners get comfortable with the construction lenders.
I don’t pretend to know things I don’t. We build a team of specialists who complement each other.
What’s an example?
Phil Ritter, a senior project manager, had the idea of creating a Special Projects division for jobs worth $5 million and under. You use a different pool of contractors, and a faster operating model, but you get the benefit of working for a large, efficient organization.
I worked on the business plan, and in 2020 he started it, with maybe a million dollars in revenue that year. In three years, we were doing $30 million. We had a tremendous success doing small projects for Penn Medicine and Jefferson and others.
Many companies would not have put a top project executive in charge of a new business. It costs overhead while working on a business plan. But that’s how we invest in people.
We opened in 2022 in Edison, N.J., with four employees. We are now 37 there, of our 300 total, with $210 million in projected revenue for 2026. Our biggest job is the Crossings at Brick Church in East Orange, a transit-oriented multifamily development for Triangle Equities.
Are those smaller projects non-union?
The labor is driven by the clients’ demands. As a general contractor, we are a merit shop [using both union and non-union contractors]. Our jobs are often 100% union, not always.
Sometimes we do jobs for a lump-sum price, sometimes open-book, guaranteed-maximum, the approach pioneered by Buck Williams [who founded IMC in 1976]. It takes a lot of working with the owners.
Mike Lloyd, CEO of IMC Construction, in the company’s Malvern headquarters, in January. Behind him are renderings and photos of some of IMC’s recent projects.
You’re building a lot of apartments lately?
We see a tremendous amount of suburban apartment demand.
A lot of these are places where people can avoid going to the city, when you can have a nice dinner and do some retail shopping close to work, close to home. You have that in King of Prussia, you are getting it in the Great Valley, you will see more of it at the Navy Yard, and in Ardmore.
We recently broke ground at 100 Lancaster in Ardmore for Radnor Property Group, and the Great Valley Apartments we’re building for Greystar. You have a demographic of millennials who are finally getting married and moving out of the city as they have kids.
We survived COVID by completing over six million square feet of warehouses. We have turned over nearly 5,000 apartment units since the year before I joined, which should make IMC one of the largest apartment builders in the Philadelphia region. We have turned over 1,700 senior-living units over the past five years, which makes IMC the largest builder of senior living units [around Philadelphia.]
Has office construction peaked?
I don’t know that offices have peaked. I’m actually bullish on office construction. We’re completing our rebuild of 680 Swedesford Rd. [in Wayne], for example. Employers want to get their people back together. There’s benefits for collaboration and connection.
But they want higher-quality space. More light and amenities. They want a kind of ecosystem, like you see at the Navy Yard, where Ensemble is investing in life sciences. They have labs, offices, apartments, and amenities.
At the King of Prussia Town Center, the retail draws people in, and they’re building offices around it. You see a similar trend in the Great Valley. Historically there was this corporate office campus, now there are restaurants, hotels, apartments all around.
Is biotech construction stalled?
We are part of a $100 million lab project in Delaware. We did Penn’s Center of Healthcare and Technology in Center City. We built the Radnor outpatient center —it’s a model. We built their facility in Chesterbrook. And the hospitals are still building.
After years of industry support for underrepresented contractors, are you feeling whiplash due to President Donald Trump’s reaction to DEI?
We are now one of the largest minority-owned contractors [in the country]. We don’t distinguish ourselves by being a minority contractor; we aspire to be the leading general contractor in the Mid-Atlantic region by leveraging technology in unique ways and creating solutions to serve our clients’ needs.
We happen to be a minority-owned company. I personally care about expanding opportunities. We have broadened the subcontractor pool and awarded $1 billion of subcontracts to minority- and women-owned businesses.
We have not felt much backlash or reversal. Many owners still feel committed to expanding the contractor pool. In the current administration it may need to be structured differently.
Will your kids make this a family business?
Our children are young. My daughter has already told me she wants to build her own house, and I can live in it if one day we were working together.
Vanguard spokespeople in 2020 stressed that Infosys planned to use the outsourced workers to open a “Mid-Atlantic Center of Excellence” facility in Malvern.
Infosys officials said they hoped to hire more U.S. workers to outsource work from financial companies into the center under a veteran Vanguard manager, Martha King.
Martha G. King headed a retirement services unit at Vanguard Group and moved with a large part of her team to Infosys when the work was outsourced in 2020.
It was “the largest-ever deal signed in Infosys history,” Pravin Rao, chief information officer, told investors in a conference call the day after the deal.
The stock jumped 15% on the news. Infosys president Mohit Joshi promised to improve retirees’ investment experience and set a higher service standard.
But the expected new business didn’t materialize. Infosys’ growth slowed after 2020. The company’s stock is now worth less than when it signed the Vanguard deal, and its major U.S. office centers are elsewhere.
The Vanguard arrangement itself has partly unraveled. Infosys “is in the process of transitioning services back to Vanguard,” according to a report an Infosys official in Atlanta sent to the Pennsylvania Department of Labor and Industry on Jan. 27.
All but 10 will be offered jobs at Vanguard, according to the note, which referred state officials with any questions to a manager at Infosys’ Business Process Management (BPM) group in India.
That Infosys BPM outsourcing unit, initially financed by New York-based Citibank, had grown through the 2000s and 2010s by acquiring other outsourcing firms in the United States, Europe and Australia, adding business even as the backlash against outsourcing U.S. jobs grew.
The outsourcers tended to have lower pay. Vanguard employees who made the switch to Infosys got reduced benefits. New hires were paid lower rates than Vanguard veterans, according to former Vanguard and Infosys employees.
President Donald Trump has said he will curtail H-1B visas for foreign workers who come in the U.S. to work for outsourcing companies and other contractors and added $100,000 yearly application fees, though these have not been applied to all H-1B employers.
Two people familiar with Vanguard operations says it will continue to have some work done by Infosys and other tech outsourcing contractors.
Vanguard and Infosys declined to answer questions about what work Infosys will continue to perform for Vanguard.
Vanguard offered a general statement: “We’re proud to attract top talent to deliver the best possible outcomes for our clients. We also value our relationships with outside specialists who bring unique skillsets and the flexibility to allow us to deliver for our clients.”
A check of U.S. H-1B visa records shows Infosys relied less on foreign workers for its U.S. operations since signing the 2020 Vanguard deal — whether because it hired more Americans as promised or also because of a slowdown in new business.
The total of Infosys H-1B visa holders in the U.S. peaked at around 21,000 in 2019, the year before the Vanguard deal, falling steadily to around 5,800 last year. The number of Infosys visa holders in Malvern dropped even more steeply over that period, the records show.
But during the same period, Vanguard’s own use of H-1B visas for company employees increased, from an average of under 100 a year from 2020 to 2023, to more than 200 in each of the last two years.
The visa holders include Vanguard’s $625,000-a-year-salary head of investor advice and wealth management, a post occupied by Canada native Johana Rotenberg, and its $300,000-a-year head of fraud strategy, now occupied by a banking-industry veteran, Pooja M, from India. Veteran Vanguard managers receive most of their pay as fund bonuses.
Most of the Vanguard H-1B visa workers were paid between $100,000 and $200,000 a year. Roughly half of the Infosys visa workers were paid $100,000 a year or less.
Inquirer staff writer Joe Yerardi contributed to this article.
Michael Chain Jr.oncehad to exit the Pennsylvania Turnpike at Downingtown and drive a zigzag pattern on State Routes 100, 113, 401, and 29 to reach his hotel.
So did his customers.
But thenthe turnpike built Exit 320, an all E-ZPass interchange thatconnects to Route 29 and brings traffic right to the family-owned Hotel Desmond Malvern, a DoubleTree by Hilton.
“It would easily take 20 minutes,” said Chain, general manager of the property. “Now you cut that in half, if not more.”
When it opened in December 2012, the interchange helped spur billions in new commercial and residential development in Chester County’s Great Valley.
Michael Chain, general manager at a hotel in Great Valley, says the Route 29 ramp has transformed his business.
Corporate office parks expanded and new ones sprouted. Vanguard relentlessly expanded its campus for its 12,000 workers. Pharmaceutical and biotech companies moved there. Pfizer, Johnson & Johnson, Teva, and other pharmaceutical companies planted offices and research laboratories there.
Thousands of people moved in to take advantage of the new jobs or a suddenly more convenient commute to Philadelphia and its inner-ring suburbs, Berks County, Lancaster, or even Harrisburg.
More than 10 years later, the effects of the turnpike’s project are evident, but the real estate market is evolving to meet a lower post-pandemic demand for traditional office space and a higher demand for more housing.
Through American history, transportation and development have been yoked. Towns and cities have grown around navigable rivers, post roads, national highways, railroads, interstates, turnpikes, and public transit.
“This new interchange was explosive in terms of the economic impact in that particular region in a way I’m not even sure we had anticipated,” said Craig R. Shuey, chief operating officer of the Pennsylvania Turnpike.
The key to success
Experts caution it would be a mistake to attribute too much of the growth in the Great Valley solely to the turnpike exit.
The area’s transition from agricultural and industrial to commercial mixed-use was already well underway when it opened. Real estate developersRouse & Associates acquired land in 1974 and began building the Great Valley Corporate Center, a 700-acre business park.
As the Pennsylvania 29 interchange was under construction, the U.S. 202 widening project occurred, helping ease the flow of traffic, although it stillgets congested at peak hours.
The Route 29 electronic toll interchange.
The exit “plays well with an improved Route 202,” said Tim Phelps, executive director of the Transportation Management Association of Chester County.
It’s also served by SEPTA Regional Rail Service and Amtrak, and there’s a connection to the 18.6-mile Chester Valley trail for biking, running, and walking.
“The key isall the multimodal access to the area from different points,” Phelps said. “You move goods and freight along corridors and people to jobs; transportation is economic development.”
New rise in residences
Growth hasn’t been linear.
”Since COVID the office market has been struggling everywhere, and a couple of years ago the funding for biotech became harder to get,“ said John McGee, a commercial real estate broker and developer. ”Both of these events had a negative impact on demand for [office] space in Great Valley.”
Other signs of a softer market in commercial space:
Malvern Green, a 111-acre office park owned by Oracle, is up for sale, marketed as a redevelopment opportunity. It has 759,000 square feet in four buildings on Valley Stream Parkway, off Route 29.
A 10.3-acre office property on Swedesford Road is slated to be demolished and turned into a mixed-use campus, with 250 apartments and about 6,700 square feet of retail and dining.
With the pandemic rewriting the rules of work beginning five years ago, residential development has picked up, driven by housing scarcity and lack of affordability.
Deb Abel, president of Abel Brothers Towing & Automotive, has seen the area evolve from her position as chair of the East Whiteland Planning Commission and as a member of the Chamber of Business & Industry.
Deb Abel, chair of the East Whitefield Planning Commission, says workforce development is key to the area’s growth.
“We talk all the time about workforce development,” Abel said. “People don’t want to come to work where they can’t afford to live.”
More — and more affordable — housing is key both for current and future staffing needs. Workers shouldn’t have to commute from other areas with more housing options, Abel said.
‘A tangible asset’
To Chain, the hotelier, travel time saved by the interchange is a tangible asset.
“It improves the quality of life on a personal level, and [in business] I’m a beneficiary of people staying on the turnpike,” he said.
As corporate travel budgets waxed and waned in the Great Recession and pandemic years, the Hotel Desmond beefed up other lines of business. An events space at the resort-like hotel now provides about half the revenues, Chain said.
The interchange has helped him draw conference business from statewide associations, most of them in Harrisburg.
And in recent years, youth sports travel teams from New York and New Jersey attending weekend tournaments in the region have filled rooms while using the interchange for easy access. Hockey teams are big.
‘A natural progression’
A new multifamily project for Greystar Real Estate Partners is rising next to Route 29 on undeveloped land.
IMC Construction is building a five-story, 267-unit apartment building featuring a rooftop lounge, fitness center, coworking space, pool courtyard, grilling stations, and more.
IMC Construction signs and traffic markers along North Morehall Road in Malvern.
A 133-unit “active adult” apartment building for people who are 55 and older is also under construction.
Project manager Bob Liberato grew up in the area when Route 29 was a country road with one traffic light between Phoenixville and Route 30.
It seems ironic now, but he remembers a petition circulating among fellow students at Great Valley High School to oppose the turnpike’s interchange proposal. Pretty much everybody signed.
“We wanted to stop the turnpike because we liked our life,” Liberato said. “It was open, mostly fields and trees. Being able to go outside, have parties in the woods — all of that was great.”
So what he’s doing now is, in a way, part of the circle of life.
“We’re seeing a shift toward more residential projects, and there is a runway for more in the Great Valley,” said Liberato. With a scarcity of new development, ”it’s a natural progression in a lot of Philly suburbs.”
Parts of Chester County saw more than a foot of snow, with the heavy snowfall delaying trash collections, closing municipal offices, and shuttering school buildings countywide Monday.
East Nantmeal saw some of the highest snow totals in the county — and the entire Philadelphia region —with 12.8 inches blanketing the township as of Monday morning, according to the National Weather Service. Malvern wasn’t far behind, with 12.5 inches. East Goshen racked up the lowest total reported in Chester County, sitting around 8. Chester County municipalities saw some of the highest snowfalls in the collar counties, and outdid Philadelphia, which topped out at 9.3 inches.
Mostof the region received between six and 12 inches by Sunday evening.
But even with the gradient of difference in Chesco, it was enough to close all school districts’ buildings in the county Monday. Some districts instituted flexible remote learning schedules. Others gravitated toward a traditional snow day.
“Students are officially expected to enjoy this winter wonderland — and take a well-deserved breather at the midpoint of our school year,” Kennett Consolidated School District wrote in a post on its website.
The districts hadn’t yet made their calls by noon Monday about returning to school for the rest of the week, but several said flexible instruction may be implemented if road conditions don’t improve.
As municipalities continue to plow streets, many are still calling for no street parking, with several offering free parking in borough lots or parking garages. Municipal meetings are also being rescheduled as residents continue to dig out.
Meanwhile, across the county, residents should expect their trash and recycling collection to follow a different schedule this week.
Here’s a look at the trash collection delays municipalities have advertised online:
Avondale: Trash pickup moved to Tuesday.
Caln: Shifted by one day through the week, beginning Tuesday for Monday customers.
Kennett Square: Trash pickup moved to Wednesday.
East Brandywine: Trash pickup moved to Wednesday.
East Bradford: Trash pickup moved to Saturday.
East Caln: Trash pickup canceled this week.
East Fallowfield: Trash pickup moved to Saturday.
East Goshen: Shifted by one day through the week, beginning Tuesday for Monday customers.
Easttown: Trash pickup moved to Tuesday.
Elverson: Trash pickup moved to Wednesday.
Sadsbury: Shifted by one day through the week
Spring City: Trash and recycling delayed until Tuesday and Wednesday.
Upper Uwchlan: Trash and recycling for Monday will be delayed until at least Tuesday, but the township may have further updates.
Uwchlan: Trash pickup moved to Wednesday.
West Chester: Shifted by one day through the week.
West Goshen: No collection Monday; the township will provide updates on collection for Tuesday.
West Whiteland: Trash pickup moved to Wednesday.
Westtown: Shifted by one day through the week, beginning Tuesday for Monday customers and Friday for Thursday customers.
But the Rochester, N.Y.-based supermarket chain won’t say whether it’s collecting biometricdata on shoppers at eight Philly-area stores. There are Wegmans stores in Cherry Hill and Mount Laurel in New Jersey and in Glen Mills, Malvern, King of Prussia, Collegeville, Warrington, and North Wales in Pennsylvania.
Patrons at some New York City Wegmans locations learned earlier this month that the supermarket chain had begun to collect, retain, store, and share data on their faces, eyes, and voices. The information, Wegmans said, was being used for “safety purposes.”
“This is information that can be used to identify or help identify you,” a sign posted at Wegmans in New York City said, according to reporting from the online news site Gothamist. “We use facial recognition technology to protect the safety and security of our patrons and employees, and do not lease, trade or otherwise profit from the transfer of biometric identifier information.”
Wegmans does not “get into the specific measures used at each store” for “safety and security purposes,” Wegmans spokesperson Marcie Rivera said in an email.
Rivera said Wegmans has deployed cameras equipped with facial recognition technology in “a small fraction of our stores that exhibit an elevated risk.” Wegmans is using the technology in a “handful of states.” It posted mandated signage in New York City to comply with local regulations, Rivera said.
Wegmans has previously said that the surveillance software is used to help identify individuals who “pose a risk to our people, customers, or operation.”
Biometric surveillance is becoming increasingly common but is not yet widespread, said Gus Hurwitz, senior fellow and academic director of the Center for Technology, Innovation and Competition at Penn’s Carey Law School.
Companies that use biometric surveillance do so for a number of reasons, but seldom tell consumers what their data is being collected for. Data collection can help companies understand what consumers are purchasing and how they’re moving through stores, Hurwitz said. Biometric data collection can also be used for dynamic pricing, when retailers change prices in real-time depending on a number of factors, including time of day, demand, weather, and consumer behavior.
Hurwitz said it’s important to distinguish between real-time and non-real-time biometric screening. Non-real-time screening has been happening for decades in the form of security cameras and other data collection tools, often used for market research purposes.
Real-time screening, however, is a newer frontier with a far murkier regulatory landscape.
Businesses in New York City that collect biometric data are required to post signage notifying customers, per a 2021 city law, however the agency in charge of implementing the law has no enforcement mechanism for noncompliant businesses, a city official told Gothamist.
A bipartisan bill regulating biometric data collection is currently moving through the Pennsylvania legislature. A recently introduced bill in the New Jersey Legislature would require any entity collecting biometric information to post a “clear and conspicuous notice” at every entryway to their business, like in New York City.
Hurwitz said we’re “still very much in the development era of these sorts of technologies,” and that he expects more and more government entities to hone in on regulating them in the near future.
In a small fictional town in Louisiana, the six women centered in Steel Magnolias have forged a community among — and an ever-deepening relationship with — each other. In a real town in southeastern Pennsylvania, a group of women who have worked together for decades are bringing those characters and those deep bonds to life at People’s Light in Malvern.
“You don’t have to worry about if that familiarity is there,” said Janis Dardaris, who portrays Clairee, the widow of the town mayor. “You just sit on the stage and it’s there. There’s no working at it. I sometimes wonder, what would it be like doing this play with completely different people that I didn’t know?”
As the women portray lifelong friendships, they have been able to find that depth and heart because of their own close connections. They’ve known each other for decades through their work in the arts — up to 50 years, in some cases, with some combination of them overlapping in at least a dozen shows in recent years.
Talking together in a room at the theater days before the Sunday opening, they occasionally finished each other’s sentences, extrapolating thoughts for each other.
Abigail Adams, the production’s director who has directed the women in several other performances, has a sense of how each of them works — how much time it takes for them to process, when to ask for something in their performance and when to hold back.
Claire Inie-Richards, who plays young nurse and newlywed Shelby, and Susan McKey, who plays her mother, M’Lynn, have portrayed a mother-daughter duo three times over 20 years.
Though with each role they learn each other anew, “There’s no substitute for time,” Inie-Richards said.
Marcia Saunders (left) and Brynn Gauthier are part of an all-women ensemble performing “Steel Magnolias.”
Brynn Gauthier, who makes her People’s Light debut in her portrayal of Annelle, is the new addition to a group of women whose history stretches back decades.
At first she thought it might be intimidating to work with people who have known each other and worked together for so long, but it felt like she got to be part of the journey of the cast getting to know each other in a new way through this show.
That familiarity is not without its challenges, though. Marcia Saunders sometimes feels “Marcia” surface in place of “crusty” Ouiser.
“That’s been challenging because of my relationship with these people and this institution, which is like a home to me,” she said.
Told as a series of moments in the women’s life within the safe confines of Truvy’s in-home hair salon, the play opens with Truvy and newcomer Annelle preparing Shelby for her wedding. Shelby and mother M’Lynn discuss wedding preparations, while local grouch Ouiser gripes about their property line.
Clairee arrives, windswept, from a dedication ceremony honoring her late mayor husband. Annelle, originally reluctant to give any information at all about herself, breaks down, admitting to the women that her husband has disappeared — with her money, her car, and her jewelry. She finds immediate support.
It’s just the start of how the relationships evolve and deepen in Robert Harling’s play, set in a southern town in the 1980s.
From left, Janis Dardaris, Susan McKey, and Claire Inie-Richards, members of an all-women ensemble performing “Steel Magnolias,” speak about working together for decades — some for more than 50 years — during an interview at People’s Light in Malvern.
Even though the viewer slowly learns more about the women’s external lives and pressures — confronting joys and tragedies — the play never leaves the salon.
“I love how this play – it’s about these women. It’s about this place. It’s about us. And I just think that makes for such a strong story, and I think more poignant than the movie,”McKey said.
Gauthier observed that there’s something inherent to women’s friendships in how they can discern when to tiptoe and when to confront in their care for each other.
Marcia Saunders (from left), Brynn Gauthier, Janis Dardaris, Susan McKey, Claire Inie-Richards, and Abigail Adams speak of their performing “Steel Magnolias” at People’s Light in Malvern.
“Truvy’s place is the place where they can be fully themselves, and they really can’t be fully themselves in their domestic arrangements, not in the same way,” Adams said. “They can’t be as outrageous, and they can’t be as vulnerable.”
It’s the vulnerability, that unyielding support for each other despite personal differences, that the women think today’s audiences will connect with. Though the story — popularized by a film adaptation released in 1989 starring Julia Roberts, Sally Fields, and Dolly Parton — is often thought about as a sentimental tearjerker, it’s injected with lightness, Gauthier said. .
“It’s kind of like the best episode of like Friends or a TV show you really love, where you just are spending time with these people,” she said.
“There’s always going to be intrigue and interest and drama, but there’s an element of just sitting with these people that you really enjoy and getting to experience them really fully,” Gauthier said. “It’s really nice to just have these characters that are so easy to fall in love with.”
“Steel Magnolias” continues through Feb. 15 at People’s Light, 39 Conestoga Rd. in Malvern. Information: peopleslight.org or 610-644-3500.
On a recent wintry evening at Queen Village’s Moon and Arrow, a group of 10 women poured essential oils into beakers, mixing them with carrier oils.
They’d gathered for a workshop led by Tasha Gear, founder of local brand Linear Beauty, who instructed as they created a formula for body oils.
The 10 women took a whiff of each other’s potions, commented on their notes, and took in the smells.
Here was a perfect picture of Philadelphia’s beauty scene, which is having a moment — not the glossy, influencer-backed boom of coastal cities, but something scrappier, smarter, and deeply local.
Across the city, indie founders are hand-batching serums, mixing skincare in one-kilogram beakers, and designing products meant to withstand SEPTA, summer humidity, and long work shifts.
Leila McGurk (left) laughs with Leah Antonia at a DIY body oil workshop organized by local skincare brand Linear Beauty at Moon and Arrow, a boutique in Queen Village on Thursday, Dec. 4, 2025.
They are united by a commitment to science, transparency, and community,
At the center of this shift is Indie Shelf in Grays Ferry and Malvern, where cosmetic scientist Sabeen Zia helps customers navigate an often confusing clean-beauty landscape.
“Clean beauty goes beyond ingredient lists,” the Main Line resident said. “It’s how a product is developed, packaged, and the values behind it.” Zia doesn’t draw up fear-based “toxic ingredient” lists. Instead, she relies on science-backed safety standards and direct conversations with product founders.
“People come in because they want to support small businesses, but they stay because they’re stunned by the changes in their skin,” she said.
Sabeen Zia runs Indie Shelf, which stocks a bunch of indie beauty brands. She also runs a brand called Muskaan that she sells at the store, in Philadelphia, December 11, 2025.
Before opening the shop in 2019, Zia ran her own makeup line, Muskaan Beauty, which was cruelty-free, vegan, gluten-free, and halal. It struggled to get visibility — a challenge she realized many indie founders shared. “Philly didn’t have many clean beauty shops at the time,” she said. “It felt like a real gap in the market.”
A gap that Indie Shelf aims to fill.
Other local founders, too, swear by that community-first ethos.
A former professor of English at Stockton University, Adeline Koh of Sabbatical Beauty, hand-batches high-concentration, K-beauty–inspired products, often using ingredients from neighborhood businesses, like Câphe Roasters and Baba’s Brew.
“I wanted formulas that actually deliver what they promise,” she said. “Philly has so much pride in Philly-owned businesses. That made me feel this would be a really good market to build in. People here show up for their community.” She’s based in the Bok building.
As for what feels uniquely “Philly” in Sabbatical Beauty’s identity, she doesn’t hesitate when asked.
“We’re unapologetic about who we are, and that shows up in our emphasis on diversity: skin tones, body sizes, age. We want to expand what beauty means, not narrow it.”
Sabeen Zia runs Indie Shelf, which stocks a bunch of indie beauty brands. She also runs a brand called Muskaan that she sells at the store, in Philadelphia, December 11, 2025.
The brand is sold at local shops and spas.
Sabbatical Beauty also pours back into the city’s maker ecosystem — donating masks and sanitizer during COVID, hosting holiday toy drives, running small-business markets, and partnering with the Equitable Skincare Project to fund donation facials for the trans community.
It’s a similar story with brow artist Tara Giorgio.
When the Lancaster native grew frustrated by the discontinuation of her favored brow beauty products, she created Brow Gang — her line of high-pigment brow mousse and powders that are, as she says, made “for real life.”
Her products are sold in her two salons — in West Chester and Northern Liberties — and online.
Essential oils and an instruction sheet are pictured before Linear Beauty’s DIY body oil workshop at Moon and Arrow, a boutique in the Queen Village section of Philadelphia, on Thursday, Dec. 4, 2025. Linear Beauty is an independent Philadelphia-based botanical skincare brand founded by Tasha Gear.
Philly’s beauty customers, she said, are unique because this city is “a true melting pot — all cultures, all backgrounds, all brow textures, all lifestyles. We don’t like fluff in Philly and we want things that work and are priced reasonably.”
People here are busy and “they want products that make their lives easier — fast routines, long-lasting wear, and formulas that hold up through humidity, work shifts, SEPTA, the gym, real everyday life.”
Cosmetic chemist Tina D. Williams feels “there’s still a real lack of handmade, natural skincare” in the local market to feed that need.
Her Center City-based DVINITI Skincare crafts small-batch, food-grade blends of natural oils like argan, jojoba, and almond, which are designed for customization. Her philosophy, too, is rooted in the city: “The first ingredient in every DVINITI product is love — and this City of Brotherly Love is the perfect home for a brand built on self-care.”
Williams, who grew up in the Olney area and graduated from the Philadelphia High School for Girls, is all too familiar with the city’s cold winters and hot summers. “I grew up here, so I understand the kind of skincare [Philly] people need,” she said. She also sees the city’s scientific backbone as a natural fit for a chemistry-driven brand. “Philly is a tech hub and a leader in research and development. DVINITI is positioned well to scale and grow with the local resources here to support our clients’ needs.”
Linear Beauty founder Tasha Gear poses for a portrait at a DIY body oil workshop hosted by the beauty brand at Moon and Arrow, a boutique in the Queen Village section of Philadelphia, on Thursday, Dec. 4, 2025.
Another brand shaping the city’s beauty identity is Haiama Beauty, a Black woman–owned haircare line built in Philadelphia “because I love this city wholeheartedly,” said founder Allison Shimamoto.
Haiama’s Grow & Strengthen Elixir takes four months to make and uses premium, organic argan oil — not because it’s the most profitable, but because it’s the right way to make it.
Small-batch production allows the brand to source intentionally from BIPOC, LGBTQIA+, and women-owned suppliers and to design products that work across all curl patterns— from the Leona red-light scalp stimulator to the multipurpose Everything Cream.
What resonates with her Philly consumers, Shimamoto said, is connection. “People here want to know who’s behind the brand.”
Linear Beauty products are pictured at a DIY Body Oil Workshop hosted by the brand at Moon and Arrow, a boutique in the Queen Village section of Philadelphia.
Markets like Made@Bok and Art Star have helped Haiama meet customers face-to-face, build community, and grow within the city’s tight-knit maker ecosystem.
Philadelphia’s indie founders agree that the city’s beauty identity is defined by three traits: creative, authentic, community driven.
“The passion for high-quality products and supporting small business truly sets Philly brands apart,” said Zia. Even small details — easy drop-offs, quick restocks, face-to-face conversations with founder-formulators — become part of the city’s distinctive customer experience.
Local customers meet founders in person, pick up their products, return for refills, and show up at pop-ups and farmers markets.
Products at Indie Shelf, which stocks a bunch of indie beauty brands.
Despite challenges like tariffs, supply-chain delays, and seasonal slowdowns, Zia remains hopeful. Her dream? “For Philly to be known as the city for indie beauty — a place where founders can scale without losing their authenticity.”
Gear, who moved to Philadelphia in 2019 after spending a decade working in New York City’s Package Free Shop, agrees.
“Philly is a pretty no-B.S. city,” she said. “That shows up in everything I make.”
Next month, the Old City establishment will also roll out a “lighter portions, lighter prices” section of its regular menu.
This is all to keep up with the evolving preferences of Philly-area diners, said Barry Gutin, cofounder of Cuba Libre.
“We said, ‘We should put something on the menu for all sorts of people watching their diet and their money,’” said Gutin, whose staff has noticed GLP-1 users and nonusers alike requesting these options more over the past year. This trend has also been seen at Cuba Libre restaurants in Atlantic City, Washington, and Orlando, as well as at its Paladar Latin Kitchen and Bomba Tacos locations in the Philadelphia suburbs.
For customers, an added perk is that they pay less for these smaller-portioned menu items, Gutin added. He said diners have become more focused on value amid broader financial uncertainty.
“The economy dictates that we have a diversity in pricing that meets more people’s needs,” Gutin said. “You think about the way people look at menus online. They’re scanning through prices as well.”
The dining room at Cuba Libre in Philadelphia. A cofounder says staff has noticed GLP-1 users and nonusers alike requesting smaller-portioned, less expensive options more over the past year.
In August, more than a third of U.S. diners said they were dining out less frequently than they did a year ago, according to a survey from YouGov. Of the less-frequent diners, 69% said they were eating out less in part because of the perceived cost of restaurant meals, the survey found.
Lower-income consumers were most likely to have cut back on dining out, according to the survey, while middle- and higher-income folks hadn’t changed their habits substantially.
This jibes with what executives at the Federal Reserve Bank of Philadelphia are hearing, too.
“Even individuals with discretionary income to spend are being careful,” Anna Paulson, president of the Federal Reserve Bank of Philadelphia, said Wednesday. “For example, although people are still eating out in Philadelphia, contacts tell us that less expensive options on the menu are becoming more popular.”
“The only exception to this trend is at more upscale restaurants,” Paulson added. “High-income households, bolstered by a strong stock market, appear to be driving elevated consumption growth.”
The Ropa Vieja meal from the GLP-Wonderful menu at Cuba Libre as shown on Jan. 14.
Alcohol use among adults has plummeted, with just 54% of respondents saying they drink in a July Gallup survey. That’s the lowest percentage in at least 90 years. It likely drops even lower this month as some people abstain from alcohol as part of the Dry January trend.
All of these trends are on display at Philly-area bars and restaurants. And owners are trying to keep up.
“We’re definitely at a time of dramatic shift in people’s preferences and tastes,” said Avram Hornik, owner of FCM Hospitality, which runs about a dozen venues in the region. They include Morgan’s Pier, Harper’s Garden, Craft Hall, and Concourse Dance Bar, as well as seasonal cocktail and beer gardens such as the traveling Parks on Tap.
“I don’t think people are spending less or going out less,” Hornik said, “but I just think they are doing it differently.”
Customers dine at Liberty Point, one of Avram Hornik’s restaurants, in 2023.
At Hornik’s restaurants, overall sales have been consistent year over year, he said. Some customers are looking for smaller portions, he said, and late-night business has dropped precipitously. But group dining and special events have made up for losses in other areas, he said.
When customers decide an outing is worthwhile, Hornik said, they generally aren’t sparing expenses.
People are “looking for more of an experience when they go out to eat,” Hornik said. “It’s really about value: Am I getting a good value for the money that I’m spending?”
To retain customers, Hornik said his restaurants are leaning into weekly specials, such as $1 tacos at Rosy’s, and happy-hour deals.
At Cuba Libre, Gutin said he sees the GLP-1 menu, as well as the forthcoming lighter-portions menu, as a way to make his restaurants as appealing as possible for all diners.
At each location, only about a dozen people request the GLP-1 menu each week, he said. But if a group is considering dining at Cuba Libre and one person is on a GLP-1, the special menu could make or break their decision. He said it could keep the GLP-1 user from exercising their “veto vote,” sending the entire group to dine elsewhere.
Dining trends differ by location
In the Philadelphia suburbs, restaurateurs said dining trends vary depending on location and type of restaurant.
The dining room at Joey Chops, the Malvern steakhouse that Stove & Co. restaurants co-owner Joe Monnich said has been least impacted financially by changing consumer habits.
Joe Monnich, co-owner of Stove & Co. restaurant group, said food sales are up at his higher-end restaurants, including Joey Chops steakhouse in Malvern. But farther from the Main Line, in more “blue-collar” Lansdale, he said, Stove & Tap’s business is less steady of late.
There, “I feel more economic up and downs,” Monnich said. He felt similarly about his Al Pastor restaurant in Havertown, which is now closed after a local buyer came in last month and offered Monnich cash on the spot for the building.
At his more casual concepts all over the region, people are spending less on average, he said, and about the same at the higher-end spots. Recently, he added, staff have noticed diners being more mindful of how much they’re consuming.
“People aren’t getting that second drink,” Monnich said. “People aren’t getting dessert. People aren’t getting that appetizer.”
Changing drinking habits have hurt alcohol sales, too, Monnich said. In recent years, many customers have turned away from local microbrews and gravitated toward canned cocktails and “macro beers” like Michelob Ultra and Miller Lite.
“Three years ago I barely sold Michelob Ultra and right now it’s one of my top sellers,” Monnich said. As are canned cocktails. “Surfsides are expensive, and I don’t make a lot of money off them.”
Stove & Co. executives have talked about creating special menus catering to these evolving consumer preferences, Monnich said, but he gets anxious about making portions smaller. So for now, he too is leaning into happy-hour deals and other value-focused items.
“I try not to be too focused on trends because trends come and go,” Monnich said. “I do see the current trend, these weight-loss drugs, I don’t see that going anywhere … [and] people are going to be drinking less-octane alcohol.”
Staff writer Ariana Perez-Castells contributed to this article.
