LEADERS Magazine January, February, March 2025 Volume 48, Number 1
January, February, March 2025
RECHLER
DUFFY KNOX
PURPOSE
JERRY INZERILLO
NEW YORK CITY FC
UHS’ MILLER
WOMEN LEADERS
HIMMEL
ADEYEMI CHUNG
NORTHWELL HEALTH
BUSINESS
ROUNDTABLE
HOSPITALITY
“Leadership is about setting the stage for others to shine.”
Jensen Huang, CEO, Nvidia
On the Cover
Scott Rechler
RXR
Terrence A. Duffy
CME Group
Katy Knox Bank of America Private Bank
Oyindamola Lami Adeyemi Still Earth Holdings
Kenneth A. Himmel Related Ross
David C. Chung iLABS
Peter H. Diamandis
XPRIZE Foundation
Farooq Kathwari
Ethan Allen Interiors Inc.
Marcy Syms
Sy Syms Foundation
LEADERS Magazine is published quarterly and circulated to distinguished leaders of the world. Circulation is strictly limited. To receive LEADERS Magazine, one must be a leader of a nation, an international company, a world religion, an international institute of learning, or an international labor organization; or a chief financial officer, a major investor on behalf of labor or corporate pension funds, a chief information officer or a Nobel laureate. LEADERS Magazine was founded by Henry O. Dormann (1932-2018).
Gillian Murray, Chief Risk Officer and Treasurer, Rockefeller Group
94
Continuous Reinvention
Stephanie Jamison, Resources Industry Practices Chair and Sustainability Services Leader, Accenture 96
Combining Education And Practice
Christina Chiu, President, Empire State Realty Trust 88
Respect And Trust
Marcy Syms, Founding Trustee, Sy Syms Foundation 90
The Voice Of America’s Leading CEOs In Washington
Kristen Silverberg, President and Chief Operating Officer, Business Roundtable 92
Kimberly Glassman, PhD, RN, NEA-BC, FAONL, FAAN, Dean of the Mount Sinai Phillips School of Nursing (PSON) and Vice President for Nursing Academic Affairs of the Mount Sinai Health System 98
A Shared Mission And Vision
Monica Kraft, MD, Murray M. Rosenberg Professor of Medicine and System Chair, Department of Medicine, Mount Sinai Health System and the Icahn School of Medicine at Mount Sinai 100
Building Champions In Life
Katrina Adams, President and Executive Director, Harlem Junior Tennis and Education Program 102
Rima Assi, Senior Partner and Managing Partner, Abu Dhabi, McKinsey & Company 108
Advancing Health Equity
Dr. Marla J. Keller, Executive Dean, Albert Einstein College of Medicine, Montefiore Einstein 110
Data Strategy
Michelle Boston, Chief Information Officer for Data Management Technology & Enterprise Architecture, Bank of America 114
Community-Driven Empowerment
Angela F. Williams, President and Chief Executive Officer, United Way Worldwide 116
Meeting The Needs Of New Yorkers
Grace C. Bonilla, President and Chief Executive Officer, United Way of New York City 118
A Passion For Theater
Daryl Roth, Daryl Roth Productions 120 Healthcare Transformation Maria Tiso, Metro New York Healthcare Industry Leader, KPMG LLP 122
A New Age Of Emergency Response
Gwen Lighter, Founder and Principal, GoAERO; Founder and Chief Executive Officer, GoFly Prize 124
Protecting Children’s Health
Dominique Browning, Director and Co-Founder, Moms Clean Air Force 126
Francesco Allegrini, Chief Executive Officer, Allegrini Wines
Delivering Authenticity
Amanda Frasier, President, Standards and Ratings, Forbes Travel Guide 132
The Peninsula Way Samir Ibrahim, Managing Director, The Peninsula New York 134
Creating Life-Altering Experiences
Richard Anderson, Founder, Anderson Expeditions 136
Elegance On The Beach
Deborah Yager Fleming, Chief Executive Officer & Partner, Acqualina Resort & Residences on the Beach
Park Hyatt New York Manhattan Suite
The Power Of Personalization
Abe Liao, Managing Director, The Watergate Hotel 140
Intertwined With New York City’s Vibrant History
Sofia Vandaele, Regional Director of Operations, Luxury and Lifestyle, New York City and General Manager, InterContinental New York Barclay
An Unsung Economic Powerhouse Julia Simpson, President and Chief Executive Officer, World Travel and Tourism Council 144 A Blend Of Tradition And Innovation
ADVANCING HEART CARE FOR THE HEART THAT ALREADY HAS ENOUGH TO DEAL WITH
Hearts are remarkable. Small yet powerful, they do a lot of heavy lifting for you and the ones close to you. Yet heart disease remains the #1 killer of both women and men.
At Mount Sinai Fuster Heart Hospital, our experts are advancing the understanding of hearts to offer more accurate diagnoses and better treatments—so you can get back to all you love, without skipping a beat. We get you, and we’ve got you.
Learn more at mountsinai.org/heartcare
Doing Good And Doing Well Means Doing Better
An Interview with Scott Rechler, Chief Executive Officer and Chairman, RXR
EDITORS’ NOTE Scott Rechler is the Chief Executive Officer and Chairman of RXR, a fully integrated real estate and investment manager headquartered in New York. Before launching RXR, Rechler served as the Chair and Chief Executive Officer of Reckson Associates Realty Corp, which he helped take public in 1995. RXR was founded in 2007, the day after he and his partners sold Reckson Associates for over $6 billion, generating a 700 percent return to Reckson’s investors. Since its founding, RXR has raised over $10 billion of private equity, building an over 450-person, fully integrated team of professionals with expertise in operations, construction and development, investment management, and more. In December 2021, Rechler was elected to a three-year term on the Board of the Federal Reserve Bank of New York and was recently nominated for an additional threeyear term. From 2011 to 2016, he served as Vice Chairman of the Board for the Port Authority of New York & New Jersey. He served on the Metropolitan Transportation Authority (MTA) Board from 2017 to 2019. From 2017 to 2023, Rechler served as the Chair of the Regional Plan Association. He currently serves as trustee and Vice Chair of the National September 11th Memorial and Museum and has recently been elected to the Board of Trustees of New York University (NYU). Rechler is actively engaged with several of the region’s top healthcare systems, serving as Chair of the Feinstein Institute for Medical Research, a member of the Board at Northwell Health, and the Board of the Hospital for Special Surgery (HSS). He is also an active board member of the Real Estate Roundtable and the Real Estate Board of New York.
Scott Rechler
What have been the keys to RXR’s industry leadership and ability to remain strong even during challenging economic times?
We take pride in having a strong set of values at our core, starting with our commitment to being part of the community and thinking long-term. Our operational ethos is “Doing Good and Doing Well Means Doing Better,” which means we prioritize creating win-win agreements with our partners while simultaneously seeking to build strong communities within and around our buildings. This creates a sense of purpose and deeper relationships which are extremely important during both good times and bad. We are also clear on our mission and where we are going. Every year, we highlight our actions in an annual white paper which helps us stay disciplined, maintain focus, and not get complacent because we are all too aware that as the world changes, we need to evolve and adapt. Another part of our culture is that we pride ourselves on being humble and hungry, partly because we started young and needed to work harder than those who were more experienced and mature than us in the industry.
Another piece that can’t be overstated is that we have worked together for a long time – we trust each other and genuinely like each other which is so important in a competitive industry like commercial real estate. Finally, we are focused on building an enterprise that is sustainable beyond just ourselves, and we understand our strengths and weaknesses. We continually seek to bring in the talent we need to continue to grow.
What are your views on the state of the commercial real estate market today?
This has been an inflection point year, which goes back to something we had identified a couple of years ago. When interest rates were raised as quickly and as high as they were raised, there was a period of time when many were simply in denial, and transaction activity nearly came to a halt. But in 2024, an acceptance has set in that rates aren’t returning to where they were before the pandemic, and values aren’t going to bounce back. As this acceptance has played through, it has created dislocation, and transaction activity is starting to pick up, particularly here in New York City. If you believe in New York like we do, when there is dislocation, you can buy assets at dislocated prices because they have broken capital structures that can be fixed, allowing you to lease the
FIRM BRIEF Headquartered in New York, RXR (rxr.com) is a fully integrated real estate company and investment manager that owns and manages over 30.5 million square feet of commercial properties and more than 9,800 multi-family units. RXR specializes in public-private partnerships and master developments, including the $4 billion development of Terminal 6 at JFK International Airport and a 1,100-acre, $3 billion mixed-use development in Raleigh, North Carolina. Additionally, RXR has a multi-billion credit platform that leverages its real estate expertise to originate and acquire commercial real estate loans. RXR’s geographical footprint includes the New York metropolitan region and many of the nation’s fastest-growing markets, including Phoenix, Denver, Dallas, Raleigh, and Tampa.
buildings and position them for long-term success. RXR has been active this year, and we plan to be even more active in 2025, not just in New York but more broadly because we feel that the dislocation, particularly in the debt markets, hasn’t fully played itself out. I liken this to a storm of $2 trillion in debt maturities hovering off the Atlantic coast. As this storm hovers, the Fed has kept markets loose with tight spreads and lots of liquidity which has given banks time to build reserves and kick the can down the road a little longer, and now people are starting to realize that the storm is coming to shore. I believe this will result in there being more transactions and more opportunities in 2025, which means it is a good time to be an investor.
Will you discuss RXR’s expansion nationally?
Our national expansion, which has been happening for about three years, has exceeded my expectations. The projects that we have been able to lead in places like Phoenix, Dallas, Denver, North Carolina, and parts of Florida, where we have been able to leverage our expertise, relationships, and experience from our history in the New York market to these locations, have been extremely successful. A good example is one of RXR’s biggest projects – a 1,100-acre mixed-use development in the Research Triangle formed by Raleigh, Durham, and Chapel Hill in Apex, North Carolina. Our experience and expertise have been extremely valuable with this project, and our culture has been well-received in Apex. The site is now zoned for up to 8,000 housing units, multi-family or single-family, almost 12 million square feet of commercial, up to 3.5 million square feet of retail, and significant medical or life sciences uses. We’ve broken ground, and this project is well on its way to being a great success.
There is strong interest and excitement around RXR’s development of 175 Park Avenue. Will you highlight this project and the impact it will make in New York City?
I truly believe that our project, 175 Park Avenue, will be one of the greatest buildings
ever built since it has so many critical and unique components to it. The building will have 2.3 million square feet of Class A office space; a 200-key ultra-luxury hotel at the top of the building with extraordinary views and amenities; and an elevated, 25,000-square-foot publicly accessible plaza space populated with artwork and views overlooking the surrounding Midtown streets. In addition to building a new all-electric, state-of-the-art office tower that will have the highest office floor, restaurant, and hotel in the Western hemisphere, we are creating new entry sequences into Grand Central and a new subway station that will make millions of New Yorkers’ lives easier and more accessible.
We wanted to construct a building that is tailor-made for New York City – a building whose characteristics are pure New York. Soon, when people look at the skyline, they will see
that 175 Park Avenue belongs with the other iconic buildings that make up the New York City skyline.
The reality is that the best buildings are where tenants want to be, and these buildings are performing really well – they’re commanding the highest leases and are either fully occupied or on their way there. The energy and the number of people back on the streets, in restaurants, and in office buildings is just different in New York than in other parts of the country. When I travel around the country, I do not see that same level of energy in other cities. People come to New York because it offers unparalleled economic opportunity, diversity, and culture. And when I travel around the world and meet with investors, they say that the U.S. economy is the most dynamic economy anywhere in the world, and when you look at the U.S., there is simply no other city like New York.
RXR has a workforce that has been with the firm for many years. What is the secret sauce that has made RXR so effective at retaining talent?
A big part goes back to culture. When you work at RXR, you have a sense of purpose because the firm has a sense of purpose that we are not just building buildings – we are building communities. Another part of the culture is collaboration, and all our team members have access to senior leadership. This creates a unique environment where young people joining the firm can participate in meetings and develop relationships with the firm’s senior leadership, allowing them the opportunity to learn and grow.
RXR works on projects that take many years to complete. Are you able to enjoy the process, and how important is it to appreciate the journey?
A challenge of doing major developments is that they take a long time – we have done some that have taken 15-plus years. You need to have a team with an attitude and belief that the project will get done because you need to keep moving forward and pushing ahead through inevitable setbacks and the ups and downs of any business cycle. Admittedly, I don’t think we do a great job of taking moments to reflect and celebrate because we are always looking toward the next opportunity. Still, we take great pride and joy when we see our clients walking into our buildings, working in our buildings, and enjoying the amenities in our buildings.
What advice do you offer to young people interested in pursuing a career in the real estate industry?
There are many disciplines in real estate, so find the areas that you are passionate about and fit your aptitude best since that is where you will be successful. You need to acknowledge that we are in a changing world, and for young people, this is a great time to come into the industry because the use of artificial intelligence and technology is an asset they already possess coming into the industry at this time. Lastly, at RXR, we say that success isn’t owned but leased, and rent is due every day. This means you must show up every day and put in the work to succeed.•
Rendering of the facade of 175 Park Avenue near the Chrysler Building
Leading By Example
An Interview with Terrence A. Duffy, Chairman and Chief Executive Officer, CME Group
EDITORS’ NOTE Terry Duffy serves as Chairman and Chief Executive Officer of CME Group, the world’s leading derivatives marketplace. Previously, Duffy served as Executive Chairman and President since 2012 and as Executive Chairman since 2007. He served as Chairman of the Board of CME and CME Holdings since April 2002 and as Executive Chairman since October 2006. He was Vice Chairman of the Board of CME Holdings since 2001 and of the Board of CME from 1998 to 2002. He was President of TDA Trading from 1981 to 2002. Duffy has been a CME member since 1981 and a Board member since 1995. During his tenure, he took the company public and led the first merger in the futures industry, combining the Chicago Board of Trade and the Chicago Mercantile Exchange in 2007. The following year, he oversaw the acquisition of NYMEX. In 2018, he led the acquisition of NEX, streamlining trading across futures, options, cash and OTC markets. Duffy’s landmark 2021 partnership with Google Cloud brings expanded access, new products and greater efficiencies to derivatives markets through cloud technology. Under Duffy’s leadership, CME Group has received a wide range of industry awards recognizing the exchange, clearing house and product innovation. He was named FOW’s International CEO of the Year, one of TabbFORUM’s 40 Innovators in Financial Markets, and included in Crain’s Who’s Who in Chicago Business. Duffy was appointed by President Bush and confirmed by the U.S. Senate in 2003 to join the Federal Retirement Thrift Investment Board (FRTIB), a position he held until 2013. He serves as Co-Chair of the Mayo Clinic Greater Chicago Leadership Council and is Vice Chairman of the CME Group Foundation. He attended the University of Wisconsin-Whitewater and received a Doctor of Public Service, honoris causa, from Saint Xavier University and a Doctor of Humane Letters from DePaul University.
offer the widest range of global benchmark products across all major asset classes based on interest rates, equity indexes, foreign exchange, energy, agriculture, and metals. The company offers futures and options on futures trading through the CME Globex platform, fixed income trading via BrokerTec, and foreign exchange trading on the EBS platform. In addition, it operates one of the world’s leading central counterparty clearing providers, CME Clearing.
Will you highlight your career journey?
I was born and raised on the South Side of Chicago in a working-class neighborhood where most of the adults I knew were very hardworking teachers, firemen, policeman and nurses. When I was 18 years old, I was going to school in Wisconsin and working part-time as a bartender. I met a gentleman who was very successful in the futures industry who thought that I had a good mathematical mind and asked if I ever thought about getting into the futures world. At the time, I did not know anything about the industry, but I
went to work on the trading floor for a summer, and I never left. I became a member of CME just nine months after that – my parents mortgaged their home for me to lease a membership – and I became a trader. I fell in love with trading and found my career path, and 44 years later I am still here. There were ups and downs early in my career, and I made a few mistakes. At one point I misheard a trade and subsequently lost my parents’ house. However, I was fortunate to have a mentor who believed in me and was willing to put his reputation behind me so that I could pay back any money lost. That experience taught me massive discipline, and I worked three jobs to pay back my debt. I learned early on that there is nothing more important in business than your reputation.
I became Vice Chairman of CME’s board in 1998, then Chairman in 2002, and then led the IPO when CME became public in December of that year. I thought that I was finished and would move on to other things, but one thing led to another, and as the business was evolving with technology, I continued with CME. I love this organization, and I have been very blessed to spend my career here.
COMPANY BRIEF As the world’s leading derivatives marketplace, CME Group (cmegroup.com) enables clients to trade futures, options, cash and OTC markets, optimize portfolios, and analyze data – empowering market participants worldwide to efficiently manage risk and capture opportunities. CME Group exchanges
Terry Duffy
Terry Duffy interviewing former President George W. Bush and former Governor Jeb Bush (above); Terry Duffy on stage with Keith Urban (opposite page)
How critical has it been for CME Group to maintain its culture and values as it has evolved and grown?
Our values have remained constant, and I think, for the most part, values should not change. Culture is a different thing. I believe that cultures are constantly evolving, and it is important to be aware of what is happening inside and outside of the company to ensure your culture can adapt to the times, while keeping your values consistent.
Will you discuss CME Group’s commitment to innovation?
Innovation is critical to the lifeblood of any institution and a hallmark of CME Group. Leo Melamed, who invented financial futures and served on our board for many years, taught me a lot about innovation. That spirit has never left my approach to the business. I have tried to continue to invest in the areas of CME Group which are core to our success, while being willing to innovate and try new things so that we are adapting to the changing times and current opportunities.
What have been the keys to CME Group’s success with its mergers and acquisitions?
You need to be open-minded and patient. When you are looking to consolidate efficiencies for clients – which is the number one priority we focus on when evaluating an opportunity at CME – you need to have the patience to go through the process and not get discouraged, and you need to be able to move forward in a way that you are not dismissive towards others. Any time you do a major transaction, people think about what it means for them, so you need to be able to communicate effectively throughout the process, both with your potential partner as well as with your community of employees. This is how you build trust and confidence with all people involved which is key to the success of any deal.
How do you approach your management style?
When it comes to talent and the workforce of CME Group, I try to lead by example, and this means being willing to do whatever is needed for the organization. An example would be during the collapse of MF Global, a major global financial derivatives broker. I was in our clearing house to support our staff as they worked to unwind trades through the crisis. I did whatever was needed, including acting as an assistant to the head of the clearing house by answering phones and responding to clients. While not obvious, an important way to show leadership is by actually doing whatever is necessary for the organization, and this resonates with your management team and trickles out to the entire workforce.
What do you see as the responsibility that leading organizations have to be good corporate citizens and engaged in the communities they serve?
While you need to focus on the bottom line and your fiduciary obligation, which I do very closely, there are other things that contribute to achieving the results you are focused on. I think it is important to be a good corporate citizen.
That includes understanding the diverse world we live in and being inclusive. At CME Group, I am very focused on building a diverse and inclusive workforce because we have a very diverse customer base. I am also looking at areas within the company that drive the bottom line beyond just transactions, such as being engaged in our communities and supporting important causes –all of which impact our financial results and ultimate success.
How do you feel the people who have worked with you for many years would describe your management style?
I think they would say I am an aggressive, involved leader. They would say I have an open-door policy and that they can come to me or call me any time. I am available to help problem-solve and encourage – even push – for strategic thinking and innovation. Now, from time to time, they may say some other things that are not as flattering, and that’s okay, too. At the end of the day, we are a team, and we work together, in good times and not so good times, in the best interest of the organization.
With all that CME Group has achieved under your leadership, are you able to enjoy the process and take moments to celebrate the wins?
I do not celebrate the wins and, to be honest with you, I never have and never will. I like to get on to the next opportunity and want to make sure that any win is more than just a win for the day. The fact is that just because you announce something as a victory, that doesn’t mean the work is done. In fact, it can turn into a loss very quickly if you do not continue to follow-up on it. An example would be when we did the merger with the Chicago Board of Trade, which was an industry first and the successful combination of what had been two leading, cross-town rivals. The process in getting that deal done was arduous and included a hostile bid from another thirdparty. Yet, the incredible jubilation of putting these two organizations together was really just the beginning. That transaction could have failed if we had not immediately begun working on combining our organizations and executing on our strategy to deliver new value to our clients. If you think about the timing of the merger in 2007, this was right before the financial crisis of 2008, and the success of the transaction was due to our continued focus on executing well after the deal was made. It is always important to acknowledge the work of the team in making things happen, but it has to be about more than celebrating. The focus needs to be on execution and delivering results.
The CEO role can be isolating, but you have built many deep, personal relationships with people on your team as well as outside the organization throughout your career. How do you balance it all?
It starts with a supportive and loving family. I do not believe that anyone can be truly successful without the support of their family. In addition, I have many people on my management team who have been with me for a long time, and who know that I am here to support them, just as they support me. We have built
trust and respect for each other, and that is a basis of a friendship. I also have some pretty wild friends. One who consults with me often, not on business, but on life, is Keith Urban. You may wonder why I am referencing a country music star, and it is because he is someone I talk to a few times a week. We discuss our lives, which can provide a sense of calm and help you get through the next day. Keith is just an amazing human being. It is special to have friends like him in my life.
Do you feel that the type of careers the industry offers is well-understood by the next generation entering the workforce?
The answer is yes and no. I think there are a lot of people who understand it, but because of the dynamic nature of our very complex business, there are many who do not fully understand it. This is an ever-changing industry, and you need to understand markets since the majority of our business is trading transactions. CME Group does not have the biggest workforce in terms of numbers, but we have great scale, and we have a talented group of people who are innovative and committed to the success of our organization.
What advice do you offer to young people beginning their careers?
One of my favorite things to do is speak at universities, and I think this upcoming generation has the greatest opportunity in mankind. I try to encourage young people because I believe they have the tools and the moment in time to be the biggest difference makers. I try to provide guidance from my experience, particularly as it relates to finding your passion and putting in the hard work. I could not be more excited for the future.•
At-Turaif, UNESCO World Heritage Site
The birthplace of the Kingdom
A 300-year-old legacy
Under Promise And Over Deliver
An Interview with David C. Chung, Founder and Chief Executive Officer, iLABS
EDITORS’ NOTE David Chung is a serial entrepreneur with more than 25 years of experience in beauty and skincare R&D innovation, contract manufacturing, and premium brand building. Chung continues to be inspired by his mother, Judith Ehm Chung, a Korean immigrant who helped establish Koreatown in New York City. In honor of her entrepreneurial and philanthropic spirit, he created the Judith Ehm Foundation to support public charities that help Korean Americans, Asian Americans, and the broader community with education, social services, and healthcare.
David C. Chung
Will you discuss your career journey?
I had an interest in business from a young age, but I opened my first official business at around the age of 25. It was a fashion distributor called Nova Imports that eventually led me to create my own brand. After expanding into premium cosmetic retail stores in New Jersey and California, I was inspired to create my own effective skincare. This led to the launch of 3LAB, a high-tech, award-winning skincare line that quickly gained popularity at Barneys New York. Working in the prestige beauty space with my own brand, I saw a huge gap in high-quality skincare manufacturing. I opened my first manufacturing business, Englewood Lab, with one chemist and one kettle. Truthfully, I didn’t know what a kettle was before I made the decision to go into manufacturing, but I knew what it took to build a business with a strong reputation. I grew Englewood Lab to service not only my brand, but over 150 brands before taking it public on the Korean Stock Exchange.
Each step of my journey has been guided by my philosophy of prioritizing innovation and quality. Seeing the demand for clean beauty grow, I worked with Sephora to launch the first farm-to-table concept skincare brand called Farmacy Beauty. I am proud to say that our Green Clean Meltaway Cleansing Balm became the #1 cleanser for the retailer. I then sold it to Procter & Gamble.
In January 2024, I acquired Amare Global, The Mental Wellness Company, to provide innovative and efficacious products to support wellness and a balanced lifestyle.
In the beginning of 2024, I launched the hair care brand called The Rootist exclusively
with Sephora to innovate sustainable, ultra-concentrated hair treatments using biotechnology that supports stronger, healthier hair and cuts down on weight and waste.
I currently own research and development labs and contract manufacturing facilities called iLABS in New Jersey in the United States, and in South Korea where we service over 125 brands with award-winning OTC sunscreen, skincare, body care, and hair care. I also founded Morae Packaging, a U.S. company with a glass factory and plastic injection mold facility in South Korea to provide turnkey services for beauty, wellness, and fragrance brands.
Did you always know that you had an entrepreneurial spirit and desire to build your own businesses?
From a young age, I witnessed my mother’s incredible work ethic and determination. She was a strong, intelligent woman who started with a small shop and transformed it into a
cornerstone of the community, playing a key role in establishing Koreatown in New York City. At the same time, she prioritized taking care of the community she helped build. Her example – and the legacy she left behind –inspired my own entrepreneurial spirit and desire to create something meaningful, not just for myself, but for others as well.
Do you feel that entrepreneurship can be taught, or is it an ability that a person is born with?
Entrepreneurship is a skill that can be taught, and that’s why I’m passionate about what I do. As I mentioned, I recently acquired Amare Global because I wanted to help others build their own successful businesses. Amare is unique because the sales force takes ownership and I am passionate about helping them transform this opportunity into a path to becoming successful entrepreneurs.
How do you describe Amare Global’s mission?
Amare’s mission is to offer exclusive, clinically proven products that help to optimize
wellness. This was why I was drawn to Amare, to help others’ overall wellness and to leave a positive legacy in this world. My responsibility is to build Amare on a strong foundation that thrives beyond myself so future generations can benefit from a happier, healthier, and more balanced lifestyle.
What is your vision for Amare Global to continue to lead the mental wellness category?
My vision for Amare is to have an exceptional customer experience from end to end. This means efficacious, innovative products with clinically backed studies, operational excellence, and a robust IT platform.
I have significantly invested in our IT, R&D, marketing, and manufacturing to establish a strong pipeline of innovation for the future, including a product roadmap, a new scientific advisory board, and compliance training for all of our global markets.
What led to your passion to build beauty brands?
When I daydream, my mind always wanders to problem-solving or innovating. For example, I came up with the idea for The Rootist when I thought, “why are we shipping shampoo all around the world in huge plastic bottles that can contain up to 80 to 90 percent water? This is just crazy, and not sustainable.”
innovated ultra-concentrated
treatments that replace water with a
to help support
denser hair, while significantly reducing waste and weight. The small, yet powerful doses are ideal for traveling too. I am like a mountain climber – once I reach the top of the mountain it is not long before I am thinking of the next mountain to climb. Building businesses are my mountains and I am truly excited when I am working hard and putting together all the pieces to a successful business.
What do you feel are the keys to effective leadership and how do you approach your management style?
I live by the mantra “reputation, reputation, reputation.” Reputation to me means “under promising and over delivering.” Whether it’s iLABS or The Rootist, or now Amare Global, I approach all of my businesses with this philosophy. I believe that when you focus on building trust and a good reputation, everything else will follow – like nature.
What are the characteristics you look for when hiring talent for your businesses?
Business is all about people, and you need A-players to be successful. An A-player leads with integrity, humility, and, of course, under promises and over delivers. It’s not about showing off but committing to help those around you be successful. I believe leadership should be like clean water at the top of a mountain – clean, accessible, and given to support those in need. In my experience, I have found that A-players attract other A-players, and you can build a successful team on this philosophy.
What advice do you offer to young entrepreneurs beginning their careers?
My advice to young entrepreneurs would be to have a hungry mindset and stay humble. It is important to work hard and be passionate, but if you are not helping others then what is it all for? For myself, when I focused on helping others, I was the most successful.•
The Rootist
hair
superfood ferment
healthier,
A Vibrant, Global Gathering Place
An Interview with Gerard “Jerry” J. Inzerillo, Group Chief Executive Officer, Diriyah Company
EDITORS’ NOTE Jerry Inzerillo is a globally celebrated visionary in the hospitality and tourism industry, with a deep aptitude for positioning strategies and iconic developments. In June 2018, Inzerillo was appointed by His Royal Highness, Crown Prince Mohammed Bin Salman of the Kingdom of Saudi Arabia, to be the founding CEO of the newly created Diriyah Gate Development Authority (diriyah. sa), a $63.2 billion project aimed at restoring and reimagining the ancestral home of the original Saudi state. In this role, he is charged with developing and implementing a master plan to turn its 14 square kilometers of development area into one of the world’s greatest gathering places, encompassing world-class cultural, entertainment, retail, hospitality, educational, religious, office, and residential assets, with the UNESCO World Heritage site of At-Turaif as its center-point. When complete, the development will add 27 billion Saudi riyals to the Kingdom of Saudi Arabia’s GDP, attract 27 million visitors, and employ more than 55,000 people. Inzerillo also serves as Vice Chairman of the Forbes Travel Guide. He previously served as President and CEO of IMG Artists, a leader in artist management, performing arts and lifestyle events planning, from 2012 to 2014. From 1991 to 2011, Inzerillo was President of Kerzner Entertainment Group, where he raised the profile of its properties in South Africa, the Bahamas, Dubai, Morocco, Mauritius, Mexico, the Maldives, as well as conceptualized and positioned the startup of its One&Only and Atlantis brands. He oversaw the launches of The Lost City at Sun City in South Africa, Atlantis in the Bahamas, and Atlantis Dubai. From 1991 to 1996, Inzerillo served as COO of Sun City, the South African resort complex built by Sol Kerzner. While in South Africa, he enjoyed a close personal friendship with President Nelson Mandela and, in 1994, coordinated major portions of his Presidential inauguration in South Africa. In 1987, he was the founding President and CEO of Morgans Hotel Group, later rebranded as Ian Schrager Hotels. While there, he conceptualized and opened Morgans, Royalton and Paramount in New York; the Delano in Miami Beach; and Mondrian in Los Angeles. Inzerillo has long been involved with philanthropy, especially with
respect to children, education, and HIV/ AIDS. He was honored with a Knighthood by the Knights of Malta in Rome, Italy, in 1996. Inzerillo is a founding advisory board member of the Clinton AIDS initiative. In recognition of his leadership and empathetic outreach to the tourism community during the COVID-19 pandemic, he was awarded the prestigious HOTELS magazine “Corporate Hotelier of the World Award” as well as the “Tourism for Peace Award” by the World Association of Non-Governmental Organizations.
Will you provide an overview of the Diriyah project and its impact on the future of the Kingdom?
We are immensely proud to be one of Saudi Arabia’s landmark giga-projects, playing a pivotal role in achieving the Kingdom’s Vision 2030 and driving economic diversity and prosperity. Located on the outskirts of Riyadh, the Saudi capital, we are developing a world-class urban community spanning 14 square kilometers. Rooted in the rich history of Diriyah – the 300-year-old birthplace of the modern Saudi state – we are building “The City of Earth.” This ambitious $63.2 billion project, funded by the
Gerard “Jerry” J. Inzerillo
Diriyah Gate King Salman Grand Mosque
Public Investment Fund, is set to create 178,000 jobs and contribute $18.6 billion to Saudi Arabia’s GDP.
At the heart of the Diriyah project is At-Turaif, a UNESCO World Heritage Site, which serves as a profound source of inspiration. The development will feature homes for over 100,000 residents, over 1.6 million square meters of commercial office space, more than 40 luxury hotels, vibrant arts and culture districts, museums, world-class educational institutions, a 20,000-seat arena, cutting-edge sports facilities, and the iconic Royal Diriyah Opera House.
We are creating a vibrant, global gathering place – a destination where people can live, work, and play – while serving as a catalyst for economic growth and cultural enrichment for the Kingdom, its people, and all its residents and visitors.
Will you discuss the success that the Diriyah project has had in attracting global investors?
The Diriyah project offers major investment opportunities, and an attractive business environment characterized by the highest standards of governance, contributing to increasing job opportunities, increasing GDP, and making Diriyah a world premier destination and a global gathering place. For investors, Diriyah and Saudi Arabia offer a prime location at the crossroads of East and West, making it an ideal hub for global commerce and growth.
Diriyah’s master planning includes the introduction of investment packages. These packages are designed to attract developers, investors, and financial institutions, and are tailored across various sizes and asset classes, including for mixed-use, residential, hospitality, office, education, and healthcare assets. Looking ahead we are taking our investment story on the road – with a series of investor roadshows in the coming year. We will host roadshows in Dubai, London and the U.S. between now and the first half of 2025.
How does Diriyah’s $63.2 billion masterplan translate into long-term economic benefits for investors?
Saudi Arabia is one of the most dynamic and fastest growing economies in the world and Diriyah is a major pillar in creating opportunities and outstanding return on investment for investors. The Kingdom has seen record levels of Foreign Direct Investment already into the Kingdom during 2024. It increased by 5.6 percent to $2.5 billion in the first quarter of this year and at the same time the value of non-oil economic activity to Saudi GDP grew by 3.4 percent.
The eyes of the business world are now firmly set on Saudi Arabia and smart investors recognize the opportunity this extraordinary country can offer. Investors will benefit from steady revenue across various sectors, reducing risk exposure. Additionally, with the target of 50 million visits by 2030, the tourism sector will drive substantial returns across hospitality, retail, and entertainment assets.
What strategies are in place to achieve the goal of hosting 50 million visits annually to Diriyah?
We opened our first assets – the UNESCO mudbrick city of At-Turaif and the premium Bujairi Terrace – two years ago and we have already welcomed over two million visits. In 2024, Diriyah celebrated a significant milestone with the opening of its first hotel, Bab Samhan, a Luxury Collection hotel, featuring 134 exquisite rooms.
But this is just the first step in creating a comprehensive range of attractions – from entertainment to arts and culture, sports events, luxury hotels, upscale retail precincts, and world-class restaurant brands that will attract millions in the future when completed by 2030. As Saudi Arabia’s exciting and dynamic tourism sector continues to grow, we are confident that Diriyah will often be the first destination for international guests looking to explore this enormous and diverse nation.
Will you discuss the significance of the Qurain Cultural District and Northern District for the Diriyah project?
The announcement of these two districts demonstrates once again the enormous acceleration of the Diriyah project in 2024 and how we are moving from our crucial infrastructure phase into building the many and diverse assets that will make the City of Earth such a unique urban development achievement. These large-scale projects both demonstrate the scale and diversity of what we are
Retail area at Diriyah Square
developing and achieving our goal in making Diriyah a truly global gathering place for the international arts community and a center of educational excellence.
The Qurain Cultural District, where culture meets modern urban living, will offer arts, retail, office, and residential spaces for people to live, work, shop, and enjoy local dining experiences.
A vibrant, multi-disciplinary hub, the district will feature galleries. museums, and a collection of specialized academies dedicated to writing, traditional Najdi architecture and mud building, Saudi music, culinary arts, performing arts, and theater.
Additionally, the district will include 19 mixed-use buildings comprising office spaces, retail outlets, and residences. Among these, 10
buildings will offer boutique office options, complemented by a diverse range of retail spaces and exceptional dining venues. The Qurain Cultural District will additionally have two world class hotels and branded residences including the 195-room Ritz-Carlton Diriyah with 165 residences and the Address Diriyah that will have 204-rooms and 60 serviced apartments.
The Northern District will make Diriyah a global center of learning for scholars, students, and visionaries that will include the King Salman Foundation, museums, a university, a library, and a vibrant public square. The new district will also host the recently announced Capella Diriyah, a 100-room luxury hotel that marks Capella Hotels and Resorts’ groundbreaking entry into the Middle East.
What investment opportunities are available within the Qurain Cultural District and the Northern District?
Across the whole of the Diriyah development area there are wide-ranging opportunities for investors and the same applies to both the Qurain Cultural District and Northern District.
Our investment packages are designed to attract developers, investors, and financial institutions, and are tailored across various sizes and asset classes, including for mixed-use, residential, hospitality, office, education, and healthcare assets.
What is next for the Diriyah project as you look to the coming year?
As 2024 was a year of accelerating development in terms of construction, in 2025 we will see the opening of an increasing number of assets across the development area. Significant progress will be achieved in our sports facilities – especially the Greg Norman designed championship golf course in Wadi Safar. Our offices and retail spaces are now available for companies to express their interest in renting or leasing space. This includes our flagship luxury shopping precinct Diriyah Square with 400 outlets and another 600 retail opportunities across the development area. We are also building office space that can house over 100,000 people.
Construction is now proceeding as well on many of our luxury hotel brands, and we recently announced the groundbreaking for the Raffles, Armani, Baccarat, Corinthia, Fauchon L’Hotel and Rosewood hotels, collectively adding a total of 877 rooms. These are among the almost 7000 rooms that will ultimately be delivered.
So, as you can see, we are continuing at a rapid pace in our development progress and 2025 is set to be another exciting year on our journey in building this extraordinary City of Earth. •
Salwa Palace at At-Turaif, a UNESCO World Heritage Site
Diriyah Gate Museum
Purpose And Passion
An Interview with Peter H. Diamandis, Founder and Executive Chairman, XPRIZE Foundation
EDITORS’ NOTE Recently named by Fortune as one of the “World’s 50 Greatest Leaders,” Peter Diamandis is the Founder and Executive Chairman of the XPRIZE Foundation which leads the world in designing and operating large-scale incentive competitions. He is also the Executive Founder of Singularity University, a graduate-level Silicon Valley institution that counsels the world’s leaders on exponentially growing technologies. As an entrepreneur, Diamandis has started over 25 companies in the areas of longevity, space, venture capital, and education. He is the Co-Founder and Vice Chairman of Celularity, Inc., a cellular therapeutics company, and the Co-Founder of BOLD Capital Partners, a venture fund with $250 million investing in exponential technologies. Diamandis is a New York Times Bestselling author of three books: Abundance – The Future Is Better Than You Think; BOLD – How to Go Big, Create Wealth & Impact the World; and The Future is Faster Than You Think. He earned degrees in molecular genetics and aerospace engineering from MIT and holds an MD from Harvard Medical School.
called International Microspace, which developed low-cost small satellites. I was working during the days at the company, and working nights at the hospital. When I received my medical degree, I sent a copy to my parents and then started putting all my focus into ISU and International Microspace. Fast forward, ISU is still here today and is now based in Strasbourg, France, and is doing extraordinarily well. International Microspace was sold to another company.
I spent the next decade in the space business, starting a company called Zero Gravity Corporation – the first company to offer weightless parabolic flights to the general public in the U.S. It took 11 years for us to finally get FAA approval and everything operational. During this time, the XPRIZE Foundation was created.
At that time of my career, I found myself running a rocket company, a space university, and a nonprofit focused on igniting the space flight revolution. When the first XPRIZE was won for private spaceflight in 2004, I was able to attract some incredible people to the organization – Larry Page came on as a trustee, Elon Musk, and a few others. The organization then decided to pursue multiple prizes and today, 30 years after the founding of XPRIZE in 1994, we have launched thirty XPRIZE’s over 30 years and about $550 million dollars of competitions.
As an optimist with a passion for unleashing human potential, I’ve always had multiple projects on the go at the same time. In addition to being CEO of XPRIZE for the first 20 years and executive chairman for the past 10 years, I founded Singularity University with Ray Kurzweil with a mission to educate, inspire and empower leaders to apply exponential technologies to address humanity’s grand
FOUNDATION BRIEF XPRIZE (xprize.org) is the recognized global leader in designing and executing large-scale competitions to solve humanity’s greatest challenges. For 30 years, its unique model has democratized crowd-sourced innovation and scientifically scalable solutions that accelerate a more equitable and abundant future.
Will you discuss your career journey?
When I got to MIT in 1980, I started my first company which was a nonprofit called Students for the Exploration and Development of Space (SEDS), which grew into a national and international organization with close to 100 chapters around the world. Famously, the president of the Princeton chapter was Jeff Bezos. From there, I started Space Generation Foundation with two colleagues that I had met through SEDS, and then the founding conference of the International Space University (ISU) which was on the campus of MIT.
I was in my fourth year of medical school at the time and found myself running ISU with a colleague while also launching a company
Peter H. Diamandis
Peter Diamandis at the first Heinlein Prize with Art Dula, Kristen Diamandis and Buzz Aldrin
challenges. I also started the Abundance360 program within Singularity University which is a year-round leadership program for exponential entrepreneurs and leaders.
During this time, I also became a writer and have written a number of books, and I am just releasing my new book, Longevity Guidebook, focused on the longevity revolution and how to be a part of it. Over the past 10 years, I have placed a major focus on health and longevity by
co-founding a longevity concierge service called Fountain Life with Tony Robbins, Bob Hariri, and Bill Kapp. I believe the longevity industry, together with the AI industry, represent the two most powerful and transformative forces shaping our future today.
How do you describe XPRIZE’s mission and purpose?
XPRIZE’s mission and purpose is to drive disruptive innovation and to solve the world’s
biggest challenges. There prizes address a class of grand challenges that are stuck, either because people believe they are not solvable or because they are not being worked on or because the industrial complex doesn’t want to solve it and is happy with the way things are. Our purpose is to be a catalyst for entrepreneurs around the world to attack and solve these problems. We do this by searching for prizable problems – problems with a clear objective and measurable goal that can be described. Money is then raised as an incentive prize, which is awarded to the first person able to demonstrate and accomplish that goal. An example would be wildfires, where we have been fighting fires the same way we have done for the past 50 to 100 years. We created a competition where we asked teams to monitor 1,000 square acres, and if a fire over three meters in size was detected, you need to put it out within 10 minutes. If you are able to do this, you are essentially fighting the fire at inception and before it becomes a wildfire.
We believe the technology is there, and this approach reflects a willingness to get to the root cause across longevity, wildfires, and all these areas of work. It is distinctive. It focuses on doing whatever it takes in the most direct and effective way.
We also just launched XPRIZE Healthspan, a seven-year, $101 million global competition to revolutionize the way we approach human aging. There are more than 400 teams working to demonstrate that their therapeutic treatment restores muscle, cognitive, and immune function by a minimum of 10 years, with a goal of 20 years, in adults aged 50-80 years old. The therapeutic treatment must take one year or less.
Peter Diamandis flying in Zero G on his plane G-FORCE ONE
Elon Musk and Peter Diamandis
Peter Diamandis being recognized at Aoki Golden Brain Award with Steve Aoki
So that’s our purpose – to find problems that are stuck, grand challenges that are stuck –and get some of the smartest entrepreneurs on the planet to focus on solving them.
How important has it been to build the XPRIZE team and to have such an engaged and committed board?
There is nothing you can do today without having a great team, and the XPRIZE board helps underwrite our work and helps connect us with donors. I am so proud to have Anousheh Ansari as CEO of XPRIZE, because she funded our very first prize that ignited a new era for commercial spaceflight. We have about 120 people at XPRIZE in our different domains and support groups from marketing to finance to legal, and they are so committed to our work. They are on a mission, and they’re all mission driven. At the end of the day, the team makes it all happen and none of this would be possible without them.
We have a board of trustees and a board of directors. When I originally built the board of trustees, we had folks like Larry Page, Jim Cameron, Elon Musk, among others, and getting quorum from some 30 trustees was near impossible. Because of this, we shifted more of the fiduciary responsibility to the board of directors and kept the board of trustees as more of an advisory board that meets quarterly and helps make sure we stay on track, that we’re sufficiently audacious, and well capitalized. I am honored to serve as their chairman and to work with Anousheh as CEO.
Where did you develop your passion for the study of longevity and what are you most excited about when you look at this work?
I think my interest in longevity came at three different stages in my life. When I was in medical school in the late 1980s, I distinctly remember one Sunday afternoon watching a documentary on the topic of “long-lived sea life.” It turns out that bowhead whales from the Arctic are able to live for 200 years, and Greenland sharks double that life expectancy with an impressive lifespan of 400 and 500 years. I remember thinking, “If they can live that long, why can’t we?” I figured it was either a software problem or hardware problem, and that
we would soon have the ability to solve it. That got me thinking and created my early interest in longevity.
The next thing that really drove me was the fact that progress in space flight was so slow. When I was a kid, the Apollo program was going on, the scientific documentary Star Trek was born, and it showed me what was possible. However, it was moving so slow that I thought that I would need to live another 50 or 100 years to see the future of space that I was so excited about, and it was my desire to participate in the opening of the space frontier.
The third thing is that I realized longevity is one of the biggest business opportunities on the planet – who would not want to add 20 or 30 healthy years in their life?
Did you always know that you had an entrepreneurial spirit and desire to build your own businesses?
I didn’t know until I got to MIT, and I started SEDS. I was a sophomore, and there was no student space organization on campus, which is why I started the Students for the Exploration and Development of Space. We received hundreds of letters from kids around the world desiring to start chapters, and it grew into a global organization. I think that early success really got me excited about the notion of having an idea and creating something, and it became addictive in that regard.
With all that XPRIZE has accomplished over the past 30 years, are you able to enjoy the process and take moments to celebrate the wins?
That is a great question. I would like to say yes, but I think this is difficult for entrepreneurs since as soon as something is accomplished, your eyes and sights are set on the next thing. Having said that, it is pretty incredible how far XPRIZE has come. From initiating
commercial spaceflight, to cleaning up our oceans, and advancing carbon capture solutions, I’m thankful for all that we’ve done and thankful for all who participated so far.
What are your priorities for XPRIZE as you look to the next 30 years?
When I look at the next 30 years for XPRIZE, I think it is going to be exciting because we are incentivizing small teams to take big risks. These teams now have access to incredible technology, the most powerful technology ever in terms of AI and computation, sensors, networks, 3D printing, synthetic biology, and so much more. All of these technologies will enable small teams to do incredible things. Our objective is to uplift every man, woman, and child, and to create a world of abundance. That is our mission at XPRIZE.
How do we make sure every person on the planet has access to all the food, water, energy, healthcare, education, freedom, communications, knowledge, and intelligence that they need access to? That is what we’re focused on, and I think we can get there. We are also focused on opening the space frontier, exploring the oceans, getting the environment back into a state of stability and vibrancy. That is the next 30 years.
What advice do you offer to young people beginning their careers?
I tell them not to do something just for the money – figure out what your purpose is in life. This is what I call your massive transformative purpose, your MTP. There is a quote from Mark Twain that says, “the two most important days in your life are the day you are born and the day you find out why.” I think it’s important for people to connect with their why. Why are they here? Understanding your purpose and passion in life is one of the most important things that you need to do at the beginning of your career, because doing anything big and bold in the world is hard work.•
Peter Diamandis with futurist Ray Kurzweil
Tony Robbins and Peter Diamandis
A Legacy Of Agility
An Interview with Richard A. Rosenbaum, Executive Chairman, Greenberg Traurig, LLP
EDITORS’ NOTE Richard Rosenbaum is the Executive Chairman of Greenberg Traurig, a unified international law firm of more than 2,800 attorneys in 48 locations around the globe. He has long been considered a thought and change leader in the broader legal profession. He joined the firm in 1985 as its 90th lawyer and has since been integrally involved in forming and successfully executing the strategies that have led to the firm’s growth and unique culture across the United States, Europe and the Middle East, Latin America, and Asia. He closely guards the firm’s long-term core values while still aggressively navigating ever-changing times. Rosenbaum has always put the firm’s clients and people first, understanding that a law firm leader works for them, first and foremost. He is proud of his work in founding the firm’s renowned and wideranging “commitment to excellence” program, which ensures that all these values remain core to the firm’s daily practice and global brand for many years to come.
Richard A. Rosenbaum
industry. But change linked to AI is occurring at an exponential speed so unfathomable, there is neither historical reference nor future knowledge of what lays in store for our world.
Greenberg Traurig has long found its best opportunities during times of change and uncertainty. But while we have grown significantly over the years, and our momentum continues, we never forget our core values, most particularly flexibility on the ground, a culture of respect, trust, integrity, collaboration, unity, diversity, empowerment, and high ethical standards. Greenberg Traurig’s journey, fueled by both those core values and financial discipline, has always been a story of agility in real time, setting us apart and allowing us to thrive in an ever-changing legal, business, and technological landscape.
embody these values, but also have developed our Commitment to Excellence program to ensure these values endure in the face of dramatic growth and change. We know that maintaining consistent quality and adhering to the highest ethical and legal standards will ensure that our principles remain intact, unifying our law firm with a common value system spanning practices and worldwide locations. This initiative provides guardrails that enable us to quickly adapt, anticipate, and meet our clients’ evolving needs, and thrive amid any technological, economic, or geopolitical changes.
One theme that will be explored at the upcoming World Economic Forum (WEF) 2025 meeting in Davos is stewarding a just and inclusive energy transition. Will you discuss how Greenberg Traurig is helping clients address this challenge?
FIRM BRIEF Greenberg Traurig, LLP (gtlaw.com) has more than 2800 attorneys in 48 locations in the United States, Europe and the Middle East, Latin America, and Asia. The firm is a 2024 BTI “Leading Edge Law Firm” for delivering on client expectations for the future and is consistently among the top firms on the Am Law Global 100 and NLJ 500. Greenberg Traurig is Mansfield Rule Certified Plus by The Diversity Lab. The firm is recognized for powering its U.S. offices with 100 percent renewable energy as certified by the Center for Resource Solutions Green-e® Energy program and is a member of the U.S. EPA’s Green Power Partnership Program. The firm is known for its philanthropic giving, innovation, diversity, and pro bono.
AI is ushering in a new age, with change occurring faster than ever. How is Greenberg Traurig responding?
Many leaders are optimistic that the responsible adoption of AI and other emerging technologies can bring about transformative changes that were once unimaginable. These changes have the potential to revolutionize fields including healthcare, the environment, finance, business, education, and the legal
“Greenberg Traurig has long found its best opportunities during times of change and uncertainty.”
In line with our legacy, we are strategically expanding our geographic reach and practice capabilities to advise and support clients who are building a more sustainable world. We do so as we advise clients on the legal aspects of a project’s lifecycle, addressing environmental, supply chain, and infrastructure concerns. As the global drive to meet carbon reduction mandates presents both opportunities and challenges in alternative energy and infrastructure, we are equipped to help our clients navigate the process.
Our core cultural values have provided a solid foundation upon which we have built a unified global firm across diverse locations, practices, and industries, allowing us to remain agile and independent across the decades of change. Our leaders not only understand and
In 2023, we opened locations in the Kingdom of Saudi Arabia and the United Arab Emirates, two countries which are experiencing tremendous inflows of investments, including in real estate development, hospitality, sports, media, entertainment, technology, energy, and infrastructure, as well as a renewed emphasis on sustainability. In that region, Greenberg Traurig is involved in the shaping of the legal framework for multiple projects which will be the cities of the future and create modern urban areas focused on livability, wellness, tourism, and clean energy. According to a PWC report, “plans are coming together to invest $2 trillion in construction projects by 2035” in this region and surrounding areas at a time when governments are calling for reduction in carbon emissions.
In the same year, we opened our Singapore office. The International Renewable Energy Agency estimates that countries in Southeast Asia must annually invest an average of approximately $210 billion to meet net zero targets.
“Being able to anticipate future trends and act on them is both a result of and a catalyst for our agility. We anticipate. We act. We grow.”
Greenberg Traurig launched our Asia Energy & Infrastructure Practice to assist clients in all their needs, including energy transition and related mandates, both locally and across all our global offices.
In the United States, Greenberg Traurig is recognized for powering our offices with 100 percent renewable energy as certified by the Center for Resource Solutions Green-e® Energy program and is a member of the U.S. EPA’s Green Power Partnership Program.
How does Greenberg Traurig’s agility play a role in its ability to maintain the firm’s core values while experiencing such strong global growth?
Being able to anticipate future trends and act on them is both a result of and a catalyst for our agility. We anticipate. We act. We grow. A larger geographic footprint and a broader range of capabilities offer greater flexibility and agility only if each attorney feels empowered and accountable. Our clients and firm reap the rewards.
We began our journey in Miami, but early on saw the critical importance of first national, and then global expansion, and we continue to build and elevate our global network. Today, we have more than 2,800 attorneys across 48 locations around the United States, Europe and the Middle East, Latin America, and Asia.
We expand by identifying locations poised for growth that need top-tier legal services locally and on a global scale. We are a unified global family which has grown organically, not as the result of mergers or a verein. Instead, we hire locally respected and connected legal leaders with deep knowledge of regional laws who share our core values. This allows Greenberg Traurig to operate across borders, countries, industries, and practices as one united global firm with a common value system. As a result, our attorneys seamlessly collaborate across the world sharing in-depth knowledge of practice areas, industryspecific insights, and regional nuances. This also gives us the ability to quickly respond to client needs wherever and whenever they arise. In addition to the offices mentioned earlier, we added an office in San Diego in 2023, further enhancing our broad U.S. platform so critical to our success, and in 2024 we added an office in São Paulo to complement our long-standing and renowned Latin American Practice.
As we invest in our growth, we also enhance our ability to remain fiscally disciplined in all
areas of operation, leveraging the efficiencies of our global platform and economies of scale. To ensure optimal performance, we employ seasoned leaders and a range of professional managers who maximize efficiency with strategic planning and legal insights, value-based pricing including alternative fee arrangements and billing rates matched to regional market conditions, office space optimization, productivity applications, and of course, use of innovative technologies. We are not about internal politics; we are about pragmatic execution.
It seems counterintuitive to be agile with so many locations and attorneys. How do you accomplish this?
We achieve agility through our winning business model, “freedom within a framework.” This approach encourages entrepreneurship and allows attorneys to act as on-the-ground problem solvers while adhering to our core values and commitment to excellence. Despite being a global BigLaw firm, this model enables us to remain nimble by empowering our lawyers with decision-making flexibility. Additionally, Greenberg Traurig attorneys have access to the vast resources of our multidisciplinary global platform, including the ability to collaborate with top-tier colleagues – whether asking a single question or working as part of an industry-focused team – across practices and locations.
We invest in the growth of our attorneys with on-going professional development programs. We are a meritocracy where drive and accomplishments are rewarded. As attorneys, we feel a responsibility to use our skills to give back to causes that resonate with us and we are proud of our award-winning pro bono initiatives. Finally, through our comprehensive and award-winning diversity initiative, we build teams from different backgrounds, worldviews, and approaches to provide more creative ideas for our clients and the communities we serve.
In short, our model, our culture, our diversified yet unified locations, practices, and industries, make our firm unique in BigLaw. They distinguish us and enable a client-centric focus which respects, trusts, and empowers our people, allowing them maximum flexibility. With support from the firm and each other, whether working individually or together, we are one firm; one global family. This makes us all stronger and better able to serve our clients swiftly, holistically, and seamlessly across the globe.
How is Greenberg Traurig employing new technologies within the firm and advising clients in this area?
From the outset, Greenberg Traurig was an early adopter of technology. Today, AI is transforming the practice of law, handling rote tasks and generating new content faster, giving attorneys more time for critical thinking to creatively solve legal issues. At Greenberg Traurig, we know that digital fluency is essential to leverage the latest technologies for greater efficiency and cost savings for our clients’ benefit. We strategically employ AI systems tailored specifically for our firm to augment our employees. This enables us to work faster, delve deeper into data, and manage information more effectively. Our own human critical judgement, including review, verification, and oversight, is also essential. Led by our general counsel and firm leadership, we have implemented strict policies to govern AI use, ensuring we maintain our high standards. This includes respecting privacy, maintaining transparency, and safeguarding human rights. Additionally, we have instituted mandatory training to address the risks, benefits, and responsible use of AI.
To assist clients as they adapt to the latest technologies and navigate the regulations for responsible and compliant use, we continually expand our capabilities in the following practices: Innovation & Artificial Intelligence; Digital Infrastructure, Data Center and Cloud Computing; Data Privacy & Cybersecurity; Intellectual Property & Technology; Fintech; Metaverse; MedTech; Digital Healthcare; and Online Gaming.
What do you see for the future of Greenberg Traurig as the world enters this new age of technology?
At Greenberg Traurig, staying ahead of the curve has always been our stock and trade. In a world moving exponentially faster, this will of course be more challenging. However, we have been adapting to change since our founding. We are harnessing new technologies to help maintain a leading position in the legal field. This journey is thrilling. By embracing innovation and using it to our advantage, we are prepared for transformation. In a rapidly changing world, our forward-looking and nimble business model empowers us to thrive in any condition, remain optimistic, and continue to serve our clients from a position of strength.•
The Power Of Soccer
EDITORS’ NOTE Brad Sims assumed the role of Chief Executive Officer of New York City FC (newyork cityfc.com) in January 2019 and is responsible for all aspects of the organization on a day-to-day basis, leading the front office staff. Sims joined the Club after six years with the NBA’s Cleveland Cavaliers where he served as Executive Vice President of Franchise Operations and Chief Revenue Officer. In this role, he was responsible for managing all primary areas of revenue for the Cavaliers including ticket sales, premium seating and hospitality, corporate partnerships and database marketing and analytics. Sims joined the Cavaliers in 2012, helping grow revenues by double-digits for two straight years prior to a run of four consecutive NBA Finals appearances in 2015-2018 where the Cavs ranked at or near the top of the NBA in every revenue category. A former New Yorker, Sims
spent four years at the NBA League Office in New York City serving as Vice President of Team Business Development, Team Marketing and
Business Operations. In this role, Sims worked closely with NBA, WNBA and NBA G-League teams to provide strategic direction. Known within the industry for his creativity, Sims has 22 years of sports industry experience and is a 2015 Sports Business Journal 40 Under 40 honoree, as well as a Leaders Global Under 40 Award Winner.
What excited you about the opportunity to lead New York City FC and made you feel it was the right fit?
First and foremost, it was New York. I love New York and had a great experience when I was here earlier in my career working for the NBA. To have the opportunity to come back to New York and lead a professional sports team was a dream opportunity for me. Another reason is that I am passionate about the sport of soccer. I played soccer from the time I was four years old, and the sport has an amazing upward trajectory. New York City FC was going into year five when I joined so it was still the early days and the ability to help build a team in a growing league for the sport I love was a compelling proposition. I would also say that a key factor in my decision was the stadium opportunity. I love to build things, whether that is building teams or building the next generation of leaders or building actual infrastructure.
Brad Sims
An Interview with Brad Sims, Chief Executive Officer, New York City FC
The opportunity to be a part of envisioning and building the first ever soccer-specific stadium in New York City is a once-in-a-lifetime opportunity. Finally, I would say that the people were a major factor in my decision to join New York City FC. The leadership of the organization are quality people who do things the right way, and they understand the need to invest in people and attract top talent to take New York City FC to the next level on the field and in the front office. The support of ownership and the board has been integral for us to achieve what we have to date and to continue to innovate and grow for the future.
Will you highlight the vision for building the new stadium and how you have approached the fan experience?
The stadium, Etihad Park, is a game-changer for the club, our fans, our corporate partners, and the community. We are not just building a stadium – we are building part of a project that will see our partners build a community that will include affordable housing, an elementary school, a hotel, and green space. There is a major community aspect to the project which is something we are all proud of.
We have amazing fans who have been following us from venue to venue, whether we have been playing at Yankee Stadium or Citi Field or elsewhere. It is special that they will now have a stadium to call their own. We believe that we will have the best purposebuilt facility for soccer in the United States and have a few pillars at the forefront of the fan experience: we want to be authentic to New York City, such as using local chefs as part of our culinary offering; we are committed to sustainability, and this will be the first allelectric outdoor stadium in any sport in North America; we are on a tight parcel of land with
12 acres to build a 25,000 seat stadium, which is going to bring the fans right to the action and create a loud atmosphere. The new stadium is going to be a major difference-maker for New York City FC.
You mentioned community engagement for New York City FC. Will you elaborate on the organization’s commitment to supporting its community?
Community engagement is built into the core values of the club and our company, City Football Group. We are 13 clubs strong, and a community focus is core to the DNA of all
of those clubs. New York is a big market to tackle, and we are investing heavily in our community work with eight full-time employees focusing on our community efforts along with a large number of part-time employees, as well as volunteers. We are bringing free soccer programming to many of the boroughs, and our goal is to reach every community throughout the five boroughs whether that is through building mini-pitches in those neighborhoods, offering free camps, programs and clinics, activating night leagues in elementary school gyms on the weekends, or other innovative programs. We do this because we want to better lives through the game and make an impact on those that don’t have the resources within the five boroughs.
When you look at the impact and success of New York City FC under your leadership, are you able to enjoy the process and take moments to celebrate the wins?
I tell our team to take those moments, whether it was a game we had against Miami earlier this season which had approximately 45,000 fans in attendance at Yankee Stadium; when we won the championship in 2021; and just recently when we officially broke ground for the new stadium, Etihad Park. It is important to acknowledge the hard work and efforts of our team, and for them to appreciate the impact they have made for the organization.
I am not great personally at celebrating the wins, mostly because there is so much potential and so much opportunity for the future. In most countries around the world, there is a long history of being soccer-first, but in the United States we are only on the first generation of being soccer-first, and there is much momentum and excitement for the sport in this country. The future is very bright for the sport of soccer.•
Rendering of the north stands of Etihad Park
Rendering of the field at Etihad Park
A Comprehensive Development Philosophy
An Interview with Kenneth A. Himmel, President, Related Ross
EDITORS’ NOTE Kenneth Himmel is President of Related Ross, and is an expert in creating thriving developments that bring forth the energy and vitality of an urban destination that resonates with existing local lifestyle and culture. Under Himmel’s leadership, Related captured the world’s attention with iconic, awardwinning destinations that include CityPlace in West Palm Beach as well as Time Warner Center and Hudson Yards in New York; the Grand Avenue redevelopment project in downtown Los Angeles; and Related Santa Clara in Santa Clara, California. The developments have had a profound impact on their surrounding environments – neighborhoods that have become vibrant, contemporary urban centers. His past developments reflect his success: Water Tower Place and 730 North Michigan in Chicago; Copley Place in Boston; Reston Town Center in Reston, Virginia; and Pacific Place in Seattle. Himmel is also responsible for the formation of a restaurant collection in Boston that includes the legendary Grill 23 & Bar, The Harvest Restaurant, The Banks Fish House, and Bistro du Midi. Himmel is the creator and the Managing General Partner for the restaurant collection at Columbus Circle, New York City including the legendary Per Se with chef Thomas Keller and Porter House with chef Michael Lomonaco. Himmel is a member of the Historical Society of Palm Beach County and on the Board of the Kravis Center for the Performing Arts. He received a BS degree with distinction from Cornell University – School of Hotel Administration (where he fosters ongoing mentorship), and a BS degree from The College of William and Mary.
CityPlace – the most visited neighborhood in the City, fostering culture and enriching the community with lush green spaces, a diverse mix of experiential retail and culinary offerings, the largest concentration of public art installed by a private company in Palm Beach County, and educational programming and modern residences; as well as Hilton West Palm Beach, RH West Palm and the historic Harriet Himmel Theater.
How do you define Related Ross’ mission and purpose?
At the core of Related Ross’ mission is our commitment to transforming urban life for communities. We focus on delivering the highest quality in design and are uniquely positioned as the leader in each class of real estate –no other company compares in the mixed-use space. My 30 years of experience with Stephen (Ross, CEO and Chairman) in cities like New York, Chicago, Washington, D.C., Los Angeles, and notable projects such as Columbus Circle and Hudson Yards, have been instrumental in
shaping our work here in Florida. This extensive background has enabled us to attract the right tenants and users, helping to create a thriving market in South Florida.
Our projects serve as economic, creative, and cultural catalysts that not only propel cities forward, but also leave a lasting, positive impact. We are dedicated to enriching people’s lives, strengthening communities, and enhancing the character of cities. Our approach goes beyond just building structures; we take a long-term perspective on social engagement, integrating quality and sustainability into every design. With responsible governance, ethical business practices, and a focus on wellness for both people and the planet, hospitality remains central to our work. These guiding principles reflect our broader vision to create a lasting legacy through positive social, economic, and environmental change.
What have been the keys to Related Ross’ strength and leadership in the industry?
Quality retail, exceptional restaurants, hospitality, and walkable public spaces are the key elements that allow us to seamlessly
FIRM BRIEF Led by visionary developer Stephen Ross, Related Ross (relatedross.com) is a fully integrated real estate firm with unparalleled expertise in mixed-use development. Related has led the transformation of West Palm Beach into one of the fastest growing cities in the nation to live, work, and visit. Related Ross leads the market in Class A office with more than 2.8 million square feet of existing commercial holdings built and under construction. Known for luxury residential buildings, Related Ross is introducing a new class of rentals and condos to the market including The Laurel and South Flagler House. The company also developed and owns the most celebrated destinations in the region including
Kenneth A. Himmel
Rendering of CityPlace in West Palm Beach – 10 and 15 CityPlace, The Laurel, and the Harriet Himmel Hall which will open as Eataly in 2025
integrate all the components of a thriving community. Over my 45 years in the industry, I’ve had the privilege of working on projects from Back Bay in Boston to Reston Town Center, downtown Seattle, and Michigan Avenue in Chicago. Related Ross’ strength and leadership in the industry are rooted in our commitment to holistic development. Our approach goes beyond creating individual buildings; we focus on shaping vibrant, well-rounded communities. This includes world-class residential, shopping, and dining experiences, but also extends to collaborating with cities to improve transportation, enhance education and expand healthcare options. Additionally, we host over 500 complimentary community events each year, promoting wellness, arts and culture, and much more. This comprehensive development philosophy is what truly sets us apart and drives our success.
Will you provide an overview of Related Ross’ properties and current developments?
Related Ross oversees a portfolio of 6.5 million square feet across residential, hotel, office and retail in West Palm Beach, a culmination of development over the last five years that’s catapulted West Palm Beach onto the global stage. Now, the city has attracted Vanderbilt University with a new graduate campus, a new world-class hospital, advanced mobility initiatives, retail brands like Equinox and Eataly, major Fortune 500 companies – and it’s really
just the beginning. Related Ross’ portfolio continues to grow exponentially as construction on 10 and 15 CityPlace is expected to start in March 2025, with 60 percent of the space already pre-leased at 15 CityPlace, and 10 CityPlace scheduled to come out of the ground a year later – both introducing a combined 1 million square feet of office space.
Over the last 30 years we’ve worked diligently on introducing many firsts to South Florida and West Palm Beach that offer something for everyone. Our well-rounded housing portfolio encompasses our first rental building, The Laurel, that’s leased up faster than any other project in our company’s history – 90 percent leased within six months at the highest rents ever achieved for a residential rental in Palm Beach County, and South Flagler House which marks the first luxury residential highrise in Florida designed by Robert A.M. Stern Architects to break ground. We’ve also brought many firsts to West Palm’s burgeoning dining scene that’s cultivated a vibrant community at CityPlace, downtown’s most visited destination. We welcomed Harry’s, Adrienne’s, and Maman this year, and in 2025 we will welcome Eataly, Moxie’s, and Ela Curry Kitchen to CityPlace. As we reimagine the Flagler Waterfront district, we are excited to welcome Estiatorio Milos this year. Even our retail portfolio has range for the community with Alo, Perigold, Blue Mercury, and more.
Will you discuss Related Ross’ focus on not just developing buildings, but on building vibrant neighborhoods and communities?
At Related Ross, our focus goes beyond just developing buildings; we are committed to building vibrant communities and neighborhoods. A prime example of this is our longstanding partnership with the City of West Palm Beach and Mayor Keith James through Related Together. This initiative integrates private development with community needs, creating spaces where underserved neighborhoods can be revitalized and brought to life. Creating vibrant, connected communities is at the heart of what we do. We believe that inclusivity is the cornerstone of a vibrant community, which is why we focus on embracing diverse cultures, enhancing education, investing in the neighborhoods we build in, and giving back to our community partners. This commitment ensures that we are supporting the growth of places where people can grow together and thrive.
How important is it for Related Ross to build a diverse and inclusive workforce to mirror the diversity of the clients and communities it serves?
At Related Ross, our commitment to building vibrant and inclusive communities starts within our own team. At our West Palm Beach HQ, nearly 50 percent of our workforce is made up of women, many of whom hold some of the most senior positions in the company. We believe that a diverse workforce is essential for ensuring we approach challenges and opportunities from a variety of perspectives, which ultimately makes us a stronger organization. By reflecting the diversity of the clients and communities we serve, we are better equipped to create spaces that are truly inclusive and impactful.
What do you see as Related Ross’ responsibility to be engaged in the communities it serves and a force for good in society?
At Related Ross, being engaged in the communities we serve and acting as a force for good is not just a responsibility – it’s a standard we believe all developers should uphold. We see it as both our duty and privilege to build not only for today’s community, but also for future generations. That’s why we work closely with city officials and community leaders across areas like transportation, education, and arts and culture to ensure we’re bringing the best possible outcomes to West Palm Beach.
For the past 30 years, I’ve partnered with Stephen Ross, and together, we’ve always aligned with his philosophy of building for the long-term – owning and operating, not selling real estate. This mindset reinforces our commitment to creating projects that will serve communities for generations to come. When we think about our responsibility, it’s clear: we are here for the long haul, and everything we do is centered on making the community better and more sustainable.
Kenneth Himmel and Stephen Ross
How critical is a commitment to sustainability as part of Related Ross’ culture?
Commitment to sustainability is deeply embedded in Related Ross’ culture and values. We understand that sustainability is a priority for our office tenants, and we align our values with theirs to create spaces that support both their workforce and their environmental goals. For example, CityPlace is a LEED Gold neighborhood, and all of our buildings are designed to meet at least LEED Silver
standards. Additionally, One Flagler stands out as the first Wired Score Platinum building in West Palm Beach, further demonstrating our dedication to sustainability and creating forward-thinking, sustainable environments.
Will you discuss your career journey?
I’ve been fortunate to have a 50-year career in real estate, starting in the hospitality world. My journey began as a key developer on the firstever Hilton franchise hotels in New England. This
opportunity led to a significant relationship with Cabot, Cabot & Forbes, where I was involved in the development of the first Ritz-Carlton hotel in Chicago, which became Water Tower Place. This project marked my introduction to vertical mixeduse development. From there, I worked on projects like Copley Place in Boston’s Back Bay, which included two hotels, Neiman Marcus, and 1 million square feet of office space. This led to the winning designation for Reston Town Center in Northern Virginia, a pioneering model for lifestyle mixeduse development. I also developed the Nordstrom flagship in downtown Seattle, a three-block project that included the brand’s headquarters. Afterward, I returned to Michigan Avenue in Chicago to develop the Peninsula Hotel, with luxury retail at the base. Then, after ten years of friendship, Stephen Ross and I decided to partner up and compete for the rights to develop Columbus Circle, which became the Time Warner Center. That partnership kicked off a 30-year journey, including the projects CityPlace and Hudson Yards.
Today, we’ve expanded from developing projects here in CityPlace to shaping major cities. We’re now focused on applying our experience, expertise and relationships as we continue to grow with mixed-use projects in Palm Beach County and South Florida. One project both Stephen and I are very excited about is Apogee, a resort-style golf club in Martin County with three 18-hole golf courses, a world-renowned restaurant and amenities, and private villas.
A key aspect of my career and part of the magic sauce has been my experience in the hotel and restaurant industry, particularly in Boston and New York, where I had the privilege of working with renowned chefs like Thomas Keller and Michael Lomonaco. Over the years, I’ve built lasting relationships with industry leaders which have contributed to the success of many of our developments.•
CityPlace, a vibrant, mixed-use neighborhood at the center of West Palm Beach’s downtown
Rendering of The Flagler Waterfront district – One Flagler, Phillips Point and Esperante office towers
An Interview with Hrag Hamalian, President, TGR Learning Labs and National Programs, TGR Foundation
EDITORS’ NOTE As the President of TGR Learning Labs and National Programs for TGR Foundation, Hrag Hamalian oversees all education programming for the nonprofit organization nationwide. He leads an experienced team of programs staff and instructors who deliver highquality educational programming to students from under-resourced communities. Hamalian is a dynamic leader in education, with more than 20 years of experience in K-12 and higher education along with development and program expansion. Prior to joining TGR Foundation, he served as the Chief Executive Officer of Bright Star Schools. Earlier, Hamalian founded Valor Academy Middle School, a high performing 5th through 8th grade charter public school in Los Angeles. In 2013, he helped lead the strategic merger of Valor and Bright Star, the first merger between two successful charter organizations in Los Angeles. In 2011, Hamalian was the recipient of Boston College’s prestigious Gold Award, honoring him as alumnus of the decade. He is a Broad Academy Fellow, Aspen Institute Fellow, an Achievement First Accelerator Fellow, a Building Excellent Schools Fellow, and a Teach for America Corps Member. He currently serves on the Board of Directors for ExED and Building Excellent Schools. He holds a double-major bachelor’s degree from Boston College in biology and honors English, a master’s degree in secondary education from Loyola Marymount University, and a master’s in business administration from UCLA.
Hrag Hamalian
high-quality education. Over the course of the next two decades, I developed my initial charter school into a network of nine charter public schools serving more than 4,000 students in three distinct communities of Los Angeles. Our network, Bright Star Schools, built K-12 pathways with an additional six years of support to ensure students accessed higher education with minimal debt and found their pathway to careers. I also have founded, co-founded and advised several companies and organizations dedicated to improving educational access including developing software to address diversity in higher education and leveraging technology to improve equity in college admissions and retention.
At TGR Foundation, I’ve been able to blend these experiences, leading initiatives that provide transformative educational opportunities. My focus has always been on building programs that are scalable, impactful, and inclusive, ensuring that students from under-resourced communities can discover and pursue their passions. Through this work, I’ve had the privilege of driving innovation in education while developing programs that foster long-term success for students, educators, and communities.
How do you define TGR Foundation’s mission and purpose?
TGR Foundation’s mission is to empower students to pursue their passions through education in order to unleash their potential. Founded by Tiger Woods and his family, the Foundation serves as a catalyst for opportunity, offering inclusive, state-of-the-art learning environments. Our Learning Labs combine innovative, hands-on education with inspiring spaces that include makerspaces, classrooms with roll up garage doors and large performance and presentation auditoriums, all thoughtfully designed to foster creativity, collaboration, and curiosity. Many Learning Labs are co-located with world-class sports facilities giving students from under-resourced communities access to sports like golf and tennis, encouraging a holistic approach to personal and academic growth.
Our mission goes beyond education; it’s about equipping students from under-resourced communities with the tools, opportunities and inspiration to achieve their dreams.
Will you provide an overview of your role and areas of focus?
As President of TGR Learning Labs and national programs, my role centers on expanding our physical presence through Learning Labs around the country while also leading and expanding the Foundation’s education initiatives. I oversee our
ORGANIZATION BRIEF Tiger Woods’ vision is to create safe, inspiring spaces that empower students to pursue their passions through education. TGR Learning Labs (tgrfoundation.org) provide opportunities, experiences, and mentors that help students from under-resourced communities find their passions and develop a plan for their future. Through programs focused on STEAM educational enrichment, health and well-being, and career and college readiness, students gain the knowledge, tools, and confidence needed to unleash their potential.
Will you highlight your career journey?
My career has been defined by a commitment to educational equity and innovation. At the age of 23, I founded a charter public school, Valor Academy, creating pathways to academic success for students who otherwise lacked access to
flagship TGR Learning Lab in Anaheim, California, and drive the development of future labs, including upcoming locations at the Cobbs Creek campus in Philadelphia (opening spring 2025) and Lulu’s Place in Los Angeles (opening fall 2026). Planning for other Learning Lab locations nationally is also currently underway.
Beyond overseeing the Learning Labs, I manage our national programs, including our college access programs as well as our professional development for educators. My focus is on scaling innovative, inclusive, and impactful programs while building strong community partnerships. By integrating advanced facilities, learning methodologies and career-connected programming, in partnership with the communities we serve, I seek to ensure that we continue to meet the evolving needs of students and educators.
What was the vision for creating TGR Learning Labs, and will you discuss its education programming?
Tiger Woods envisioned the TGR Learning Labs as safe, inspiring spaces where students could grow, learn, and prepare for the future. The Learning Labs are designed as advanced learning environments, which foster a dynamic and engaging atmosphere. Our education programming spans:
• STEAM Field Trips for Schools: Introducing STEAM concepts and careers in topics as diverse as forensic science, biotechnology, AI, multimedia, and drones.
• After-School Programs, weekend and summer courses: Offering academic support and interventions, more than 30 after-school STEAM courses, and clubs like robotics, esports, and drones as well as Saturday workshops and week-long summer camps.
• College Access Programs: Providing workshops, intensive college-prep programs, scholarships, and resources to support students through every step of the college admissions process. Our hallmark program is the Earl Woods Scholar Program supporting students from low-income communities to matriculate into, persist and graduate from top colleges and universities.
• Career-Connected Learning Programs: Through industry partnerships we provide “learning about work,” “learning through work,” and “learning at work” opportunities that span
career panels, professional networking, industry workshops, project showcase competitions, micro internships, and site visits.
• Educator Professional Development: Equipping educators with the tools and training they need to inspire their students to excel through in person and virtual workshops, training, and resources.
Our goal is to create lifelong learners who are ready to adapt to a rapidly evolving world.
Will you provide an overview of the new TGR Learning Lab Philadelphia?
The TGR Learning Lab Philadelphia is scheduled to open in spring 2025 in partnership with the Cobbs Creek Foundation. This 30,000-square-foot facility will include nine classrooms, a makerspace, a golf simulator, multimedia room, music recording and podcast room conjoined to a driving range, short course, and world-class PGA golf course. It’s designed to provide cutting-edge programming for students from elementary to high school in West Philadelphia. Even before opening, we’ve already made a significant impact in Philadelphia through prelaunch programming, including early elementary math and reading tutoring, STEAM workshops, after-school programs, and college and careerconnected opportunities tailored to the local community. The Learning Lab will build on this success, offering inclusive programs that inspire students to unleash their potential.
Where do you see opportunities for growth and expansion for TGR Learning Labs?
We have a great desire to continue to scale our presence in major cities throughout the country and provide our innovative learning environment for youth. Each Learning Lab requires coordination with local community stakeholders, government, school districts, and local organizations as each is designed to reflect the unique needs of its community, blending state-of-the-art facilities with programs that resonate locally. We are currently assessing several new regions to determine where we will grow next. In addition, we see potential in virtual programming that can complement our in-person experiences. We already lead virtual educator workshops and college access workshops to expand our reach to students and educators nationally.
Though physical Learning Labs will always be our priority, with advanced technology like AI and virtual reality moving at rapid pace, we believe in the long term we can also deliver highquality, interactive education to students and educators who may not have access to our physical locations.
How critical are metrics to measure the impact of TGR Learning Labs’ work?
Metrics are the backbone of our innovation and growth. By collecting and analyzing data on student participation, learning outcomes, and longterm impact, we gain insights that inform every aspect of our programming. Through a partnership with the Stand Together Foundation, we are actively building very robust data practices in every aspect of our programmatic work to ensure we can continually improve experiences for students while validating our long-term impact for external audiences.
In our expansion to Philadelphia and Los Angeles, data has guided curriculum design, ensuring we’re addressing local needs and achieving measurable results. Metrics also allow us to iterate on our programs, continuously improving them to meet the demands of students and the workforce. As we expand, metrics remain essential in demonstrating our impact to partners, funders and the communities we serve.
Will you discuss the strength and expertise of the TGR Learning Labs’ team?
Our team is the heart of TGR Learning Labs. They bring deep expertise in education, STEAM innovation, college and career access, educator development, and community engagement, ensuring that every program is both impactful and relevant. Many members of our team are lifelong educators who understand firsthand the challenges students face and are passionate about creating solutions that inspire learning.
Our team also thrives on collaboration, not only within our organization but also with external partners in fields like technology, healthcare, and sports. This interdisciplinary approach allows us to deliver programs that are innovative, inclusive and responsive to the needs of our students and educators.
What are your priorities for TGR Learning Labs as you look to the future?
Looking ahead, my priorities are to:
1. Scale impact: Successfully open and operationalize the Philadelphia and Los Angeles Learning Labs while exploring opportunities for future locations.
2. Enhance and grow educational programs through innovation: We are constantly building new programmatic constructs that resonate with every category of learner and looking to integrate cutting-edge technology, concepts and resources to enrich our programs and prepare students and educators for emerging industries.
3. Strengthen Equity: Ensure that all students, regardless of background, have access to stateof-the-art facilities, world-class programs, and the support they need to succeed.
Our mission remains clear: to inspire and empower the next generation of learners, innovators and leaders.•
Rendering of the TGR Learning Lab due to open in Philadelphia in spring 2025
Among the Elite 1% NCI-Designated Comprehensive Cancer Centers in the U.S.
options. See why we’re among the elite 1% NCI-Designated Comprehensive Cancer Centers in the U.S. at cancer.montefioreeinstein.org.
Transformative Projects
An Interview with Edward V. Piccinich, Chief Operating Officer, SL Green Reailty Corp.
EDITORS’ NOTE Edward Piccinich
is the Chief Operating Officer of SL Green Realty Corp., Manhattan’s largest office landlord and fully integrated real estate investment trust with an enterprise value of over $16 billion and interests in nearly 35 million square feet. Piccinich has nearly 25 years of experience driving asset-value enhancement across the SL Green portfolio, implementing marketleading efficiency programs and building a formidable team. Since joining SL Green in 2002, he has had oversight of numerous verticals, including Operations; Development, Construction, & Design; Security & Life Safety; Underwriting; Hospitality; Sustainability & ESG; Information Technology; People Experience (HR); Office Administration; and onsite management of SL Green properties, comprised of commercial office, retail, residential, and mixed-use assets. Piccinich manages SL Green’s robust development pipeline of transformational projects, including the innovative redevelopment of One Madison Avenue, a bespoke luxury residential development at 760 Madison Avenue in the historic Upper East Side, and SL Green’s first office-to-residential conversion at 750 Third Avenue. He and his team were also responsible for SL Green’s crown jewel: One Vanderbilt Avenue, a 1.7 millionsquare-foot, transformative office tower in Midtown. Prior to joining SL Green, Piccinich oversaw the World Trade Center complex for the Port Authority of New York & New Jersey and served as Vice President at JP Morgan Chase. He is a Principal Member of the Building Owners and Managers Association (BOMA) and serves on the board of the Real Estate Board of New York (REBNY). He is a member of the Board of Directors for the New York Building Congress (NYBC) and is Commercial Director at the Real Estate Advisory Board (RAB). Additionally, he serves as a Trustee for the New York City Police Foundation (NYCPF), Hackensack Meridian Health (HMH), the Citizens Budget Commission (CBC), and the Madison Square Park Conservancy (MSPC). Piccinich is also a member of the Board of Directors for several of New York City’s Business Improvement Districts (BIDs) and related organizations, including the Flatiron Nomad Partnership, the Downtown Alliance, and the 34th Street Partnership. He
is an avid supporter of St. Francis Food Pantries and Shelters, the Muscular Dystrophy Association, American Corporate Partners, and the New York City Police Foundation. Throughout his four-decade career, Piccinich has been honored by both industry and nonprofit organizations for his commitment to improving both the real estate industry and his community. Most notably, his awards and honors include Federal Law Enforcement Foundation Honoree (2024), Lincoln Center’s Real Estate and Construction Council honoree (2022), ASHRAE’s Award for Distinguished Public Service (2020), John Cardinal O’Connor School Construction & Building Industry Dinner honoree (2019), Muscular Dystrophy Association Anniversary Gala Coach (2017), Madison Square Park’s Madison Square
Award (2016), REBNY’s George M. Booker Management Executive of the Year Award (2016), St. Francis Food Pantries and Shelters Annual Theatre Event’s St. Francis Award (2015), Diabetes Research Institute Empire Ball honoree (2007), and Starlight Children’s Foundation Gala honoree (2004). Piccinich earned his BS degree in mechanical engineering from Manhattan College.
COMPANY BRIEF
SL Green Realty Corp. (slgreen.com), Manhattan’s largest office landlord, is a fully integrated real estate investment trust, or REIT, that is focused primarily on acquiring, managing, and maximizing value of Manhattan commercial properties. As of September 30, 2024, the company held interests in 55 buildings totaling 31.8 million square feet. This included ownership interests in 28.1 million square feet of Manhattan buildings and 2.8 million square feet securing debt and preferred equity investments.
Edward V. Piccinich
One Madison Avenue
What have been the keys to SL Green’s industry leadership, and how do you define the SL Green difference?
In the simplest terms, hard work. SL Green’s ability to exceed industry standards is driven by the efforts of the people within our operation. I, along with my partners at the helm of all our business groups, have cultivated an environment of diligence. What sets us apart is our philosophy of collaboration, contribution, motivation, and support of one another to consistently grow and push boundaries. This culture is directly correlated with our successes and is the result of strong leadership and guidance from our Chairman and Chief Executive Officer, Marc Holliday, whose visionary direction propels us forward.
Will you provide an overview of your role and areas of focus?
I oversee a diverse range of business verticals, including Operations; Development, Construction & Design; Property Management; Security & Life Safety; Underwriting; Hospitality; Sustainability & ESG; Information Technology; People Experience (HR); and Office Services. With each of these areas, I apply a distinct focus on executing timelines, optimizing internal procedures, deploying efficient systems, managing risk, and mentoring the members of each group. I firmly believe that committing to each individual in our team and creating value for others is an effective means to success for the company as a whole. I am constantly revolutionizing the functions I oversee to continuously bring value to SL Green and contribute to the company’s forward momentum and position as industry leaders.
What do you feel has been the impact of One Vanderbilt on New York City?
In 2015, building on the momentum from the historic Vanderbilt Corridor and Greater East
Midtown rezonings, we started bringing the One Vanderbilt vision into reality by demolishing the one-acre site and 800,000 square feet of existing structures. Five years later, in September 2020, we opened the striking tapered tower with its angled podium and glass and terracotta facade. One Vanderbilt seamlessly integrates with the skyline and compliments the art deco influences of the neighboring historic buildings.
As part of the project, we committed $220 million in transit improvements to the city. For
example, we de-mapped a portion of Vanderbilt Avenue and replaced it with a vibrant 14,000-square-foot public plaza, added a 5,000-square-foot transit hall space with direct access to the terminal, and expanded entry points to the 4, 5, 6, 7, and Shuttle MTA subway lines. Most recently, we opened a direct connection to the Long Island Rail Road’s Grand Central Madison. The results of these improvements are felt daily by pedestrians and commuters in and around Grand Central Terminal.
Beyond its iconic placement in the skyline and efficient design, the building stands firmly as a business epicenter and a cultural destination for tourists and locals alike. Whether you are enjoying breakfast at the Épicerie Boulud, attending a conference at The Vandy Club, soaking in the sunset at SUMMIT, or having a Michelin-star dinner at Le Pavillon or J ō ji, One Vanderbilt offers something for everyone.
Will you highlight the SUMMIT observatory at One Vanderbilt, and opportunities to expand the SUMMIT offering to other markets?
I am incredibly proud of the success of SUMMIT One Vanderbilt. Since opening three years ago, SUMMIT has welcomed over 6 million visitors and collected multiple accolades, including being named New York’s Top Tourist Attraction by Travel + Leisure. SUMMIT is a one-of-a-kind observatory experience that spans 65,000 square feet and 3 stories atop One Vanderbilt. At 1,100 feet up in the sky, it boasts dramatic panoramic views as well as contains various artistic installations such as Kenzo Digital’s “AIR”, an immersive video experience that emulates floating through the sky. The entire interior is clad in mirrors, offering patrons
One Vanderbilt (above and below)
a unique and breathtaking perspective of the city’s skyline.
Building on our success in New York, we are excited to announce the beginning of SL Green’s global expansion starting with a new SUMMIT location in Paris. While I can’t share more details just yet, I can assure you that the new installation will be extraordinary.
Will you provide an overview of One Madison, and how the property will be positioned in the market?
One Madison is a transformative project at the heart of the historic Flatiron District, exemplifying the potential of adaptive reuse. It blends modern design elements with existing structures and facades, creating a balance between the past and present and serving as a testament to our deep respect for the property’s rich history. The design seamlessly integrates a new 500,000-square-foot, virtually column free, 18-story tower into the existing 10-story podium made of historic Alabama limestone. This was achieved by reinforcing the foundation using fourteen mega-columns in the bedrock and an intricate truss system on the 10th floor to carry the load of the additional 500,000 square feet. By preserving 67 percent of the building’s original structure, we chose a sustainable approach, focusing on reusing, renovating, and vertically expanding, rather than demolishing.
One Madison is the most advanced and desirable building in the Flatiron neighborhood, as is evident by the buildings leasing velocity (i.e., IBM, Franklin Tempelton, Coinbase, Chelsea Piers, etc.). Additionally, we built out and programmed industry leading
workplace amenities such as L’Épicerie, our exclusive tenant lounge; the elegant rooftop event space, Le Jardin sur Madison; and Daniel Boulud’s exclusive new steakhouse, La Tête d’Or. With this multitude of tenant amenity spaces, a sophisticated and far-reaching hospitality program, as well as curated retail partners, One Madison is already a distinguished address in the neighborhood.
How is SL Green enhancing the tenant experience throughout its portfolio?
Our planning and strategy within both the development landscape and our core assets includes a laser sharp focus on the tenant experience. Year after year we invest capital into value-add renovation, modernization, and amenizitation projects, with our tenants’ everyday experience top-of-mind. Beyond providing superior commercial space, our Property Management takes it to the next level, providing a best-in-class white glove service that tenants appreciate.
Will you highlight SL Green’s focus on sustainability and commitment to being environmental stewards of its buildings?
I am incredibly proud of our team’s commitment to not only environmental sustainability, but our entire ESG program. Whether it be through energy management, waste reduction, addressing climate change, community involvement, or promoting health and wellness, our goal is, and always has been, to create lasting value through sustainable initiatives, while integrating best practices into our daily operations and driving long-term value for our assets and for our organization as a whole. Each year, we continue to build on our efforts and adapt to the evolving disclosure requirements and legislation
that inform our strategic planning. Thanks to the exceptional work of our ESG team, we have established a set of standards that are recognized as a leading example in the industry and serve as a model for others in their sustainability efforts.
What do you feel are the keys to effective leadership, and how do you approach your management style?
Embedded in my ethos is a commitment to being a lifelong learner, rejecting complacency, and applying a creative approach to every initiative or obstacle that arises. This philosophy has guided my leadership methodology for over two decades and has resulted in the formation of a diverse team that is equally passionate and committed to growth, accountability, and raising the bar. Each team member is encouraged and motivated to grow their knowledge and capability, unlock their full potential, contribute their thoughts and opinions freely to one another, ultimately cultivating the group’s overall effectiveness.
You have spent much of your career at SL Green. What has made the experience so special for you?
With nearly four decades in the business, and more than half of that at SL Green, I carry thousands of career experiences and lessons with me daily that are the source of my continued drive and ability to navigate the intricacies and complexities of our industry. Countless of these life lessons have occurred with SL Green, and I am grateful to our Chairman and CEO, Marc Holliday, for his steadfast stewardship, as well as the entire Executive team for their partnership over the years. This team, combined with the hundreds of other hardworking individuals we are lucky to employ, has made SL Green particularly special, and rendered me deeply committed to our success. I am honored to be a part of this leading company, and it is a privilege to help shape it through mentoring emerging talent and ensuring our legacy of excellence continues. I am grateful for the opportunities the company has to grow within the dynamic world of commercial real estate and am excited for the future to come.
With all that you have accomplished in your career, are you able to enjoy the process and take moments to celebrate the wins?
I love the process. My experience overseeing a dozen or so business verticals and remarkable projects, though exhaustive, has not lessened my sense of awe of what can be achieved through our communal effort. The path is never without challenges, and navigating through them makes reaching every target and eventual success that much more rewarding.
Along the way, we mark our triumphs by sabering and sharing bottles of Champagne. Whether it be groundbreakings, ribbon cuttings, marriages, births or retirements, I have always made a concerted effort to acknowledge and celebrate every milestone, both professional and personal.•
SUMMIT One Vanderbilt
A Spirit Of Innovation And Excitement
An Interview with Viral Patel, Chief Executive Officer, Blackstone Private Equity Strategies
EDITORS’ NOTE Viral Patel is the Chief Executive Officer of Blackstone Private Equity Strategies (BXPE). Patel is a member of the Investment Committees for BXPE, Blackstone Growth, and participates on the Investment Committee of technology focused deals in Private Credit. He has been with Blackstone since 2005 and he was involved in the launch of Blackstone Tactical Opportunities, as well as incubating and building other Blackstone businesses. He was also the Global Head of Technology Investing for Blackstone Credit. Before joining Blackstone, he was a member of the Credit Suisse Structured Products business. He has served on the boards of various Blackstone portfolio companies. Patel graduated magna cum laude from Cornell University with a BS degree in operations research and industrial engineering.
under management include global investment strategies focused on real estate, private equity, infrastructure, life sciences, growth equity, credit, real assets, secondaries, and hedge funds.
How do you describe Blackstone’s culture and values?
Meritocracy, excellence, openness, integrity and innovation are certainly hallmarks of Blackstone’s culture, but what sticks out to me over the course of almost two decades at the firm is its entrepreneurialism. I’ve been given many opportunities to build out a new part of the business or take on a new leadership role – and I’m not the only one. More than half of our current partners have been at Blackstone for more than ten years, and nearly 30 percent of them started as an analyst or associate.
the world, knit together by our goal to deliver outstanding performance for our investors by stewarding their capital with integrity and conviction.
What have been the keys to Blackstone’s industry leadership, and how do you define the Blackstone difference?
FIRM BRIEF Blackstone (blackstone.com) is the world’s largest alternative asset manager. The firm seeks to deliver compelling returns for institutional and individual investors by strengthening the companies in which it invests. Our more than $1.1 trillion in assets
The firm fosters an environment where exceptional talent can build lasting careers and, because of these opportunities, our employees are deeply committed to the values that define our culture. Blackstone’s achievements are only possible because of our most valuable asset: our people. As our founder, Steve Schwarzman says, there are no patents in finance – our success relies on the talent of our teams around
I trace many of Blackstone’s advantages back to our scale – spanning more than 12,700 real estate assets and 240 portfolio companies –which gives us more, better and richer private data. Not only does that inform our ability to invest in dynamic sectors positioned for longterm growth, but it also enables us to marshal real-time data across our portfolio to develop macro insights that we can share across our businesses – from pricing trends and spending behavior to hiring activity and the employment market. Working at a firm that adapts quickly to changing conditions really fosters a spirit of innovation and excitement.
You joined Blackstone almost 20 years ago. What has made the experience so special for you?
The dynamism – we’re constantly seeing around corners and innovating so we can deliver for our investors. That openness to innovation allowed me to play a part in developing our Tactical Opportunities and Growth businesses
“As our founder, Steve Schwarzman says, there are no patents in finance – our success relies on the talent of our teams around the world, knit together by our goal to deliver outstanding performance for our investors by stewarding their capital with integrity and conviction.”
Viral Patel
“Meritocracy, excellence, openness, integrity and innovation are certainly hallmarks of Blackstone’s culture, but what sticks out to me over the course of almost two decades at the firm is its entrepreneurialism.”
very early on, as well as starting a team focused on tech lending within our Credit & Insurance business. Across my Blackstone career, I’ve been proud of my ability to form strong relationships, because building businesses requires bringing people together – which is front of mind for me in my latest role as CEO of Blackstone Private Equity Strategies (Blackstone’s private equity strategy for individual investors).
Will you discuss this role and how you focus your efforts?
I’ve always been highly focused on team collaboration. I want all of our investment teams firm-wide to view my team as an accelerant to their own businesses and another helpful partner as Blackstone executes deals. With $331 billion in private equity AUM and a 35+ year track record, Blackstone has the world’s largest private equity platform. Now, we want to bring that platform to individual investors.
My team works across corporate private equity, secondaries, growth, opportunistic, life sciences and beyond – so the more seamless and coordinated we can become, the better the outcomes will be for the firm. I believe that we have the best talent in the industry, and I have confidence in how, together, we’ll continue building this strategy to meet the needs of both our existing and expanding set of investors.
The team I lead focuses on finding opportunities across the many private equity sectors that we invest in at Blackstone. This ranges from our control private equity business and secondaries to tactical opportunities – which is our special situations platform – and others like our life sciences and growth equity businesses.
How important is it for Blackstone to build a diverse and inclusive workforce?
It’s critical. I strongly believe that when people are empowered to do their best work, they generate business results that provide lasting value. Creating an environment where many perspectives are welcome, opportunities for advancement and training are plenty, and mentorship and sponsorship are encouraged are all key elements in encouraging a culture of inclusivity. Across Blackstone, we aim to build businesses equipped to navigate challenges and lead in their industries by attracting, developing and retaining high-quality talent both at the firm and across our portfolio.
On the empowerment point, we continue to focus on broadening our pipeline of talent. We use hybrid recruiting strategies to connect with more than 1,000 schools, including Historically Black Colleges and Universities. We have also invested in early-pipeline programs to educate students about the firm and introduce them to meaningful careers across our industry.
What do you see as Blackstone’s responsibility to be engaged in the communities it serves?
To my earlier point about scale, Blackstone’s portfolio companies collectively represent the equivalent to one of the largest Fortune 500 employers, with over 700,000 employees. Our main goal is to help our companies meet their hiring needs, build more representative workforces and foster inclusive cultures – which in turn helps them increase creativity and innovation, enhance problem-solving and decision making, and heighten employee engagement.
We encourage our portfolio companies to participate in our signature recruiting and talent development initiatives – Blackstone Career Pathways, as well as our Veterans Hiring and Refugee Hiring Initiatives.
What advice do you offer to young people beginning their careers?
Come to the table with an opinion, and don’t be shy about sharing it. There’s a reason we work by committee: we can make better decisions when we look at each opportunity from different viewpoints and assess each deal from different lenses. Your managers want to hear what you have to say –forming a view, backing it up and articulating it well are essential parts of learning the business, and it’s our responsibility to help you grow these skills.•
“The team I lead focuses on finding opportunities across the many private equity sectors that we invest in at Blackstone. This ranges from our control private equity business and secondaries to tactical opportunities – which is our special situations platform – and others like our life sciences and growth equity businesses.”
The Interior Design Destination
An Interview with Farooq Kathwari, Chairman, President and Chief Executive Officer, Ethan Allen Interiors Inc.
EDITORS’ NOTE Farooq Kathwari has been Chairman and CEO since 1988 and President since 1985. He serves in numerous capacities at several nonprofit organizations including the Board of Overseers of the International Rescue Committee; the advisory board of the Center for Strategic and International Studies; and the Council on Foreign Relations. He is Chairman Emeritus of Refugees International; an advisory member of the New York Stock Exchange; former Chairman of the National Retail Federation; Director Emeritus and former Chairman and President of the American Home Furnishings Alliance; a Director of the Institute for the Study of Diplomacy at Georgetown University; Co-Chairman of the Muslim-Jewish Advisory Council; and a member of the International Advisory Council of the United States Institute of Peace. He served as a member of the President’s Advisory Commission on Asian Americans and Pacific Islanders from 2010 to 2014 and was tapped to join the congressionally mandated United States Institute of Peace bipartisan Task Force on Extremism in Fragile States co-chaired by Governor Tom Kean and Congressman Lee Hamilton, who formerly led the 9/11 Commission. Among his recognitions, Kathwari is a recipient of the 2018 Ellis Island Medal of Honor and has been inducted into the American Furniture Hall of Fame. He has been recognized as an Outstanding American by Choice by the U.S. Government. He has received the Yale School of Management’s Chief Executive Leadership Institute Lifetime of Leadership Award; the National Human Relations Award from the American Jewish Committee; the National Retail Federation Gold Medal; and Ernst & Young’s Entrepreneur Of The Year™ Award. He has also been recognized by Worth magazine as one of the 50 Best CEOs in the United States. Kathwari holds a BA in English literature and political science from Kashmir University, Srinagar, and an MBA in international marketing from New York University. He is also the recipient of three honorary doctorate degrees.
products and decorative accessories through its website and a network of approximately 300 Design Centers in the United States and abroad. Ethan Allen owns and operates nine manufacturing facilities including six manufacturing plants in the United States, two manufacturing plants in Mexico, and one manufacturing plant in Honduras. Approximately 75 percent of its products are made in its North American plants.
How do you describe Ethan Allen’s culture and values?
In 1932, two young entrepreneurs went from New York City to the Green Mountains of Vermont and started making early American furniture. They took on the “revolutionary” values of pioneer Ethan Allen, who had fought in the American Revolution and helped form the state of Vermont. The culture of revolution and innovation was also part of my background, and treating people fairly was important. About 30 years back, we developed 10 Leadership Principles to define our values. These values include hard work, treating people with dignity, focus on innovation, and speed.
What have been the keys to Ethan Allen’s ability to stay relevant for more than 90 years?
Making constant change a part of the culture within our organization has been key. Also, our culture emphasizes the need to make change when you’re about 75 percent ready – because if one waits to be 100 percent ready, the chances that change will take place are not so good. Also, constant change involves risk, and some initiatives may not work. It’s important not to “punish” leaders for initiatives that may not work. Obviously, great care has to be given to making sure that initiatives can be understood. People also have to be open to risk.
How important has it been for Ethan Allen to be a vertically integrated company, and do you see this as a differentiator for Ethan Allen?
Vertical integration is important; it requires long-term thinking and investment. It also requires the constant involvement of both team leaders and team members to understand the key initiatives that will be required. This is a long-term philosophy and requires lots of work and investment. Today, we have a network of just under 175 interior design centers in North America with the longest-serving
COMPANY BRIEF Ethan Allen Interiors Inc. (ethanallen.com) is a leading interior design company and manufacturer and retailer of quality home furnishings. The company offers free interior design service to its clients through the efforts of approximately 1,500 in-house interior designers and sells a full range of furniture
Farooq Kathwari
interior design professionals in the U.S. We manufacture about 75 percent of our products in our North American plants, and we deliver our products at one cost to our clients throughout North America. This gives us control over the quality of our products, the level of service we provide, and in the end, control over our destiny.
What have been the benefits of Ethan Allen having 75 percent of its manufacturing in North America?
Many companies have moved their manufacturing overseas, but we have committed to keeping our manufacturing base right here in North America. This commitment is very important because it empowers us to manage our process from start to finish, which ensures that we safeguard our reputation for quality. Keeping manufacturing in North America also supports our branding as the Interior Design Destination, ensuring a high level of customer service and diversity of styles.
The proximity of our manufacturing also helps us to respond quickly in the face of changing events. You’ll recall the port workers strike in late 2024 – businesses that bring in most of their product from overseas would have been seriously impacted, but because we make things in North America, we knew we would be able to minimize service issues. We have the advantage of experienced labor and high-quality materials in our manufacturing, and proximity in our logistics, because we manufacture in North America.
How critical is innovation for Ethan Allen and where is innovation impacting Ethan Allen’s business?
Innovation is critical – you have to create a culture of innovation and make innovation a state of mind. Earlier, I mentioned our unique combination of personal service and technology in terms of our interior design experience – because with the latest technology in their hands, our interior designers can offer even better one-on-one service. One example is our 3D Room Planner, which we introduced in 2020, and which has become indispensable to our designers. What would have taken
them days to draw, they can now plan in a few hours, and clients can get a very close approximation of what their finished space will look like. Clients like it because it helps them make selections with confidence. Technology innovations like these have been critical to our reinvention as the Interior Design Destination.
The fact is, we combine technology and personal service throughout our vertically integrated enterprise, from manufacturing to retail, logistics, and communications. Take manufacturing, as I said earlier: By introducing certain technology and recruiting talented people to program and operate it, we can both produce functional furniture parts more quickly and support the creation of more one-of-a-kind decorative furniture elements –all without letting go of the milling and kiln-drying, the hand-assembling and hand-finishing, that make our furniture both beautiful and long lasting.
What are your views on the future of interior design and what will be the keys for Ethan Allen to remain at the forefront of the industry?
One of the things I hear repeatedly from our interior designers is that clients want personal service and great products. That’s why our complimentary design service and our design technology are so important, along with the fact that we make most products to order. It’s increasingly important to be flexible and to work with clients wherever they feel most comfortable, whether that’s in their home or in the Design Center. Our designers even provide remote project management, working with blueprints supplied by clients and sharing 3D plans, sometimes without ever meeting in person.
I think the future of design is less about a style direction or trend and more about cultivating collaborative partnerships: By getting to know clients and understanding their personalities, our designers can provide the “one of a kind” that clients are looking for. Most of our designers have long-term relationships with their clients; they start with one room, and then clients come back for phase two, phase three, and more. The repeat
business is valuable; the long-term relationships that we build are priceless.
How important is it for Ethan Allen to build a diverse and inclusive workforce?
It is critical. Today, our workforce represents people with diverse talent and backgrounds in our manufacturing, retail, logistics, marketing, and other areas. This includes team members in various parts of North America including the U.S., Canada, Mexico, and Honduras. Our associates take pride in their work and respect the diversity. In certain communities, we make a point to honor local customs. In our Silao, Mexico, upholstery workshop, for example, we celebrate local holidays like Mexican Independence Day and the Virgin of Guadalupe Day, and we do it because it communicates respect for all our associates. We also have many women in leadership roles: 71 percent of our retail leaders and 65 percent of our leaders at our headquarters are women, and we’ve increased the percentage of women in manufacturing leadership.
Do you feel that leading companies today have a responsibility to the communities they serve?
Ethan Allen has a long history of responding to the needs of our communities. In 2020, we devoted several of the lines in our Maiden, North Carolina, upholstery plant to manufacturing personal protective equipment (PPE) during the COVID-19 pandemic. When our Orleans, Vermont, wood furniture plant flooded in 2023, rather than abandoning manufacturing operations in Vermont, we worked with both our associates and with state government to get our plant back up and running.
Companies that have a workforce in developing countries often experience high turnover because associates face obstacles that get in the way of coming to work, from issues with consistent transportation to the availability of both acute and preventive medical care. In both Silao and in our wood furniture plant in Honduras, we offer on-site medical care and health fairs. In Silao, we provide transportation to work and free meals for our associates. When you treat associates with dignity and respect, you can achieve incredible things.
What do you feel are the keys to effective leadership?
I start with the philosophy that a leader’s main job is to make their people better, and one of the keys to making people better is constant communication. I receive 50 weekly reports focusing on shared priority areas – talent, service, marketing, technology, and social responsibility – along with WOW stories that mark exceptional service from all areas of our business. I make it a point to personally respond to each story.
What are you most excited about as you look to Ethan Allen’s future?
I am pleased by just how relevant we’ve managed to remain after 93 years in business – as I always say, we’re just getting started. We are proud of the diversity of our products, the technology that has made our service even more relevant to our clients, and the exceptional quality that continues to define us. I have a great, motivated, and diverse team, and when the right people are in the right positions, good things happen. We are focused on the future, entrepreneurial yet disciplined, and well positioned for whatever comes our way.•
A farmhouse furnished by Ethan Allen
Healthcare Excellence
EDITORS’ NOTE Marc Miller is President and Chief Executive Officer of Universal Health Services. He was named CEO in January 2021 and has served as President since 2009. He is a member of the UHS Board of Directors, serving on the Executive Committee and the Finance Committee. Miller began his career at UHS in 1995 and over the years has held various positions of increasing responsibility at hospitals and at the corporate office. Prior to assuming executive leadership roles at the company’s corporate headquarters in King of Prussia, Pennsylvania, Miller served in various operating roles at several UHS Acute Care Hospitals. Among his regional and divisional management roles, he served as Group Director responsible for the company’s acute care operations in Pennsylvania, South Carolina, and Florida; Eastern Region Vice President of the Acute Care Division; Senior Vice President and Co-head of the UHS Acute Care Division; and President of the Acute Care Division. Miller is also a member of the Board of Directors of Universal Health Realty Income Trust, a real estate investment trust that has investments in 76 properties located in 21 states. In 2021, Miller was selected to serve on the Board of Directors of the Federation of American Hospitals (FAH). He currently serves as Chair-Elect, in advance of serving as Chair of FAH in 2025. Additionally, he has served as a member of the Board of Directors of Premier since 2015. In 2022, Miller was named to the Modern Healthcare Most Influential annual ranking at #49. He is frequently featured as a thought leader and provides industry perspective for national publications. Miller holds an MBA degree in healthcare from The Wharton School of the University of Pennsylvania and a BA degree in political science from the University of Vermont.
COMPANY BRIEF
among U.S. companies on Forbes Global 2000 World’s Largest Public Companies. Headquartered in King of Prussia, Pennsylvania, UHS has approximately 96,700 employees and through its subsidiaries operates 28 inpatient acute care hospitals, 333 inpatient behavioral health facilities, 40+ outpatient facilities and ambulatory care access points, an insurance offering, a physician network, and various related services located in 39 U.S. states, Washington, DC, Puerto Rico, and the United Kingdom. It acts as the advisor to Universal Health Realty Income Trust, a real estate investment trust.
How do you describe Universal Health Services’ culture and values?
We are proud to commemorate 45 years of healthcare excellence this year, signifying Universal Health Services’ longstanding commitment to delivering high-quality care to the patients we are privileged to serve. It’s all about care for everyone in the communities where we operate our facilities. We’ve built our reputation through our focus on healthcare excellence
and by living our principles every day, at each and every encounter: providing superior quality patient care, valuing each member of our team, being a highly ethical provider, and serving our local communities. Our culture of service excellence focuses on trust, teamwork, compassion, and innovation.
Will you provide an overview of UHS’ services and capabilities?
Through its subsidiaries, UHS operates medical-surgical hospitals and behavioral health facilities. We are the preferred provider in key markets served with robust integrated care networks that comprise hospitals, ERs, surgery centers, ambulatory care centers, and alignment with physician practices. Our facilities are regularly honored by national, state, and local organizations for delivering high-quality care, pioneering innovation, thought leadership, and for their commitment to serving their local communities.
We are strong, growing, and competitively positioned to meet the increasing demand for the vital healthcare services we provide. We are investing in extending our offerings across the continuum of care – from hospitals, outpatient specialty facilities, freestanding
One of the nation’s largest and most respected providers of hospital and healthcare services, Universal Health Services, Inc. (uhs.com) has grown into a Fortune 300 corporation with annual revenues during 2023 of approximately $14.3 billion. In 2024, UHS was again recognized as one of the World’s Most Admired Companies by Fortune ; ranked #299 on the Fortune 500; and ranked #399
Marc D. Miller
An Interview with Marc D. Miller, President and Chief Executive Officer, Universal Health Services, Inc.
Marc Miller leads the celebration during Veterans Day, recognizing and thanking UHS employees who are veterans and also recognizing staff who serve veterans at its hospitals
emergency departments, and urgent care centers to home health and telehealth. In 2023, our staff proudly cared for 3.6 million patients.
What have been the keys to UHS’ strength and leadership in the industry?
Our consistency in support of our mission is key to our success. We prioritize providing high-quality care to our patients above all else. Our strategy includes building or acquiring hospitals in rapidly growing markets, investing in the people and equipment needed to allow each facility to thrive, and becoming the leading healthcare provider in each community we serve.
Where do you see the greatest opportunities for growth for UHS?
Further expanding in core markets is a key priority for our investments. During 2024, our Acute Care Division has had three medicalsurgical hospitals under construction. We just opened the brand-new West Henderson Hospital in Henderson, Nevada, our sixth hospital in the Southern Nevada region. We are building Cedar Hill Regional Medical Center GW Health in Washington, DC, and we are on schedule to open in spring 2025. And the Alan
B. Miller Medical Center is under construction in Palm Beach Gardens, Florida, on track to open in early 2026. In the Behavioral Health Division, through partnership with Trinity Health, Southridge Behavioral Hospital is under construction and on schedule to open in early 2025 in Grand Rapids, Michigan. In the Northeast, through partnership with Lehigh Valley Health Network (LVHN), we anticipate opening Hanover Hill Behavioral Health in Hanover Township, Pennsylvania in 2025. In addition to the new hospitals, we are opening freestanding emergency departments in existing markets as well as adding outpatient locations for both physical and mental healthcare including substance use disorder treatment.
How do you balance the pressures to meet quarterly expectations as a public company with the need to make long-term investments for the future?
We have always prioritized making all decisions for the right reasons, keying on longterm success. We are focused on achieving our goals each month but will not compromise our strategic goals for short-term gains. We feel strongly that if we maintain this type of thinking we can continue to see high performance for both the short and long term. This approach continues to pay dividends. Investor’s Business Daily recently announced UHS among 19 stocks that outpace 99 percent of companies in terms of key stock-picking factors, testament to fiscal responsibility in providing value to investors.
How critical is it for UHS to build a diverse and inclusive workforce to mirror the diversity of the patients and communities it serves?
Our workforce is a reflection of the communities that we serve. Our primary goal is to hire and maintain a workforce that is best suited to care for our patients in the various markets where we have operations. In most cases, that workforce closely reflects
On a visit to Southwest Healthcare Rancho Springs Hospital in Murrieta, California, Marc Miller signs the vision wall
In November 2024, Marc Miller (second from right) and team open the brand-new 150-bed West Henderson Hospital in Henderson, Nevada
that particular community. We value the skills, knowledge, talents, dedication, and the contributions of our team members, at all levels and in all functions across the organization. We offer professional development opportunities, support employee engagement, promote recognition and award programs, and actively pursue community outreach opportunities.
What do you see as UHS’ responsibility to be a good corporate citizen and a force for good in society?
Our mission and complete focus is to ensure that we serve our patients to the best of our ability. We have the responsibility of trying to help those patients heal in a variety of ways, and it is through this work that we fulfill our need to be a good corporate citizen and clearly demonstrate that we are a tremendous force for good in society.
What do you feel are the keys to effective leadership and how do you approach your management style?
The most important key is to lead by example, by modeling the behaviors I expect of others. I demonstrate accountability and transparent decision making and welcome my colleagues’ various points of view. I am competitive and want to win but realize that challenges will always occur. It’s how you react to it, handle it, and address it with calm measure that matters. For me, this is the best approach.
You have been with UHS for 30 years. What has made the experience so special for you?
Early in my career, I held a number of positions of increasing responsibility within our hospitals – in Washington, DC, in Florida, and in Pennsylvania. This afforded me opportunities to garner a deep understanding of the inner workings and challenges of the front line – and has
been the core backdrop for informing much of my decision making since. I value visits to our facilities and engagement with our local leaders to continue to see first-hand the challenges that they deal with on a daily basis.
I am also a voracious reader about all things leadership. I try to learn from other top companies, and top leaders in all walks of life, to find great ideas that can help UHS succeed, as well as avoid possible mistakes.
Our continued success, over so many years, has made the experience very rewarding.
“Our mission and complete focus is to ensure that we serve our patients to the best of our ability.”
What advice do you offer to young people entering the industry?
First, be self-aware. Understand your weaknesses and work on them. Be conscious about your strengths and weaknesses – and those of others. Next, be empathetic to the needs of others. Understand daily work life in the hospital setting. Understand how taxing the day is and what patients are experiencing. Finally, make decisions for the long term – do things for the right reasons, for the long term. •
In March 2023, UHS ceremoniously named and broke ground on a de novo hospital in Palm Beach Gardens, Florida. The Alan B. Miller Medical Center is named in honor of UHS Founder and Executive Chairman, Alan B. Miller, who was CEO until 2021 when he transitioned responsibilities to Marc Miller (above and below)
The Most Extraordinary Workplace of Tomorrow 2.5M RSF of Office Space with a 200-Room Hotel
The Benevolent Model
An
Interview with Brett M. Johnson, Co-Founder and Chief Executive Officer, and Grant D. Johnson, Co-Founder and President, Benevolent Capital
EDITORS’ NOTE In 2005, Brett Johnson co-founded Benevolent Capital. He was a member of the Board of Trustees for Choate Rosemary Hall and a Senior Fellow in Entrepreneurship and a member of the Board of Visitors for the Graziadio School of Business at Pepperdine University, as well as an active member of the Young Presidents’ Organization. He earned a bachelor’s degree from Brown University and an MBA from the Presidential/Key Executive program at Pepperdine University. In 2014, he graduated from the Harvard Business School’s President’s Leadership Program.
As Co-Founder of Benevolent Capital, Grant Johnson leads the private equity and venture capital portfolio. In addition, he serves on the boards of four fast-growing and dynamic companies: Boost Up Profits, Coco Safar, Bingeable, and NYC Office Suites. He is an active member of the Young Presidents’ Organization. He is a graduate of Brown University and is currently enrolled in the President’s Leadership Program at Harvard Business School.
FIRM BRIEF Benevolent Capital (benevolent capital.com) was founded in 2005 by Brett and Grant Johnson as a family office, and its platform has grown to include an experienced group of partners, executives and investors. The Benevolent portfolio continues to expand with investments in early-stage companies, many that have increased in their respective valuations since the investment, along with real estate development and professional soccer franchises. Benevolent Capital redefines the art of partnership between investing and investors. As General Partners, the firm invests in every portfolio company and never takes a management fee from its LPs. Additionally, until or unless the investment earns 100 percent preferred return (2x on invested capital), Benevolent does not take a promote – meaning it only succeeds when its investors succeed. Before creating the family office, most of the current team of professionals at Benevolent were chief operating executives at both private and public companies having over $500 million in annual revenues. Benevolent has a proven track record of successful investments that have led to returns actually realized.
Will you discuss your career journeys and what led to the creation of Benevolent Capital?
Brett : As identical twins, Grant and I went to all the same schools. We played a lot of
Brett M. Johnson
Grant D. Johnson
the same sports. We grew up in New York City and then ultimately went to Choate boarding school in Connecticut and attended Brown University in Rhode Island. After we graduated from college, we both moved to San Francisco where I spent two years doing private equity work, acquiring media assets for a company called InterMedia Partners with Leo Hindery, which was an incredible twoyear apprenticeship in private equity. Grant ended up working on the institutional sales desk at Montgomery Securities which at the time was one of the preeminent firms on the West Coast. Grant spent an incredible amount of time taking companies public and really honing his capital-raising capabilities and his eye for good investment opportunities.
I ultimately joined a fast-growing computer accessory company called Targus that an entrepreneur in England invented at the time. It was the world’s first portable computer carrying case. IBM had come out with the portable computer and this entrepreneur realized that people were going to need something to carry these new devices in, so Targus became the worldwide market leader in that space. My big break came when at a fairly young age I was sent to London to run all the international business which I did for five years before I was brought back to Southern California to run the entire company, which I did for the next five years before we sold it. My time in London running the international business allowed me to travel all over the world and one thing I recognized was the power of the sport of soccer. If you look at Grant and my holdings today across Benevolent Capital, we have a substantial amount of capital invested in professional soccer teams starting with Phoenix Rising in the United Soccer League here in the United States. We helped to lead the acquisition and put the ownership group together and the management team for a Premier League team called Ipswich Town Football Club. When we bought the team, it was in League One, and it has seen incredible success with backto-back promotions, restoring Ipswich to the Premier League. Today, my time and attention
“The Benevolent model is that if we can’t deliver a double on the investment, then we don’t make a nickel. We believe that if we are not able to double the investor’s money, we don’t deserve to get paid because we’re not looking just to deliver a double – we’re looking for 5 to 10 times or greater on each of our portfolio investments.”
Grant Johnson
is focused on a very interesting project in the state of Rhode Island. We own the rights to professional soccer and launched a team called Rhode Island Football Club which plays in the United Soccer League which is the level right below Major League Soccer. We are four and a half months away from opening a $140 million state-of-the-art, world class soccer specific stadium in Rhode Island. We also own the rights to develop all of the real estate around the stadium.
Grant: Our vision for creating Benevolent Capital was to try and disrupt the private equity and venture model where the typical funds that people are allowed to invest in charge outrageous annual fees, typically 2 percent a year at least. We decided as part of our Benevolent name and focus to get rid of management fees, so we charge zero management fees. That’s hugely disruptive and we’ve been told by our investors that one of the things they really appreciate is that our interests are fully aligned with their interests. The Benevolent model is that if we can’t deliver a double on the investment, then we don’t make a nickel. We believe that if we are not able to double the investor’s money, we don’t deserve to get paid because we’re not looking just to deliver a double – we’re looking for 5 to 10 times or greater on each of our portfolio investments. This is what we call the Benevolent model: zero management fees and the investors get the first double, and then after the double, it’s a 70/30 split, with 70 percent to the investors and 30 percent to us. We like to say that we do well, but only after our investors have done really well.
What are the key characteristics you look for when evaluating an investment opportunity?
Grant : We invest in things that we’re deeply, passionately in love with, so that’s the starting point. If we’re not in love with the investment, it’s an easy pass. As I always say, if it’s not a hell yes, it’s a hell no. We will tell our investors that if they don’t love the investment, whether it’s Oura Ring, Athletic Brewing or FlyHouse, for example, then please pass. We believe in the power of word-of-mouth, in that there’s nothing more powerful than when a friend tells you that you should go check out a certain movie or you should go read a specific book or buy a certain product. That’s why we believe that word of mouth is arguably the most powerful force in the world. So, our portfolio, very simply, is a word-of-mouth portfolio. Having said that, there has to be a consumer element to what we’re investing in, where someone can go and get an Oura Ring, or someone can sign up to charter a plane on FlyHouse, or someone can go and buy a nonalcoholic beer at Athletic Brewing.
I would add that one of the things for us is that we really subscribe to the book by Dan Sullivan called, Who Not How, and that at the end of the day, everyone that we invest with, we tell them to live and breathe this book as basically their guidepost or foundational model. We like to say, don’t come to us asking how are we going to do something; come to
us and say, who do you know that can help us do something? At the end of the day, no matter what company we invest in, ultimately it’s the people behind the company that make all the difference.
Did you know that you had an entrepreneurial spirit and desire to build your own business?
Brett : Grant and I are effectively the offspring of two entrepreneurs, as both our mother and father have created several companies. We grew up in a house where we were very much versed in the entrepreneurial journey of taking risks and finding opportunities, so it certainly feels as if it is part of our DNA.
Grant : As Brett mentioned, we were fortunate that we grew up in a very entrepreneurial family and household where you were encouraged to take risks. I think this was a factor in our decision to attend Brown University which is a very entrepreneurial school where you literally can choose whatever major you want to pursue.
What has made the working relationship between the two of you work so well?
Grant : I think there’s a few dynamics. While we are identical twins – we’re five minutes apart – from a personality perspective,
we’re actually quite different. I have much more of my father’s personality and characteristics and salesmanship, whereas Brett has more of our mom’s diplomacy. She was a former US Ambassador to Jamaica by background, and she’s friends with absolutely everybody that’s ever been in her life since childhood. So, I actually joke that I have a handful of very close friends, but because Brett’s my twin brother, I also have hundreds of other friends because of him. I think that what makes our styles work so well is actually that we complement one another rather than having exactly the same type of skill sets and capabilities.
Brett runs our professional sports business and the real estate around those sports teams, whereas I run the private equity and the venture capital portfolio, so we each have what we would call our own sandbox. This doesn’t mean that we don’t help each other out, but he’s the captain of his sandbox, so to speak, and I’m the captain of mine.
As brothers working together, how hard is it to turn off the business?
Brett : I feel so blessed with the relationship that Grant and I have with each other and the way we complement one another. We really enjoy the journey – the entrepreneur journey that we’re on together. It is not for the faint of heart. I feel like every entrepreneur has to go through an arc where they really get tested and their backs are against the wall, and you start to question your sanity. If you are able to be resilient and persevere to get through that, the universe starts to reward you. I feel like Grant and I are starting to see the fruits of that, and it is special to be able to experience this success with your brother.
I think both Grant and I define ourselves first and foremost as husbands and fathers. This was ingrained in us through our father. While we certainly work hard and we both travel a fair bit, our first focus and first dedication will always go back to our family.
What advice do you offer to young people beginning their careers?
Grant : One of the things I say to young people is to try and hopefully figure out what you really want to do with your life, and what brings you value and meaning. Sometimes in order to get to that point, you actually have to figure out first what you really don’t want to do. The other thing I would say is try and find a mentor early on, because there’s nothing quite like having the value of someone’s experience that’s been there and done it, and who can teach you something that saves you a lot of time from their own lessons learned.
Brett: I believe in terms of advice to people starting out their careers, you have to try to pursue ways to get outside of your comfort zone. I think that’s part of a career arc. You have to pay your dues in a career. I think you have to be in jobs that you find incredibly difficult and demanding. I think you have to have certain assignments that, as I said, get you out of your comfort zone. I can think of countless times in my career when I didn’t want to do something, but I did anyway, and it helped build character and resilience.•
Brett and Grant Johnson celebrating with the English Football Championship League Cup awarded to Ipswich Town Football Club as a result of the Club’s promotion back to the Premier League in May 2024
The Transformative Power Of Care And Opportunity
EDITORS’ NOTE Gary Player has won 167 professional golf tournaments worldwide and is one of only five men to capture golf’s coveted career Grand Slam. He won nine Major championships on the PGA Tour and nine Major championships on the Senior Tour and is the only player in history to complete the career Grand Slam on both Tours. Off the course, Player has raised approximately $100 million dollars for underprivileged children’s education globally through the efforts of The Gary & Vivienne Player Foundation and the Gary Player Invitational series in South Africa, China, U.S.A., U.K., U.A.E., and Japan; he has designed nearly 400 golf courses worldwide; he has bred more than 2,000 winning racehorses on the Gary Player Stud Farm in the Great Karoo of South Africa; and in recognition of his achievements in golf as well as his dedication to charity, Player has received numerous awards including the Laureus Lifetime Achievement Award and the PGA Tour’s Lifetime Achievement Award. He currently serves as the Global Ambassador to the World Golf Hall of Fame and has been dubbed the Black Knight, Mr. Fitness, and The
World’s Most Traveled Athlete having traveled more than 26 million kilometers. In 2016, he captained the South African Olympic Golf Team in Rio de Janeiro, Brazil.
Amanda-Leigh Player Hall has worked in the architecture field, and as a freelance artist, but her passion lies in helping others. She served as a Spanish-speaking missionary in the U.S. and coached college level tennis as a certified professional. She worked for several years with The Gary Player Foundation as an art director – and for various other notable nonprofits.
FOUNDATION BRIEF With the desire to support, uplift, and develop underprivileged and vulnerable children, The Gary & Vivienne Player Foundation (garyandvivienneplayer foundation.org) was first established on the Player’s estate outside of Johannesburg in South Africa and now serves children in need in both the U.S. and S.A. Building on their legacy, Gary and Vivienne Player have devoted their life’s work to making a difference in communities and to individuals- they remain committed to protecting and enriching the lives of precious youth and will continue to do so in every way possible
Vivienne and Gary Player with Amanda-Leigh Player Hall (left to right)
An Interview with Gary Player, Founder, and Amanda-Leigh Player Hall, President and Executive Director, The Gary & Vivienne Player Foundation
Family photo with Jack and Barbara Nicklaus at GVPF event
Gary, where did your passion for the sport of golf develop and what do you feel were the keys to the success you achieved in your career?
In South Africa, golf has always been a popular sport and has produced more major champions, post-WWII, than any other country other than the United States of America – 23 major champions, which is remarkable for a country of our size. We have hundreds of golf courses and the best climate in the world, so it’s conducive to people playing the sport. My father was a man who worked in a gold mine, as a poor man, 8,000 feet under the ground. He got me to start playing golf, even taking out a bank loan to buy my first set of clubs, thank goodness. I’ve enjoyed this great sport so much and I’ve had such an epic journey. It’s enabled me to travel more miles than any human being in the world. I don’t know how to be thankful enough. Golf has done so much for me and enabled me to get a proper balance in life. The keys to my past successes are numerous. Obviously, having a sharp mind, treating my body like a holy temple, enjoying punishment and adversity have been instrumental in my journey.
The fact remains that being on your own in hotels for months at a time away from loved ones is not easy. You’ve got to keep persisting no matter the obstacle. You need to read and become well-versed from lessons of the great leaders of the past and how they succeeded in life. My favorite example is Sir Winston Churchill, and there are countless reasons he was such a tremendous leader for the world.
Those striving to achieve success must be patient. You’ve got to exercise which helps your body as well as your mind. And no doubt, you have to practice hard. But the main reason comes deep within. This is called “It.” The ones who have “It” become superstars, and to be a superstar, you have to win six majors or more. There have only been 15 players in the history
of golf that have won six majors or more. And that’s a gift from the Man Above.
I also must mention the role my late wife, Vivienne, played in my career. She was a fantastic golfer herself and was really the only person I took advice from about my game. She sacrificed so much for our family with me being away playing in tournaments. My career would have simply been impossible without her by my side.
When you look back at your golf career, what are you most proud of?
What I’m most proud of in my golfing prowess is that I’ve won the most professional golf tournaments – and I’ve won all over the world – not just in one or two countries. My goal early on was to be a true world champion of golf. And when I won them, I had to travel by plane, sometimes just Vivienne and myself with all six children. There were no luxury private jets. It used to take us 40 hours from South Africa to America. Traveling with a lot of children was extremely hard, but was just normal at that time.
Secondly, I’m the only man who’s won the Grand Slam on the Regular Tour and the Senior Tour. And I’ve won more national titles – US Open, Open Championship, South African Open, Australian Open – than Arnold Palmer, Jack Nicklaus, and Tiger Woods put together. So, those are the things that I’ve been most proud about.
But above all of that, not related to golf, is that I was awarded the Medal of Freedom from the American government, their highest civilian honor. It meant so much to me because I had to battle and overcome adversity every step of the way. South Africa had an apartheid system and I was demonstrated against. Many people threatened my life for years around the world. In fact, in the PGA Championship in Dayton, Ohio, they threw ice in my eyes, telephone books on my back, charged me on the green, and screamed on my short putts – and I still only lost by one shot. Then I came back to South Africa and sponsored golfers to go overseas, Black golfers, that is, and I resigned from
the PGA because they wouldn’t put two Black gentlemen on our PGA committee, so it was a battle against apartheid.
What was your vision for creating The Gary & Vivienne Player Foundation in the U.S. and how do you define its mission?
It was very easy to decide on our Foundation’s key pillars because I struggled like a junkyard dog as a kid. Seeing other people suffering, I said, “One day, when I become a champion –and I didn’t know I would become a champion golfer, but I was determined to become a champion at something – that I would change the lives of people.” That’s the great thrill that I’ve had to raise and continue to strive for. Just between Arnold Palmer, Jack Nicklaus, and myself, we have raised hundreds of millions of dollars in our lives for changing the lives of people.
I decided to start The Gary and Vivienne Player Foundation, which my daughter runs for us in Philadelphia. This is for America only. America has always been a Good Samaritan of the world and helps people, but one also must understand that in America, one out of every six children live below the poverty line. More money must be put into helping the youth of America. One of my favorite quotes is by Benjamin Disraeli – “The youth of a nation are the trustees of posterity.” Let’s build up the youth of America so it stays number one. It’s very difficult to stay number one, and there needs to be a concerted effort from the top down. I know any help our Foundation can give will be much appreciated. We have a board, because with a foundation, you have to have top businessmen and top businesswomen, people who really know how to run affairs, to make a difference and also keep a strict eye to control expenses.
Amanda, will you provide an overview of the Foundation’s initiatives?
The mission of The GVPF is to ensure that underprivileged and vulnerable children have a safe and nurturing environment in which to
Gary Player after receiving the Medal of Freedom award
Gary Player and Amanda-Leigh Player Hall with Jasmine Walker from ECS Out of School Time program (center)
thrive. Our vision is to help break the chains of intergenerational poverty through education, health, and housing. For example, we’ve partnered with Place of Hope to provide stable housing and mentoring for children in foster care and supported Elevate’s efforts to improve literacy rates in underserved communities. These initiatives embody our commitment to creating lasting change.
What interested you in leading The Gary & Vivienne Player Foundation and how do you focus your efforts in the role?
I have always been passionate about serving those less fortunate. Growing up in South Africa, I was surrounded by poverty which instilled a lifelong commitment to service. At 21, I worked as a missionary in the inner cities of New York and New Jersey, witnessing firsthand the transformative power of care and opportunity. These experiences deeply inform my work today as President and Executive Director of The GVPF. In this role, I wear many hats, but my greatest passion is working with the nonprofits we support and volunteering with them to understand their needs. Loving and serving the children is where my heart lies, and it guides how we plan impactful events and build partnerships with individuals and corporations to sustain our mission.
Will you highlight your career journey?
The greatest privilege and opportunity in my life is helping my parents run The Gary and Vivienne Player Foundation. Building upon their lifelong dedication to philanthropy, I have the honor of ensuring my father’s golfing legacy – and their shared legacy of lifting and loving those less fortunate – continues into perpetuity. With a background in mission work and nonprofit leadership, I’ve been able to channel my passion for service into growing and sustaining our mission.
Gary, what are the keys to driving lasting change in the Foundation’s efforts to help lift children out of poverty in the United States and South Africa?
To lift children out of poverty is our main goal, and this is done through love. We give children love they might not already have and love can come in many different forms. So many children have no love in their lives. They might not have a mother, a father, a brother, a sister, a grandfather, or a grandmother. So, we must
make sure that they have love in their hearts. Secondly, we’ve got to give them a home, a place to live, a place in the sun to grow. We’ve got to make them feel they’re wanted. And we’ve got to educate them. Education is the light. The country that’s the best educated will end up the best country in the world, eventually. That’s absolutely imperative. So, there are a lot of things we need to improve upon. Children need a great education, and this is something that can only be done by people making a very big effort over a long period of time.
We’ve got an American system of education in the schools that needs to be improved across the board. When I think of South Africa and our schools, we’re way ahead of America. The students learn to speak four or five languages. They are taught about world affairs. A small thing, but they stand up when the teacher comes into the classroom as a sign of respect. This is something I hope comes back under the next U.S. administration.
Though the people of America are divided, I hope all can agree we have to do something to make the overall education system improve. Parents will be absolutely happy when we have discipline in the schools, and we can go from strength to strength.
Amanda, how critical are metrics to measure the impact of the Foundation’s work?
The statistic that one in six children in this country lives in poverty is startling, underscoring the importance of finding ways to break the cycle. Data shows that education, health, and stable housing are critical pathways to achieving this. While love and stability are difficult to measure, we focus on key indicators like literacy, graduation rates, and career persistence. By partnering with organizations such as Elevate, Gantry Group, and Place of Hope, we ensure children are mentored and supported through
life-changing opportunities. These metrics guide our decisions and help us maximize the impact of our resources to break cycles of poverty and empower future generations.
Gary, what has made philanthropy so important to you and was giving back instilled in you at an early age?
Because when you suffer, you see, one has always got to say to yourself, if you hear of somebody with problems, how would that affect me? How would I like it if it was my child? Not just turn the page and forget about it – give it some thought and discover how you can help. Most of the people in America are so fortunate. America is a land of milk and honey, but we’ve still got to make a concerted effort to change the lives of people less fortunate. The way you do that is by people being dedicated and using their resources to raise money that will make a long-term impact. America has been the Great Samaritan since I’ve been coming here for more than 70 years. I’ve seen a big change. Now, we’ve got to make this effort – a special effort –to help the young people of this great country.
With all that you have accomplished in your golf career and with the impact that the Foundation has made, are you able to take moments to reflect and appreciate how you have affected so many lives?
I often ponder and think about this – how have we been able to make this change, for example, for the organizations that the Gary and Vivienne Player Foundation partners with. I am happy to know we have changed the lives of thousands of young people, but our work is far from over. Philanthropy is work that is never finished.
Arnold Palmer, Jack Nicklaus, and myself have changed the lives of millions of people around the world. I often sit back and think how lucky I am that God has given me the opportunity to change the lives of all these people. I know what it is to suffer, and I don’t want to see any young people in America suffer. I don’t want to see it at all because it’s unnecessary. So, I do think back, and the word that comes to mind is gratitude – I’m so grateful to be in this position. I say a prayer every day of my life of gratitude that I’m able to make a difference in people’s lives. We all have a debt to society. Anybody who can afford it should make an effort to change the lives of young people.
Amanda, what are your priorities for The Gary & Vivienne Player Foundation as you look to the future?
Although I want to believe my dad will live forever, my priority is ensuring we grow and secure the resources to enable The GVPF to continue this vital work in my parents’ name for generations to come. I dream of a legacy that goes far beyond golf records – a legacy cemented in the lives of children whose futures are transformed through love, care, and opportunity. My focus is on expanding our partnerships, increasing our donor base, and building sustainable initiatives so that we can reach even more children and families in need. This is how we will honor my parents’ vision and ensure their impact continues to grow.•
Gary and Vivienne on their first date at the age of !4
Gary Player embracing a child who received needed sports equipment from Good Sports
Exceptional Experiences
We’re creating extraordinary properties around the U.S. — for rewarding experiences at home and peak performance at work. Visit rockefellergroup.com to view our development portfolio.
Photo: Gary Gomez
The Future Of The Built Environment
An Interview with Justin Tydeman, Chief Executive Officer, Unispace Group
EDITORS’ NOTE Justin Tydeman is the Chief Executive Officer of Unispace Group. He has more than 15 years of experience as a Chief Executive Officer having led several private equity-owned firms across international markets and sectors. Tydeman also serves as the Non-Executive Chairman of AIR-serv Europe. He studied at ICAEW and the University of Oxford.
COMPANY BRIEF Unispace’s (unispace.com) mission is to be a trusted partner in creating experiential spaces –across both physical and digital environments – that deepen connections, foster a sense of belonging, and propel success. Since being acquired by private equity firm PAG in 2020, Unispace has expanded service offerings to clients into new verticals and markets with intentional organic growth and key acquisitions in recent years of Bulb Interiors – a UK-based workplace and labs fit-out firm; Ireland-based Biopharma Engineering; and global experiential design agency Downstream. These acquisitions evolved the business from a focus on corporate interiors to a broader service offering of Unispace Life Sciences (highly regulated sectors) and Downstream (brand-led experiential environments), optimizing capacity to deliver at scale globally and locally, and across multiple industry verticals.
What interested you in leading Unispace and made you feel it was the right fit?
There was some serendipity. I had recently suffered my own failed space project, delivered by a separate architect, consultants, and a construction contractor. The Unispace proposition was clear to me – you wouldn’t hire a chef who can’t plan menus, develop new recipes, source quality ingredients, supervise and coordinate cooks, so why are so many built-space projects led by people without integrated strategy, design, and construction expertise? That’s what Unispace was built to solve – it just made sense to me.
Conventional design-build projects disperse workplace strategy, design, and construction initiatives across multiple management teams and companies. In a world of compressed timelines, that disjointed approach has become clunky, expensive, and time-consuming. Unispace follows an integrated approach putting strategy, design, and construction at the table at
the same time. This results in process accountability, higher-quality outcomes for clients’ budgets, and shortened project timelines. Office footprints are being reevaluated. This provides an opportunity for a flight to quality –high-service workplaces that represent environments where employees want to be. This is Unispace’s focus, and I believe there is huge demand for this model. Unispace is proud to realize this opportunity for our clients.
How do you describe Unispace’s culture and values?
Our values drive our culture. We care deeply about our people and clients, because we know that trust – be it between colleagues or clients – is built by taking action to foster inclusive spaces. One thing I love about Unispace is that we really operate as one team. As a result, we always bring our best, delivering creativity and excellence in every project.
By keeping these values at the center of our workflow, we’ve built a culture focused on collaboration, creativity and a strong sense of belonging. We emphasize flexibility, career growth, and inclusivity, offering a dynamic work environment with opportunities to connect globally.
What have been the keys to Unispace’s growth, and how do you define the Unispace difference?
It makes a world of difference to have all the core disciplines under one roof. From the first day of a project, well before a design takes shape, we ensure that everyone who will touch the project is engaged in the process and able to work well together. Clients who have experienced this integration understand why it’s important, and they appreciate that our team’s global footprint and perspective enables us to be nimble and rise to a variety of challenging expectations.
Our clients are some of the world’s most forward-thinking blue-chip companies. In fact, our largest single client group can be found in the innovative world of life sciences – Boston Scientific, a company for which we have completed over 40 projects globally. Our primary growth has been through repeat client opportunities, but we have recently made strategic business acquisitions in life sciences, digital, and experience design, and most recently luxury hospitality design. We also have a strong track-record of data-backed research providing the insight needed to create the future of the built environment.
Will you provide an overview of Unispace’s global footprint?
Our global presence enables us to locally interpret worldwide trends. Our international team of strategists, designers, project managers, and construction specialists working in 43 studios across 15 countries means we have experts in
Justin Tydeman
Unispace created experiential spaces for Zoom Video Communications in London (above); and Orrick in Los Angeles (opposite page)
each market who are fluent in local rules and regulations. At the same time, our colleagues call on fellow Unispacers around the world to offer solutions to their local challenges. It’s immensely powerful. Considering just the central business districts of the cities where we have a studio presence, we access a considerable amount of Class A corporate real estate. Since 2018 we’ve partnered with over 100 Fortune 500 companies globally. Will you highlight a few of Unispace’s current projects?
Zoom Video Communications, London, U.K: Needing a space that welcomed both employees and customers and would immerse the user in the world of Zoom solutions, Zoom partnered with Unispace to design and build their London office, and with Unispace’s experience design agency Downstream to create its new Experience Centre/ EBC. Together we built a space that will shape the future of work and collaboration, placing Zoom’s industry-leading technology at its heart for its U.K. employees and visitors.
Genea Fertility Clinic, Melbourne, Australia: In a facility that combines cutting-edge science with heartfelt care for fertility patients, Unispace was tasked with creating a space that would envelop patients in a sense of comfort and care beyond that found in a typical clinical or medical environment. The significance of the move-in date for the doctors necessitated a tightly scheduled program, achieved through our highly efficient integrated strategy, design and construction teams over the holiday season to ensure a timely completion.
DoubleVerify, New York, USA: DoubleVerify is a repeat client who sought to elevate their workplace experience from a very traditional 1:1 tech workplace to a “club house” environment. With a focus on community and a vision to bring staff together and portray a sophisticated company following its IPO, DoubleVerify was also looking to develop their global workplace guidelines. They turned to us for an in-depth strategy engagement to inform their real estate portfolio globally. These design guidelines were used in the HQ design and are scalable to enable a parity of experience within other locations globally.
Orrick, Los Angeles, USA: Starting with strategy, we centered the space around how their staff would function in a truly hybrid environment, with all the technology and spaces to support a 21st century law practice. We also helped them grow their Diversity, Equity, Inclusion, and Belonging (DEIB) goals, using Unispace’s Art for Impact program that they launched in their Los Angeles space which we’ve since implemented in other locations.
How important is it for Unispace to build a diverse and inclusive workforce?
As Unispace has grown, we have focused heavily on creating an inclusive and equitable workplace for all. That work is never complete, but I am proud of what the team has achieved. Unispace has an interesting perspective on inclusion. Every discipline thinks in such different ways: a designer’s mind is wired for success in a completely different way to a construction specialist or strategist, but each brings a different and equally necessary form of magic to a project. Unispace would not be successful without a focus on diversity – be that a diversity of thought, skill, background, or belief.
Beyond standard inclusion metrics, it’s important to understand the unique needs and challenges of each team member. At Unispace, we actively focus on listening with one-on-one conversations. It is crucial for us to continually build trust as we work to maintain an inclusive and welcoming work environment. At Unispace, we use an annual survey to measure the effectiveness of our policies and to better understand the makeup of our workforce. The results helped shape content for inclusion training programs and led us to form Employee Resource Groups: Women@Unispace and Parents&Caregivers@ Unispace, which foster forums for engagement, learning, and action for all employees.
We also know it is critical that the spaces we bring to life for our clients reflect the diversity of the communities they serve. A great example of this is the Unispace Art for Impact (AFI) program, which connects businesses with community partners and local artists. Through this rewarding program, we have connected Los Angeles law
firm Orrick with muralist Robert Vargas to highlight their work through art with a nonprofit helping formerly incarcerated women reincorporate back into society. We also partnered with a collective of women weavers in Nicaragua to design tapestries made from recycled ocean plastic bags. These sustainable products sit proudly in the offices of clients like Kraft Heinz and Zoom Video Communications.
I think Unispacers deeply appreciate that working in diverse teams makes each of us individually better at what we do. For us, inclusion is our north star, and we try to make it a lens through which we make decisions.
What do you see as Unispace’s responsibility to be engaged in the communities it serves and a good corporate citizen?
It’s a responsibility we take seriously, and an opportunity that excites us. We create brilliant built spaces – so we recognize that the impact we have on the community is significant – physically, environmentally, and psychologically. But being a good corporate citizen is about more than just repeating canned language. We truly live these values in our work every day.
We approach this in a variety of ways. We’ve established partnerships with organizations like the National LGBT Chamber of Commerce, the National Minority Supplier Diversity Council, and Disability:In to ensure we are actively supporting our company values and helping our clients meet their supplier diversity goals in a tangible, measurable way. For example, our clients are increasingly interested in workplace neurodiversity, recognizing that design can impact how colleagues experience stress and anxiety in a poorly designed office. Design for neurodiversity by providing a mix of workspace types, including focus rooms and areas of respite. Within these spaces, consider how softer color palettes and tactility have a calming effect, drawing people into spaces and making them comfortable. Designing for neurodiversity means you’re designing for everyone’s well-being. Every employee can benefit from areas that enable seamless workflow, with mobile furnishing like fidget furniture and adjustable lighting so they can select their desired work environment.
What advice do you offer to young people beginning their careers?
Unispace is a young and dynamic team, and this question has been on my mind during my first months as CEO. Perhaps three thoughts to share: First, stay curious. Be it about colleagues, clients or projects, keep asking yourself how it works, and how it doesn’t. Early in your career, your “does that makes sense?” sensor will be working well. Use it to learn and find opportunities to drive positive change. Secondly, use your time wisely and master time management early in your career. This combined with productivity are very attractive characteristics which set you up for long-term success. Finally, you’ll have more geographic freedom at 25 than 45. Grab it when it’s offered because it gives invaluable experience. Unispacers have thrived from hopping between studios, and it has been great for the company too.•
Delivering Protection From Serious Viral Infectious Diseases
An Interview with Marc Elia, Chairman of the Board, Invivyd
EDITORS’ NOTE Marc Elia has served as a member of the Invivyd board since June 2022 and as Chairman of the Board since July 2022. Elia has served as the founder and chief investment officer of M28 Capital Management L.P., a healthcare sector investment fund, since September 2019. Prior to that, from January 2012 to September 2019, Elia served as a partner at Bridger Capital, an investment fund. He currently serves on the board of directors of Fractyl Health Inc., a metabolic therapeutics company. He previously served on the board of directors of Adimab LLC. Prior to his career in investing, Elia held various roles across the biotechnology industry at N30 Pharmaceuticals, Tiger Management, Chiron Corporation, and L.E.K. Consulting. Elia holds a BA degree in economics from Carleton College.
R&D at companies large and small, all the while focused on accumulating a medical and scientific education and a practical knowledge and experience base. I sometimes think I should have gone back to school for formal scientific training, but all the science was so new and changing so fast it seemed more efficient to learn on the job. By the time companies were asking me to run R&D and design experiments and so on, I figured I had learned enough the hard way. Thank goodness my career overlapped with the growth of Amazon.com so I could build my own library fast. These days Wikipedia and PubMed can get you there almost free.
COMPANY BRIEF Invivyd (invivyd.com) is a biopharmaceutical company devoted to delivering protection from serious viral infectious diseases. By pairing state-of-the-art viral surveillance and predictive modeling with advanced antibody engineering techniques, Invivyd is committed to developing a robust pipeline of product candidates which could be used in prevention or treatment of serious viral diseases, starting with COVID-19 and expanding into influenza and other high-need indications.
Will you discuss your career journey?
My father gave me one piece of career advice: “find a complicated industry with high value to people, and spend your life learning.” I was in college in the 1990s when I had extraordinary luck. A family friend was a CEO in the then-young biotechnology industry and offered me a summer internship. I was entranced by the laboratories and discussions and it all fit my father’s advice perfectly. Every day, scientists were unlocking secrets at the molecular and cellular level, then using their exploding knowledge and new technologies to try to make new medicines for people in need. I knew I wanted to learn more. I wrote my senior economics thesis on the FDA and pharmaceutical industrial organization; I graduated and went right to work. For about 15 years I built a career in the biotech industry. I was in strategy consulting, industry positions in corporate development and
Around 2010, I moved into finance and the investment world. I worked as an analyst at hedge funds investing in biotechnology passively for a decade or so, but I became entranced with the concept of using capital to try to help drive corporate and technological outcomes actively, rather than just passively owning stocks. I think as the biotechnology ecosystem has exploded over the last 10 years, the capital markets have evolved to a place in which differences in business incentives and expertise between public financial investors and corporate operators are as wide as they have ever been. I wanted to build my fund, M28, to move investing back to a long-term, true fundamental approach in biotech, in which my fund would be a capital partner to companies but often in a deterministic way, almost like private equity in a public portfolio. As a result, my biggest portfolio positions often have an aspect of either activism or constructive engagement with management with the goal being to help biotech managers accelerate shareholder value creation. That is what I do today, although my involvement with Invivyd has been the most intense of any investment and by far the most volatile.
What interested you in joining the board of Invivyd, and how do you focus your efforts as chairman of the board?
My work on Invivyd started in early 2020 at the founding of the company, just as a mysterious “pneumonia” was circulating in China. I was on the Board of Directors of a private biotechnology company called Adimab, which operates the world’s most powerful technology for discovering pharmaceutical antibodies, and we were discussing this new virus, human
immunology, and the problems that were posed by what we would all shortly call SARS-CoV-2 and COVID-19. In February and March of 2020, I did three weeks of dedicated reading of all of the science available at the time on coronaviruses, and when I was done it was clear to me that humans would need some extra immunologic help to deal with this virus, beyond whatever protection we could get from vaccination or natural infection. The immunology/ vaccine challenge for COVID-19 is not technological; the challenge is really the limits of our own immunologic capacity. For any number of reasons, when humans see coronaviruses, or the COVID-19 vaccines that simulate one of them, we do not make immune responses that are robust and durable enough to stop disease. Instead, we make enough immunologic memory to slow the disease down and cut down on most deaths and the most severe disease. Of course, that is the best-case outcome – elderly people and immunocompromised people get even less durable benefit than average. Other pathogens and vaccines happen to be different. For example, the measles vaccine generates extraordinary immune response that is of effectively infinite duration. But for SARS-CoV-2, not so. The result? We have COVID-19 vaccines that worked to keep the most of us alive, but now those same vaccines struggle to keep all of us well. And it all comes down to our own biological limitations. To see the problem with COVID-19 vaccines unfortunately you just have to look in the mirror. Most of the rest of the debate around COVID-19 vaccines is a personal or political sideshow to that immutable fact. The implication, therefore, given that we have all now been vaccinated or infected, is that we are all going to get sick over and over and over again forever, with ongoing damage and death, until we bring something more to bear.
To me, those facts meant that an important investment idea would be to add extra immunologic power to people by making new medicines we call monoclonal antibodies directed against SARS-CoV-2 that would finally close the gap between what we need to stay well and what is on offer via vaccination. Monoclonal antibodies (mAbs) are pharmaceuticals inspired by naturally occurring antibodies that all of us have from our immune systems. The difference is that in a company like Invivyd we use technology to make mAbs designed to do tricks that naturally occurring antibodies cannot. The interesting,
Marc Elia
founding thought behind Invivyd was that a company with technology could make designer mAbs that are specific and incredibly potent to place on top of human immune systems, giving humans an extraordinary level of immunity against SARS-CoV-2, well beyond what was possible naturally. This idea was compelling to me as an opportunity that could be actioned by capital and technology. When Adimab decided to spin out a technology company dedicated to COVID and other viruses, my fund invested in the first round alongside other great investors. I joined the company’s Board of Directors at the founding, and that company is today Invivyd.
As a Director and Board Chairman, I am responsible for representing shareholders and providing strategic direction and oversight – my fund is a shareholder of the company – as well as managing the company’s Board of Directors and being the primary interface between the Board and the management team. Of late, following a CEO departure, I have been working more closely with the company on its mission. We are at a sensitive moment in our corporate history, even as we have accomplished amazing things over two years. We are one of the faster companies in the history of biotech to discover a candidate molecule and move it through clinical development to FDA authorization, having discovered pemivibart in 2022 and then launching it as PEMGARDA in 2024. But because we are just getting started with our strategy and mission, and because we are in a fast-evolving new area of medicine, we are in an all-hands-on-deck posture across the Board and management team. As a result, you will find me these days, for example, appearing on the company’s quarterly conference calls and so on. It’s a critical moment for vulnerable populations and shareholders as the company tries to realize the promise of the technology at scale, despite a lot of social and governmental challenges.
How do you define Invivyd’s mission and purpose?
Our mission is very simple: we make medicines that give people the immune systems they cannot get otherwise, and that they need to stay alive and well in the face of viral threats. We are starting with SARS-CoV-2 and COVID-19 disease and we have our first drug in that area. Our mission flows directly from the work that got Invivyd started in the first place, only now instead of calling COVID-19 a “pandemic” we consider ourselves at the beginning of our permanent relationship with endemic virus. Today, in 2024-2025, we still see far too many Americans dying of COVID-19. While we don’t consider this a pandemic, roughly every 10 minutes an American dies of COVID-19, hundreds of thousands of Americans are hospitalized every year, and ICU admissions were higher in 2024 than they were in 2023. Even more, a major and growing population of people are damaged, perhaps permanently, by Long COVID, including young people. Pandemic or not, this is the infectious disease challenge of all of our lives. Our goal is to give people the protection they need to drive these
“Our mission is to keep innovating until we can scale high-quality, long-term protection to large populations of Americans. That means low doses of a potent mAb, given infrequently, and via a convenient route of administration, all suitable for millions of people.”
numbers much lower, and it cannot and will not be done via vaccination. At Invivyd we have worked to bring forward our first authorized mAb to prevent COVID-19 disease for immunocompromised people – PEMGARDA. Today we regard PEMGARDA as the first COVID-19 antibody option Americans have in our new world of permanent, endemic COVID-19. Our clinical trials evaluating PEMGARDA have generated data similar to prior COVID-19 antibodies, and this strong protection across similar molecules underlines the incredible protective power of a mAb approach. Overall, a good COVID-19 mAb can lower the odds of getting symptomatic COVID-19 compared to placebo by 80 percent or more. As you would imagine, the data on mAbs in preventing hospitalization and death has also looked great in the past, but these days we talk about something further upstream, and I daresay we are talking about what most of us hoped for from vaccines: a medicine that radically lowers our risk of ever getting sick in the first place. Vaccine boosts struggle to get to about 40-50 percent effective on similar endpoints in young healthy people, and that benefit only lasts about 60 days and then wanes fast. Moreover, we see what we have done with PEMGARDA as only the beginning of the beginning. Our mission is to keep innovating until we can scale highquality, long-term protection to large populations of Americans. That means low doses of a potent mAb, given infrequently, and via a
convenient route of administration, all suitable for millions of people. Those millions would include people like me – I am not immunocompromised so I am not eligible for PEMGARDA, but I also know that the COVID-19 vaccines don’t do that much for me and I think getting COVID-19 over and over again is not a great idea – rather akin to playing Russian Roulette with my health. Invivyd is working tirelessly so that more people can be protected with highquality options like these and enjoy real protection from disease. Longer term, Invivyd would like to move even beyond COVID-19 to build medicines for other viruses or pathogens that can augment or substitute for vaccines in situations where those vaccines similarly fall short in safely generating durable, strong immunity.
Will you highlight the talent and expertise of the Invivyd team?
We have extraordinary capability and expertise across the company. People that enter the biotechnology industry tend to be pretty bright, and if you are choosing to work in COVID-19 you may also be a little braver and more likely to think differently than even the biotech average. What is fascinating about COVID-19 is that we are at the dawn of the field –the virus itself is only about five years old. No one has been studying COVID-19 for their entire careers unless they are still in their twenties. So while the people at Invivyd have diverse backgrounds, many of us can now credibly say we have studied this disease virtually from the moment it existed and we consider ourselves on equal or better footing than any so-called expert anywhere in the field. What you see in our small company is that talent and fortitude are made manifest: we’re the only company that has made a new antibody in the last few years, while many other, much larger pharmaceutical companies have tried and failed. I think our company is a triumph of capability and intention, and I think our accomplishments already speak to our best-in-class capability across the board. We will have to keep that spirit and verve as we scale the company.
What are your priorities for Invivyd as you look to the future?
One of the virtues of pharmaceutical innovation, when companies put patients and science first, is that the companies only do well when patients and society do well. Our desire at Invivyd is not to build a medicine at small scale and put a high price tag on it to benefit only a few people. Our goal is to innovate to democratize access to high-quality protection for anyone who wants it. We have two obsessions: understanding SARS-CoV-2 evolution and change as it goes to our R&D, and then innovating our discovery, development, and commercialization to scale protection. In that way, we hope PEMGARDA is like a lot of early technologies: something a bit less elegant and a lot more expensive than where we ultimately get in the end, rather like computers or consumer electronics. PEMGARDA is version 1.0. Our minds are already deep into 2.0 and 3.0 thinking, and our hope is that many more Americans benefit as a result.•
Creating The Ultimate Workspace
EDITORS’ NOTE Samu Hällfors is the mind behind today’s office revolution. As the founder and CEO of Framery, he invented the first office pod in 2010, igniting a multi-billiondollar industry that’s transforming workplaces worldwide. Today, Hällfors’ innovation is fundamentally changing how offices look and function. His influence is the driving force behind the modern office’s renewed focus on privacy and well-being in the post-pandemic era.
COMPANY BRIEF Framery (framery.com) is an industry pioneer and global leader in engineering and manufacturing soundproof pods, services, and solutions that enable people at work to focus on what really matters and get things done. Framery is a necessity for a successful workday for millions of knowledge workers around the globe in many of the world’s leading companies, including Tesla, Puma, and Microsoft.
Will you highlight the history of Framery and how the company has evolved?
I founded Framery in 2010 when I was in my early twenties working for a software company. We had an open-plan office, and I found it nearly impossible to concentrate there. The constant noise, particularly from our boss’ phone calls, was incredibly frustrating. My friend and I suggested he take his calls elsewhere, and he responded, “Well, buy me a phone booth.” The problem was, there weren’t any on the market, so we decided to make one ourselves. We soon realized that many workplaces faced the same issue with no available solutions. Recognizing that people want to excel in their roles but are hindered by disruptions in openplan offices, we saw an opportunity. Constant distractions like phone calls and impromptu meetings made it hard to focus. Inspired by the need for a solution, we created soundproof spaces where workers could concentrate or hold private video calls.
The product took off, and today we are the global market leader. In fact, Framery is used by 70 percent of the largest companies in the world.
What have been the keys to Framery’s industry leadership and how do you define the Framery difference?
We have been laser focused on having the best product on the market. This year we took a huge leap by launching the ultimate privacy pod –our smart pod family – leaving traditional office meeting rooms and previous soundproof pods far behind. The pods come with all the classics we’re known for like industry leading soundproofing and ventilation, but also go far beyond that. The technology built into the Smart Pods has been entirely designed to reduce frustrations with the workplace and enhance the meeting experience. Most people spend a lot of time at work, so we wanted to remove all of the headaches and provide a perfect space so people can really focus on what matters. For example, this has meant providing features like adaptive airflow, sound masking, as well as creating the perfect lighting modes for regular meetings and video conferencing. To create a seamless experience, each of the smart pods can be connected to each other and collect anonymous real-time data on
usage, allowing the pods to be booked easily via the Framery app – ensuring people never have to waste time looking for a meeting room.
But the role of pods doesn’t end there. We wanted to create a product that pushes the boundaries of circularity. The new smart pods are designed to last decades, they are modular which means they can be retrofitted over time, and they are 100 percent recyclable so that when they reach EOL, they are not part of the problem, but the solution.
How do you describe Framery’s culture and values?
As companies grow, bureaucracy and office politics often seem inevitable. When our team surpassed 400 people last year, we committed to combating these issues because I despise “corporate clutter.” We’ve dedicated thousands of hours to prevent mediocrity, a common problem in expanding organizations.
Many companies discuss values like transparency, low hierarchy, and employee well-being, but often these are just words. We decided to prioritize these values as vigorously as our top business goals, and the difference
Samu Hällfors
An Interview with Samu Hällfors, Chief Executive Officer, Framery
Samu Hällfors in Framery’s privacy pods (above and opposite page)
has been incredible. Here are some examples of how we are driving our culture and fighting against becoming average.
• Psychological safety: Employees need a safe environment to explore ideas, take risks, and make mistakes. Failure is a part of innovation and should be seen as a team responsibility. This atmosphere encourages everyone to give their best.
• Stop glorifying all-nighters: We discourage long hours and all-nighters, enforcing strict rules around working hours. Everyone gets equal rest, including guaranteed vacation time, to maintain a sustainable work culture. Business success is a marathon, not a sprint.
• Invite everyone to the boardroom: At Framery, everyone is invited to participate in strategic discussions, gaining access to critical information. This transparency helps align individual efforts with communal goals. These sessions, led by me, remove barriers to asking questions and fostering debate.
• Foster an entrepreneurial spirit and kill the obsolete rules: Instead of micromanaging, we focus on clear, common goals. This approach empowers teams to find the best ways to achieve our shared objectives, preserving autonomy, accountability, and purpose. By actively implementing these values, we maintain a culture that resists mediocrity and promotes excellence.
Where do you see the greatest opportunities for growth for Framery?
Research shows that the top perk encouraging employees to visit the office more frequently is access to focus spaces. Employers who will thrive in the new era of hybrid work –and attract and retain top talent – are those who make the office experience worthwhile for their employees. Our mission is not only to create the ultimate workspace, but also to democratize it. This means making our solutions financially accessible. This year, we launched the most advanced and environmentally friendly line of pods yet, and we made them more affordable than the previous models they replace. On average, our pods are less expensive than meeting rooms of equivalent size, offering far more benefits for both companies and employees.
Will you discuss Framery’s commitment to sustainability?
We want to change our industry for the better. Building materials and construction contribute 11 percent of global emissions –and office furniture, currently, is the biggest single contributor to global furniture waste. So, we set out to create the most sustainable office pod on the market to meet the enormous demand for high-quality meeting and focus spaces. Unlike traditional meeting rooms, our pods are designed to be repurposed and
reused for decades, and are still 100 percent recyclable at the end of their life cycle. They are also made with partly recycled steel, aluminum, glass, and fabrics. We will also be among the select few companies in the world pioneering the use of SSAB fossil-free steel in our products, starting as soon as the material becomes available in 2026.
Our objective is to halve our total product emissions by 2028 while increasing our deliveries. Although this is a significant challenge, we are on track and will continue to innovate relentlessly to lower emissions.
How important is it for Framery to build a diverse and inclusive workforce?
I believe that building a diverse and inclusive workforce is not just nice to have – it’s essential. Bringing in a mix of perspectives helps us see the bigger picture and think outside the box, and we maintain a flat hierarchy to ensure open access to people and information. Our commitment to diversity, equity, and inclusion not only makes every Framerian feel valued, but also expands our talent pool. We also actively combat discrimination and harassment and analyze our compensation practices to ensure equity. In simple terms, we are dedicated to building a culture where everyone feels they belong, aligning with the UN Global Compact principles.
What do you see as Framery’s responsibility to be engaged in the communities it serves and a force for good in society?
Our credibility in all things sustainable requires full transparency. At Framery we measure our impact on society and the environment annually, and were pleased to find that in 2023 Framery had a net impact ratio of more than 20 percent. That indicates that we create more aggregate value compared to the resources we use. Our effort goes far beyond cutting emissions; it’s about making sure we give back to society and our employees, too. In operations, we measure our impact in three main focus areas: Climate and Environment, People and Society, and Fair Business, and we publish results in all three in accordance with GRI Sustainability Reporting Standards. This is to make sure we stay on track internally, but also that we have external accountability to the greater public.
What do you feel are the keys to effective leadership and how do you approach your management style?
My management style centers around the following principles:
• No Place for Blame: Assigning blame is futile and solves nothing. All issues should be viewed as our collective challenge to face together. There are no individual problems –only our problems to tackle as a team. Never shoot the messenger; instead, be grateful for the increased awareness.
• Assume the Best: We operate under the assumption that everyone is acting with positive intentions.
• Mindful Escalation: It is everyone’s responsibility to raise potential issues, but this must be done with mindfulness, respect, and constructiveness, always maintaining an optimistic tone. Our communication should lift us up, not drag us down.
• Collective Responsibility to Help: Intense times bring numerous issues to resolve. Each team member’s willingness to lend a hand, whenever possible, is invaluable.
• Openness to Receiving Help: Independence is a virtue, but so is teamwork. Even if you prefer to have everything under control, I encourage openness to asking for and accepting assistance. It’s a sign of strength and trust in our team’s collective expertise.
What advice do you offer to young people beginning their careers?
Following your passion will pay off in the long term, literally. In the first five years, resist the temptation to chase high-paying jobs for the sake of it. Instead, focus on growing and learning in your field of interest. Be curious and actively seek opportunities to build your skills. While it may not seem immediately lucrative, this approach will eventually lead to financial reward and greater happiness in the long run.•
A Focus On Emerging Markets
An Interview with Matthew M. Baron, President and Founder, Baron Property Group
EDITORS’ NOTE Matthew Baron
is the President and Founder of Baron Property Group (BPG). Prior to BPG, he was Co-Founder of Simon Baron Development, where for over 15 years he oversaw the acquisition, financing, and development of over $1.8 billion of assets primarily throughout New York City. His strategic foresight and deep experience in finance and development span a wide range of real estate ventures, and in addition to these achievements he has taught Real Estate Development at New York University’s prestigious Schack Institute of Real Estate. Baron earned a BS degree from NYU’s Stern School of Business as well as an MBA in finance from Columbia Business School.
Matthew M. Baron
FIRM BRIEF Baron Property Group (baronprop.com), a vertically integrated real estate development and investment firm, is headquartered in New York City and Miami and is focused on developing best-in-class residential and commercial properties in emerging and established locations. Formed in 2021, BPG has an active development pipeline totaling nearly 4 million square feet and over 3,600 new residential units, valued at over $2 billion. The company’s current portfolio includes large-scale mixed-use and rental residential development projects in Long Island City, Queens, and Manhattan’s Washington Heights neighborhood, as well as the Miami metro area cities of Hialeah and Coral Gables.
Will you discuss your career journey?
I’ve worked in real estate for over 24 years, beginning my career as a broker before co-founding Simon Baron Development, a successful New York-based real estate development firm, in 2005. As President and Co-Founder, I oversaw the acquisition, financing and development of over $1.8 billion of assets, mainly in New York City, for over 15 years. We were key players in bringing quality rental developments to emerging markets in New York, like ALTA LIC in Long Island City, and this work instilled in me a drive to identify other up-and-coming neighborhoods throughout the country and introduce multifamily housing there. With that knowledge and expertise, I founded Baron Property Group in 2021. I was also previously an adjunct
lecturer at New York University’s prestigious Schack Institute of Real Estate, where I taught a course on Real Estate Development.
What was your vision for creating Baron Property Group?
There was an exciting opportunity for me to launch my own firm and explore markets that Simon Baron never ventured into, like South Florida. I wanted to take many of the same principles, values, and skills I honed at Simon Baron while expanding our reach across the East Coast and focusing on more emerging markets, like Hialeah, Florida, and Long Island City and Washington Heights in New York. We saw an opportunity to introduce full-service, highly amenitized multifamily offerings to these markets and we’ve assembled an incredible, strategic team across our New York and Florida offices to bring this vision to life each day.
Will you provide an overview of the portfolio?
We have offices in New York City and Miami and are active in both markets. Our
current development pipeline totals nearly 4 million square feet and over 3,600 new residential units, valued at over $2 billion.
In New York, we completed The Park Overture, our luxury rental in Washington Heights, this fall. Overlooking Fort Tryon Park, The Park Overture provides a rare full-service rental offering in Upper Manhattan, as well as one of the first electric residential buildings in the city. We’re also developing a 50-story rental project in Long Island City, Queens.
In South Florida, we’re developing a 2.3-million-square-foot mixed-use megadevelopment in Hialeah, as well as a large-scale multifamily development in Coral Gables called Merrick Parc. The Hialeah development is bringing one of the first Class-A, transit-oriented residential offerings to this fast-growing area in need of quality workforce housing. Construction is underway on the first phase, Metro Parc, and we are in the process of securing financing for the second phase, Metro Parc North.
Where do you see the greatest opportunities for growth for Baron Property Group?
One of the defining characteristics of Baron Property Group is also something that
sets us apart from our competition: our focus on emerging markets. We identify fast-growing, transit-oriented neighborhoods throughout the country that have, for the most part, largely been ignored by developers. We see the opportunities to strategically introduce quality rental housing to these markets, like Hialeah and Long Island City.
South Florida in particular is an area of great opportunity and growth for us. We entered into the market a few years ago, but unlike a lot of other New York-based developers looking for opportunity in Miami, we are focused on creating quality workforce housing in fast-growing areas that need new residential offerings.
How important has it been to build the Baron Property Group team?
It’s crucial to surround yourself with driven, like-minded people when creating a new company. We’ve built smart, ambitious, creative teams in New York and Miami, and that has allowed us to successfully establish ourselves in both markets.
How do you focus your efforts leading Baron Property Group?
I have assembled a team of key players in New York and Miami who are responsible for getting Baron Property Group where it is today. My role as President and Founder is multifaceted and includes overseeing the financing and strategic development of our residential and mixed-use properties. I’ve achieved this by being nimble and innovative and trusting my team to put BPG’s best interests first and execute efficiently.
What advice do you offer to young people interested in pursuing a career in real estate?
I think the most important thing to understand is that the development business is a long game. I tell my kids all the time – its chess, not checkers. You must have patience and be willing and able to stay the course regardless
of what’s happening in the market around you. That’s not to say that you shouldn’t be able to pivot and adjust based on external factors, but I believe that to be successful, you have to keep the long-term goal in your sights and consistently work your way towards it. It’s easy to say, but it’s a hard thing to do in practice over a long period of time.•
Baron Property Group is currently building Metro Parc, the first phase of its 2.3-million-square-foot mixed-use development in Hialeah, Florida (above);
The Park Overture brings well-designed, full-service rental homes and park-side living to Washington Heights (below)
Helping Leaders Lead
An Interview with Alan H. Fleischmann, Founder, Chairman and Chief Executive Officer, Laurel Strategies
EDITORS’ NOTE Alan Fleischmann is the Founder, Chairman and Chief Executive Officer of Laurel Strategies. Previously, he was a founding Principal and member of the managing board and operating committee of the global business strategy firm Albright Stonebridge Group (that combined the former Albright Group with Stonebridge International), co-founded by the late U.S. Secretary of State, Madeleine K. Albright. He had earlier also served as a member of the leadership team of the strategic communications firm PSB Associates. Fleischmann was Chief of Staff to the Honorable Kathleen Kennedy Townsend and served in the State of Maryland Governor’s Cabinet; a Staff Director of the U.S. Congress Committee on Foreign Affairs and its Subcommittee on the Western Hemisphere; and a founding Vice President of the trade investment firm LATCORP. Fleischmann was also the co-founder of ImagineNations Group, a global network that promotes youth investment, youth-led enterprise, and entrepreneurship. Fleischmann was awarded the Goodwin Prize in Siena, Italy for ImagineNations’ global work to promote entrepreneurship in the developing world. Fleischmann was a lead member of the Obama Presidential Transition Team from 2008-2009, was appointed by the Obama Administration to serve as a member of the Board of Advisors of the Export-Import Bank of the United States (ExIm Bank), a member of the International Trade Advisory Commission (ITAC), and as a member of the White House Commission on Presidential Scholars. Fleischmann serves on the boards of the Atlantic Council, the American Council on Germany (ACG), the Museum of the American Revolution, the Cal Ripken Foundation, the R Adams Cowley Shock Trauma Emergency Medical Center, Morehouse College, the Washington National Opera of the John F. Kennedy Center, and JUST Capital. He is also a lifetime member of the Council on Foreign Relations, a member of the Leadership Council of the Robert F. Kennedy (RFK) Center, an advisory director serving on the Board of Trustees of Carnegie Hall, a founding member of the Clinton Global Initiative and formerly a
board member of the Phillips Collection, the Eisenhower Fellowship, and the Deepak Chopra Foundation. He previously served on the boards of the Jane Goodall Institute and was a founding board member of the Jane Goodall Legacy Foundation, where he served on Jane Goodall’s Council of Hope.
FIRM BRIEF Laurel Strategies (laurelstrategies.com) works with inventors, entrepreneurs, foundations, and NGOs around the world. Laurel partners with leaders to build relationships, communicate impactfully, seize opportunities, attract investment, navigate geopolitical dynamics, define and protect reputations, manage crises, and deliver results. Laurel helps design comprehensive strategies while executing across all levels of implementation, bringing together the disciplines of financial and corporate communications, government affairs, crisis management, investor relations, media relations, executive coaching, in-depth research, and business intelligence capabilities. Laurel Strategies provides clients with counsel and operational support to maximize opportunities and mitigate risks.
What was your vision for creating Laurel Strategies, and how do you define its mission?
We help leaders lead. That’s what Laurel Strategies was created to do. When we started, and it is still true today, there were no other firms providing the full breadth of services we provide to CEOs and their C-suite. We designed Laurel Strategies to advise and empower leaders to navigate complexity with clarity and purpose, across every aspect of their business and all stakeholders globally. Our mission is to become indispensable to leaders by providing the tools, strategies, and insights leaders need to seize opportunities, face any challenge, and drive change. We operate globally, across industries, regions, and cultures to ensure our clients are positioned to lead in ways aligned with their values and their strategy for their business or organization.
What have been the keys to Laurel Strategies’ industry leadership, and how do you describe the Laurel Strategies difference?
The key to our leadership lies in our ability to listen deeply and ask the right questions. Every engagement is bespoke, tailored to the unique DNA of the leaders and organizations we work with. What sets us apart is the combination of our expertise, our ecosystem of influencers and our approach. We are all-in. We bring a global perspective and a nuanced understanding of geopolitical risks, reputation management, stakeholder engagement, and crisis management. We’re trusted advisors, helping leaders anticipate challenges, uncover opportunities, forge important relationships and make decisive, high-impact choices. Leaders also know that they can count on Laurel Strategies to be there, with hands raised, 24/7. We not only advise, we execute. We not only completely integrate within our clients’ organizations, we also serve as thirdparty validators with our own independent reputations and ecosystems that are put into action for our clients.
How has the role of a strategic communications firm evolved?
Strategic communications firms have evolved from simply delivering messages to shaping outcomes. Today, you have to build deep, trusted relationships as leaders continue to face increasingly complex challenges, a fragmented media landscape, polarized points of view, and a broader set of stakeholders. It’s not just about what you say, but what you stand for, your authenticity, and how you demonstrate it. What leaders say, when, who says it, in what sequence, and through which channels, matters to deliver the impact leaders are seeking to achieve. Firms like Laurel Strategies have become trusted partners, offering tested advice for communications and integrated strategies to allow leaders to anticipate what is around the corner and preempt what’s next.
How do you see artificial intelligence impacting your work?
AI is transforming every facet of life. Professionally, it’s providing tools to analyze data, anticipate trends, and tailor strategies with unprecedented precision. At Laurel Strategies, it will never be just about leveraging AI to enhance efficiency; it’s about using it thoughtfully to enable better leadership –helping leaders connect more deeply, solve complex problems, and make decisions that resonate with their stakeholders.
Alan H. Fleischmann
“Great leaders don’t just provide answers –they foster understanding, build trust, and create a shared sense of purpose.”
On a personal level, AI is changing how I navigate life, from managing time more effectively to gaining deeper insights into the world around us. It’s helping me focus on what truly matters: relationships, purpose, and the human connection that no machine can replicate.
The key challenge – and opportunity –is to ensure that AI is used ethically, responsibly, and with empathy. For me, AI isn’t about replacing humanity or the need for sound judgment; it’s about amplifying our ability to lead, connect, and create meaningful, lasting change. It’s an amazing tool, but the heart of leadership remains uniquely human. Ultimately, AI’s power lies not in what it can do for us, but in how we choose to use it – to inspire progress, elevate human potential, and shape a better future. Humans lead. AI does not.
What do you see as the keys to effective leadership?
Effective leadership begins with asking the right questions. Great leaders don’t just provide answers – they foster understanding, build trust, and create a shared sense of purpose. They recognize and seize moments for leadership. The best leaders navigate uncertainty by staying grounded in their values while embracing new ideas and perspectives. Their clarity of vision and communication, as well as their empathy and agility, are what makes the difference in leadership. And of course, authenticity is the cornerstone of effective leadership. How important has it been to build the Laurel Strategies team, and what do you look for when attracting talent to the firm?
Our success is directly tied to the strength of our team. The work we do is only possible because of the deep bench of brilliant, diverse, and deeply curious individuals who make up our team and the trusted advisors we surround ourselves with. When attracting talent, I look for a combination of intellectual rigor, highest level emotional intelligence, and passion. We rely on team members at Laurel who are not only experts in their fields, but also collaborative and creative. Our global team reflects the international nature of our work, bringing fresh perspectives to complex challenges. This diversity of thought and expertise enables us to deliver truly tailored, effective solutions for our clients.
You are widely regarded as someone who knows many of consequence and importance, both in the United States and abroad. How did you build this global network of leaders and influencers?
Our ecosystem of influencers and leaders is 30 years in the making. It began with genuine curiosity and a desire to connect with and learn from people who inspire me. I genuinely enjoy meeting people and learning about their lives. I’ve always valued relationships built on authenticity and mutual respect while engaging with individuals from all walks of life. Over time, I’ve built this constellation of relationships by listening, learning, and finding ways to add value to others. People sense when your interest is genuine, and that has helped me forge deep and meaningful connections across industries, cultures, and geographies. People also want to be part of the ecosystem if it consistently brings personal and professional value. Trust plays a big role here. Doing what you say is paramount in building that trust.
You’re known for the salon dinners you host at your home and around the globe, and for the fascinating people you bring together. What is your definition of success for these events?
For us, success at these dinners lies in creating “uncommon tables” – a gathering of individuals from diverse disciplines, industries, and lived experiences. These events are about more than conversation; they’re about fostering meaningful connections and uncovering shared perspectives that might otherwise have remained untapped. When guests leave feeling inspired, having learned something new, or discovered synergies with someone they hadn’t considered, I know we’ve succeeded. Building these bridges reflects our broader mission at Laurel Strategies to challenge those we work with to think and navigate the world in new ways.
You host a weekly radio show on SiriusXM called Leadership Matters . How does the show fit within the Laurel Strategies orbit?
Leadership Matters is my hobby that has become so relevant and impactful in ways I only imagined when we started the show several years ago. I enjoy hosting it, and I’m thrilled that it’s become so successful and has such a wide and diverse following. Our listeners are devoted,
and our guests are extraordinary. On a weekly basis the program offers an insider’s view of what it takes to be a great leader today, featuring personal stories of challenge and triumph from world-class leaders and thought leaders. Some guests are household names and some should be and will be. Each guest has a story that inspires, and each guest has a set of life priorities and principles that give one pause and a genuine confidence that there are good people doing great things.
This show aligns seamlessly with the mission of Laurel Strategies, as it extends our commitment to leadership excellence, providing a platform to share insights and experiences that resonate. The show reinforces our dedication to building effective leadership and authentic statesmanship, offering perspectives that are fascinating and qualities that we see are in great demand. The roster of guests we attract each week humbles me. I’m so grateful that the show is so impactful. Each of us are looking for examples of strong leadership and Leadership Matters is a unique platform for listeners of all walks of life to learn about them.
As Laurel Strategies celebrated its ten-year anniversary in April 2024, were you able to reflect on what the firm has accomplished?
Reaching this milestone is both humbling and gratifying. Over the past decade, we’ve had the privilege of working with extraordinary leaders across the globe, helping them navigate challenges, seize opportunities, and make meaningful impact. What I’m most proud of is the trust we’ve earned; leaders turn to us when the stakes are highest. Whether it’s safeguarding a reputation, crafting a transformative philanthropic gift, navigating new markets, negotiating business deals and mergers, or facilitating connections that lead to significant investments, we’ve built a reputation for being the firm leaders rely on for results. Our success has been rooted in listening deeply, asking the right questions, and remaining fiercely loyal to our clients’ missions.
These ten years have been about forging strong relationships and delivering exceptional value. As we reflect on what we’ve accomplished, I’m even more excited about the opportunities ahead and continuing to make a difference alongside our remarkable clients.•
WOMEN LEADERS WOMEN LEADERS
Building, Preserving, And Sharing Wealth
An Interview with Katy Knox, President, Bank of America Private Bank
EDITORS’ NOTE Katy Knox is President of Bank of America Private Bank and a member of Bank of America’s executive management team. Under her leadership, the Private Bank has been named the Best Private Bank in the U.S. and North America for its expertise, innovation, and best-inclass service offerings. With more than 35 years of financial services industry experience, Knox has held numerous leadership positions at Bank of America across Wealth Management, Commercial Banking, Business Banking, and Retail Banking, enabling her to understand client needs at every stage of their lives and careers. Knox is a leader and vocal advocate within the company’s diversity networks and has served as vice chair of Bank of America’s Global Diversity & Inclusion Council. She actively participates in Bank of America’s Global Ambassadors Program, which provides mentorship to women leaders worldwide. She has launched several programs within the Private Bank to mentor students and women in South Africa, Haiti, and the Middle East. She serves on the boards of trustees for the Women’s Sports Foundation, Carnegie Hall, JFK Library Foundation, and Nantucket Film Festival. Knox received her undergraduate degree in business administration from Elmira College and her MBA from Boston College.
What is Bank of America Private Bank’s mission and purpose?
Our mission is to help clients build, preserve, and share their wealth. We help them unlock the possibilities of their wealth, whether it’s to leave a lasting legacy, pursue a life-long passion, help families make an impact with their philanthropy, or meet the needs of the next generation.
What have been the keys to the strength and leadership of the Private Bank?
We have deep expertise in areas that matter to our clients. Our capabilities in Philanthropy, Wealth Strategy, Trust and Estate Planning, Investments, Art Services, Custom Lending and Banking are truly worldclass. When you focus on client needs and deliver these capabilities through a personalized approach and great client experience, it creates a huge competitive advantage.
Where do you see the greatest opportunities for growth for the Private Bank?
In the first three quarters of 2024, we welcomed nearly 3,000 net new relationships.
An important source of this growth is our enterprise partnerships. Each year, we make thousands of referrals to and from other Bank of America lines of business. Our goal is to be the best partner in the company, and our teams have done an amazing job of enhancing and building those partnerships.
We also grow organically when we expand existing client relationships. This year, we’ve opened more than 30,000 new accounts with clients looking to add a new brokerage or deposit account, mortgage or credit card to their relationship with us. When we actively engage our clients in conversations about what’s important to them and take a holistic approach to serving their needs, it helps us meet the needs of the entire family.
What impact is technology having on the way the Private Bank serves its clients?
While private banking will always be a people-driven business, our clients appreciate and expect the convenience of technology. To deliver this high-tech, high-touch experience,
COMPANY BRIEF Bank of America Private Bank (privatebank.bankofamerica.com) helps high-net-worth individuals, families and institutions grow, preserve and share wealth and achieve unique goals. Private Bank client teams take a tailored approach to delivering specialized services and expertise, providing boutique-style private banking that leverages the global resources of Bank of America, one of the world’s leading financial institutions. These dedicated teams provide customized solutions for wealth structuring, trust and estate planning, and philanthropy, combined with leading investment capabilities and a full range of sophisticated banking and lending solutions. The business also offers specialized capabilities in the areas of art services, whole family engagement, business ownership and succession planning, and specialty asset management.
Katy Knox
we continue to invest in new technology to deliver our capabilities easier, faster, and smarter with greater efficiency and scale. Bank of America spends $12 billion annually on technology, including $4 billion on new initiatives each year. Within the Private Bank, we have increased our investment in new technology 300 percent since 2020. This has helped us introduce new wealth planning tools, digitalize our client onboarding, and more. Today, 92 percent of Private Bank clients are digitally engaged through our online and mobile platforms.
What do you see as Bank of America
Private Bank’s responsibility to be engaged in its communities and a force for good in society?
Our CEO, Brian Moynihan, often talks about the genius of the “AND,” which speaks to the importance of delivering both profits and purpose. We have a long history of supporting our global and local communities, and it’s why we’re continuously focused on delivering responsible growth. Our clients are very generous and often provide their time, talent, and resources to organizations they care deeply
about. Our advisors and philanthropic teams have the honor of helping them make this impact, which in turn has created a culture of giving back within the Private Bank.
For the past decade, we have supported several global nonprofits including the Imbeleko Foundation, which remains one of our most significant and far-reaching efforts to-date. Our teammates have mentored students, held resume workshops, and provided critical support that’s helped many students transition to a university, including the first U.S.-based graduate student who received financial support from a donor at the firm.
Do you feel that there are strong opportunities for women in leadership roles in the industry?
Absolutely. Women stand to inherit and generate significant wealth over the next decade. Increasingly, women are taking the helm of family businesses and driving generational wealth strategy. All of this reflects the rising power and influence of women as family matriarchs, business owners, C-suite executives, and philanthropists.
Women have an incredible opportunity to make an impact on the private banking Cindustry. As a company, our global workforce is 50 percent women. I’m honored to have many outstanding women on my leadership team and throughout the Private Bank. To support their growth and development, we launched the Women’s Leadership Council and the Women’s Empowerment Network. I am especially proud of our Private Bank Talent Framework, which has provided training and career advancement to over 2,200 teammates.
Will you highlight the new Women’s Leadership Council?
We created the council to assess and serve the needs of our female clients, which are often distinct from those of men. We are focused on four key pillars that our women clients say are important: philanthropy; the arts, culture and heritage; longevity; and sports. Senior leaders in the Private Bank champion each pillar and identify ways to deepen relationships with women clients and other female business leaders across the firm. The goal of the council is more than a business strategy. We want to empower women to pay it forward through philanthropy, mentoring, and community engagement – anywhere and everywhere we can help lift up women.
What advice do you offer to young people beginning their careers?
Each summer I meet with our interns and new analysts, which I really enjoy. It helps them gain a better understanding of our company and its culture, and I always learn something new from them. I often tell them to look for opportunities that will help them grow professionally as well as personally, to give back to the community, and to follow their passions. I also encourage them to seek out strong mentors and develop a professional network. •
Katy Knox joined by Private Bank leaders who are part of the Women’s Leadership Council at their kick-off meeting in Washington, D.C.
WOMEN LEADERS WOMEN LEADERS
Making The World Work Better For Everyone
An Interview with Gina Mastantuono, Chief Financial Officer, ServiceNow
EDITORS’ NOTE Gina Mastantuono is ServiceNow’s Chief Financial Officer, a position she has served for nearly five years. In addition, she spearheads ServiceNow’s global impact strategy in support of environmental, social, and governance initiatives across the enterprise. Mastantuono is a member of ServiceNow’s Executive Leadership Team and is committed to helping ServiceNow continue to deliver exceptional value to customers, employees, and shareholders. From December 2016 to January 2020, Mastantuono served as Executive Vice President and Chief Financial Officer of Ingram Micro Inc., a provider of global technology and supply chain services with revenues north of $50 billion, and as its Executive Vice President, Finance, from April 2013 to December 2016. From June 2007 to April 2013, she served as Senior Vice President, Chief Accounting Officer, Controller, and International Chief Financial Officer of Revlon, Inc. Prior to Revlon, Mastantuono held various executive finance roles at InterActiveCorp., a media and internet company. She began her career at Ernst & Young in the entrepreneurial services group. She serves on the boards of directors of Gong and Roblox. In September 2023, Mastantuono was named CFO of the Year, Public Company, Large, by the San Francisco Business Times. She has also been honored as one of CRN’s “Power 100” and twice listed on the National Diversity Council’s Top 50 Most Powerful Women in Technology. Mastantuono holds a BS degree in accounting and business administration from the State University of New York at Albany.
COMPANY BRIEF
ServiceNow (servicenow.com) is putting AI to work for people. The company moves with the pace of innovation to help customers transform organizations across every industry while upholding a trustworthy, human-centered approach to deploying its products and services at scale. As the AI platform for business transformation, ServiceNow connects people, processes, data, and devices to increase productivity and maximize business outcomes.
What excited you about the opportunity to join ServiceNow and made you feel it was the right fit?
Purpose, purpose, purpose. Our founder Fred Luddy’s belief that technology should be in service of people created a company where the culture is all in on customer success.
That was abundantly clear in January 2020 when I joined the company. I could see how ServiceNow’s purpose – to make the world work better for everyone – came to life everywhere, from our Chairman & CEO, Bill McDermott, to all levels of the company. That, plus the company’s pristine technology platform and robust financial profile, was the complete package.
In my career, I’ve always been drawn to places where I can grow and develop. I thrive on pushing boundaries and embracing challenges outside my comfort zone, as that’s where the most learning and growth occur. ServiceNow has been tremendous in that regard. Whenever I’ve taken a leap, I’ve always found support –often from multiple people – helping me land on my feet and keep moving forward.
How do you describe ServiceNow’s culture and values?
It’s simple: We don’t succeed without our people. Our commitment to our employees is a core tenet of ServiceNow’s culture. We stay true to our People Pact – do our best work, live our best lives, and fulfill our purpose together. We need every single member of the ServiceNow team to win. This allows us to operate from a position of strength. To scale, we need to build, invest in, and innovate around a talent engine that helps us attract, grow, and retain the best people who will drive our business forward.
Our recognition as a great place to work is growing. Close to my heart, ServiceNow was recently ranked as one of Fortune’s Best Workplaces for Women. That positivity extends to our full workforce. The American Opportunity Index assesses how well employers develop their talent. For the second year in a row, ServiceNow is the highest-ranking technology company –and fifth overall, among 400 of the best brands. Even more importantly, when it comes to internal advancement as measured by the Index – how well we promote and build the careers of our people – ServiceNow is the top company overall with the best score among all firms, across all sectors.
What have been the keys to ServiceNow’s industry leadership and how do you define the ServiceNow difference?
ServiceNow is on the path to becoming the defining enterprise software company of the 21st century. A combination of relentless innovation and smart investments in both technology and talent over the years has put us right on track – we have first-mover advantage to execute on the most ambitious GenAI roadmap in enterprise software. The customers I talk to are all eager to move from
“ServiceNow is a unicorn for a reason: We deliver best-in-class topline growth, mostly organic, with industry-leading margins. This disciplined approach enables us to optimize our core while investing boldly in innovation.”
Gina Mastantuono
“We are at the center of the biggest enterprise software market opportunity in a generation. ServiceNow is reinventing every workflow, in every company, in every industry with GenAI.”
experimenting with AI to driving real, tangible results. Leaders know they need to start now if they want to pivot to broad-based adoption of AI in the next two years. The critical ServiceNow difference is that we’ve seen this coming: we’ve pursued a series of tuck-in acquisitions to accelerate innovation, and for over seven years, we’ve been building LLMs into our platform. That commitment is really evident in the results – both for us and for our customers.
How do you view the role of a CFO today, and what are the keys to being effective in the role?
We are at the center of the biggest enterprise software market opportunity in a generation. ServiceNow is reinventing every workflow, in every company, in every industry with GenAI. So, it’s critical that CFOs today are business strategists – not just numbers specialists. We have a unique, enterprise-wide vantage point. Few people on the executive team have this lens. Historically, CFOs used to be viewed by the business as adversaries guarding purse strings – now, we need to play a much bigger, broader role. It’s imperative that as CFO, I am hyperfocused on growth; but the other piece of success is being able to see around corners. We need to perform and transform at the same time. I believe I have one of the most impactful roles in enabling innovation – understanding growth levers, making the right investments to keep growth going, and balancing expense discipline and profit. I’m relentlessly focused on staying close to our customers, understanding their needs, and delivering the value they need to come out stronger.
Innovation is the backbone of our success, so it’s essential to allocate capital in ways that support sustainable growth. ServiceNow is a unicorn for a reason: we deliver best-in-class topline growth, mostly organic, with industry-leading margins. This disciplined approach enables us to optimize our core while investing boldly in innovation.
How important is it for ServiceNow to build a diverse and inclusive workforce?
Consumers, especially younger generations, increasingly support and want to work for brands that reflect their values. They emphasize the importance of diversity in shaping communities and addressing the challenges we face together –especially around technology. In fact, we just recently published a study that showed that over 80 percent of workers think that gender representation is critically important to AI innovation. As a leading AI company, it’s critical for us as well.
At ServiceNow, we believe that fostering diversity is not just about meeting expectations –it’s about unlocking the potential of our people. The most effective leaders invest in their team’s growth and success, creating an environment where everyone can thrive. For example, I am proud to be the co-executive sponsor of our Women@ServiceNow belonging group. I aim to be the role model I didn’t have when I started my career in a predominantly male finance industry, showing others that there is a place for them at the table.
Do you feel there are strong opportunities for women in leadership roles in the industry?
Absolutely. Women are an important part of the best leadership teams. In my case, it’s not an accident that I work for a leader like Bill McDermott, who sets that tone, and a board that is looking for the best leaders. Bill demonstrates our company values with every interaction and through every conversation. He’s one of the fiercest champions of the idea that a diverse workforce makes us better as a company and ensures that women have a seat at the table. As a CFO, I am proud to represent the approximately 19 percent of female CFOs at Fortune 500 and S&P 500 companies and to occupy one of those seats. I’m equally motivated to make sure we see that percentage increase.
I’m also really inspired by the opportunities ahead, fueled by AI. There is no question that women are more present in the C-suite during this AI-driven wave of innovation than in past revolutions. There are more women with MBAs, more women in finance and tech roles, and more women at the executive level. It’s not just about numbers. Skills like empathy, critical thinking, and collaborative decision-making are becoming essential for navigating the complexity of AI innovation. These traits are proving to be key drivers of success in this generational transformation, and I want to inspire the next generation of female leaders.
Will you discuss ServiceNow’s global impact strategy in support of environmental, social, and governance initiatives across the enterprise?
It all comes back to our purpose. What does success mean? For us at ServiceNow, it means having a positive impact, not just on our customers and our employees, but on society at large. We’re walking the talk – our ESG strategy has positioned us to grow and align with our
customers, investors, and employees, and meet mandatory reporting requirements in our key markets. Our progress is supporting our revenue growth, reducing regulatory and legal risks, and helping us retain our world class talent. Bottom line: we measure what matters, and that makes us a better business.
Leadership – individually and as an organization – is about creating the conditions for people to thrive; the tone must start at the top. It’s about understanding the world is interconnected and our responsibility is to leave it better than we found it.
What do you feel are the keys to effective leadership and how do you approach your management style?
I’ve grown tremendously as a leader during my time at ServiceNow. Authenticity and empathy are foundational leadership traits. My early tenure at ServiceNow coincided with the pandemic – for everyone, it presented a slew of unforeseen challenges. But, as a newly hired CFO, the problem I faced was: How do you build credibility with shareholders and investors during a time of uncertainty? How do you build relationships with your employee base and leadership team virtually? I realized that communication and transparency are the keys to building trust even if you don’t have all the answers – and listening is similarly crucial. I quickly learned that I couldn’t be afraid to ask questions and lean on my network. We’re not supposed to know everything. We’re supposed to know when to ask for help. Lastly, empathy and seeking to understand an employee’s situation first is the best and only way to manage people.
What advice do you offer to young people beginning their careers?
Well, it’s not “advice,” but this question makes me think of my favorite quote – “Growth and comfort do not coexist.” That’s from Ginni Rometty, the former CEO of IBM – I wish I had come up with it. That, to me, is how I approach my career and life in general. Moments when you take risks and push yourself outside of your comfort zone are really when people can learn and be their best selves.
One of the things that I can’t stress enough is to raise your hand for opportunities and take on stretch assignments. It doesn’t mean you’ll get every opportunity you raise your hand for, but it shows that hunger to stretch to your manager. Get your head out of the books and learn every facet of your role that you possibly can. And, maybe most importantly, never shy away from a challenge.•
WOMEN LEADERS WOMEN LEADERS
Fostering A Sense Of Belonging
An Interview with Karyn Twaronite, EY Global Vice Chair – Diversity, Equity & Inclusiveness
EDITORS’ NOTE Karyn Twaronite is EY Global Vice Chair – Diversity, Equity & Inclusiveness. She is a member of the EY Global Practice Group leadership team and the EY Global Talent Committee. In her role, she is responsible for driving innovations that maximize the strength and effectiveness of the firm’s diverse workforce of almost 400,000 people across 150 countries in the Americas, Asia-Pacific and Europe, the Middle East and Africa (EMEIA). Twaronite received a bachelor’s degree in accounting from Miami University of Ohio and a master’s degree in taxation from Fordham University. She holds a certificate in Strategic Human Resource Management from Harvard Business School and is a graduate of the Partnership for New York City’s David Rockefeller Fellows program. Twaronite is a licensed CPA of New York.
side, I trusted their advice and took a chance which opened doors I hadn’t anticipated.
One of my most pivotal roles came when I was invited to build and lead our firm’s Diversity, Equity & Inclusiveness (DE&I) platform on a global scale. This role allowed me to integrate my skills in business with my competitive drive for fostering an inclusive workplace. I’ve seen firsthand how diversity extends beyond identity, encompassing unique perspectives, backgrounds, and skills. My journey reflects the power of taking risks and embracing change – a mindset that’s been essential in adapting to the evolving needs of our organization and diverse talent across 150 countries and over 400,000 people.
can create inclusive environments that provide resources, tools, and advocacy opportunities to fuel career development. Barriers still exist, particularly for those who have been marginalized due to their gender, ethnicity, socio-economic background, and other factors. At EY, we’re committed to removing obstacles in creating an inclusive culture where everyone feels a sense of belonging. We implement equitable processes that challenge traditional assumptions, broadening our talent pool to attract candidates from diverse backgrounds.
FIRM BRIEF EY (ey.com) is building a better working world by creating new value for clients, people, society, and the planet, while building trust in capital markets. Enabled by data, AI and advanced technology, EY teams help clients shape the future with confidence and develop answers for the most pressing issues of today and tomorrow. EY teams work across a full spectrum of services in assurance, consulting, tax, strategy, and transactions. Fueled by sector insights, a globally connected, multidisciplinary network and diverse ecosystem partners, EY teams can provide services in more than 150 countries and territories.
WILL YOU provide an overview of your role and areas of focus, and discuss your career journey?
I’ve been fortunate enough to have had a rewarding career journey at EY spanning 25+ years, where I’ve taken on multiple roles and embraced new challenges. I began as a CPA in tax, but my path has been anything but linear. Early on, I had sponsors who appreciated my work ethic and advocated for me. Their support empowered me to pivot into different areas across our business, including a major shift from tax to talent, culture and inclusiveness spaces. While I was initially hesitant about this new direction given my early credentials were on the technical accounting
How can organizations better support the career development of women and individuals from underrepresented backgrounds at entry- and mid-level positions?
Inclusiveness is essential to attract and retain top talent for today and tomorrow. Organizations
Newer tools like the EY Candidate Assistant and EY Opportunity Marketplace leverage AI to match employees with roles and opportunities that align with their skills and ambitions, often uncovering career paths they might not have considered within the organization. Our recruitment and development processes integrate inclusion at every step. For example, our EY Job Analyzer ensures job descriptions are free from gender bias, fostering fairer hiring practices.
Sponsorship and mentorship are transformative and critical career accelerators for all, especially for women and underrepresented
Karyn Twaronite
Karyn Twaronite with EY colleagues and guests at a DE&I Allyship event
“EY’s approach to DE&I is deeply integrated across our business with inclusiveness as one of our EY core values. Our goal is to ensure that every employee feels valued and included with the opportunity to thrive.”
groups. While mentors provide guidance, sponsors advocate on behalf of individuals, championing their accomplishments and promoting them for high-visibility assignments. This support can transform career trajectories and drive equitable advancement. I often say that it is not just who talks to you, but who talks about you when you are not in the room, advocating for your opportunities and visibility advancement. Together, these initiatives create a more inclusive environment where all individuals can thrive and reach their full potential, benefiting both personal growth and organizational success.
Will you highlight EY’s integrated approach to diversity, equity, and inclusiveness?
EY’s approach to DE&I is deeply integrated across our business with inclusiveness as one of our EY core values. Our goal is to ensure that every employee feels valued and included with the opportunity to thrive. EY’s recent Belonging Barometer study of employees across companies globally found that people prioritize diversity, equity, and inclusiveness in choosing the company they work for, regardless of generation. I’ve found that sometimes the smallest actions can have the greatest impact when it comes to embedding DE&I into the fabric of an organization. Our study revealed that Gen Z and Millennials, in particular, feel a stronger sense of belonging when colleagues take the time to check in with them one-on-one. This reminds us that regular, authentic connections can make a big difference in reducing feelings of exclusion across generations. Research shows that consistent check-ins can lead to better engagement, stronger teams, and even greater career advancement.
We also try to recognize people across many dimensions so that they can be seen and heard. One example of how we’re personalizing support is our expanded global Self-ID capabilities across over 100 countries, allowing us to better understand and meet our teams’ unique needs.
Given this is a business priority for us –and one we take seriously – we recognize that building an inclusive culture requires accountability. We review an annual Global DE&I Progress Report with our CEO and management teams. This is a key management tool that helps drive consistent DE&I actions and propels our organization’s progress and identifies areas for improvement. We have been tracking our progress for more than five years
now, and while we have more work to do, we continue to see collective progress across the entire organization.
How important is it in your role to have commitment and engagement from EY’s executive team in the firm’s DE&I efforts?
Inclusiveness progress is a team sport. No one person can influence the culture and progress of an entire organization. EY’s executive team is crucial to our DE&I efforts, as it truly sets the tone at the top. This starts with our CEO and firm’s DE&I statement personally signed by all members of our Global Executive, EY’s highest governing body, reaffirming their dedication as individuals to fostering a more inclusive workplace. To showcase this, they have collectively pledged to lead inclusively and hold themselves accountable for advancing diversity, equity, and inclusiveness.
Also essential to driving progress is our Global DE&I Steering Committee (GDEISC), which I co-chair alongside our CEO and senior leaders from around the world. This “think-andaction tank” of influential thoughtful leaders sets the pace with me and drives the success of our strategy across all diversity dimensions. Together, we ensure that our commitment to inclusion cascades across every level of the organization.
Having leadership that is actively involved and engaged not only reinforces DE&I
as a business priority, but also empowers our entire workforce to contribute to a culture where all experiences are valued. This executive-level commitment is foundational to sustaining meaningful progress and ensuring DE&I is woven into the fabric of EY’s culture. We have seen how inclusiveness significantly enhances our ability to attract top talent and deliver a best-in-class client service model.
How do diverse, equitable and inclusive workplaces foster a culture of belonging and innovation to drive organizational success?
Research shows that when employees feel they truly belong, they’re significantly more likely to contribute to their fullest potential. At EY, we are committed to creating environments where employees feel safe to share their unique experiences and bring their authentic selves to work. It’s important to regularly ask employees how they feel to assess whether we’re impacting their sense of belonging. This ensures our strategies are informed and backed by meaningful data. We conduct periodic studies each year of all of our people and employee-led surveys that explore attitudes toward the global workplace, working practices, and DE&I. For example, our Global People Pulse Survey, conducted three times a year, reveals that while we’re not perfect, we’re making progress in delivering
Karyn Twaronite hosting a virtual meeting with Global CEO Janet Truncale and members of the Global DE&I Steering Committee
“With global disparities in access to opportunities, EY has a strong focus on social equity and social mobility that aims to help build awareness, spark meaningful conversations and drive action.”
better, more inclusive experiences. Currently, 83 percent of our people say they “feel free to be myself” and 86 percent express pride in working at EY.
Further, our research identifies key strategies for leaders and organizations to foster a greater sense of belonging, particularly in a post-COVID environment. The findings revealed that even in today’s digitally connected world, three-quarters of employees across companies still feel excluded at work. Internally, we’re combatting this through our Inclusive Leadership for All and Upstanding Interventions training programs that empower employees to act inclusively and address potential inequities, building awareness, and cultivating more inclusive behaviors. We also work to support flexibility and work-life integration, recognizing that these factors are critical to fostering a sense of belonging. Flexibility isn’t limited to certain groups; it’s available to all employees – and leaders play a key role by supporting work models that enable team members to work where, when, and how they are most productive. Finally, we know that diverse teams are vital for innovation, especially in today’s digital age, where representation in design and implementation helps remove barriers and ensure equitable outcomes. From fostering authentic connections to embracing flexibility and investing in diverse talent, inclusive workplaces set the foundation for individual and organizational success.
We know from Janet Truncale (EY Global Chair and CEO) that social mobility and socio-economic inclusion is a big focus for EY. Will you tell us more about why and how EY is addressing this?
Socio-economic background is an oftenoverlooked part of one’s identity that brings unique perspectives to the workplace. The Belonging Barometer found that 56 percent of workers hesitate to share their full identities at work, with socio-economic background being one of the least shared aspects alongside religion and politics. Addressing this gap is essential for unlocking potential across our workforce, as socio-economic diversity strengthens our ability to innovate and approach challenges creatively. As I like to say, great talent exists everywhere. Embracing socio-economic inclusion allows
us to continue to broaden and attract top talent across the world.
With global disparities in access to opportunities, EY has a strong focus on social equity and social mobility that aims to help build awareness, spark meaningful conversations and drive action. One of our strategies has been to amplify employee storytelling through films, showcasing diverse perspectives and experiences to broaden awareness, foster understanding, and strengthen connections. The EY Uplift Social Equity campaign and subsequent social mobility campaign have become a basis for deeper conversations with clients, community partners, and a topic at high-profile events globally. My favorite part of sharing these stories of social mobility has been seeing our people in their own words say, “that’s me!” and “that’s my story too!”
Another example I’m proud of, as a founding sponsor, is the expansion of amazing neurodiverse talent at EY. We know how important it is to create opportunities for people of a diverse range of backgrounds to advance. We are proud of the growth over the past eight years of our Neurodiverse Centers of Excellence (NCoE) that provide tailored job opportunities for neurodiverse talent. Our colleagues in this space have helped to greatly expand the talent at EY that works on AI, blockchain, cyber, data, and other key aspects of our work. In FY24, EY launched three new NCoE centers, bringing our total to 23 cities across 13 countries. What started as an initiative to broaden our talent base to meet growing demands has also expanded our understanding that talent comes in many forms, from diverse backgrounds, and with a wide range of skills that deserve to be valued and appreciated.
Do you feel there are strong opportunities for women in leadership roles in the industry?
In my role, I have had a front row seat to women’s success across EY and professional services. Great strides have been made across our firm and our industry over the last two decades. At EY, we’ve made significant progress in improving gender equity. Today, women’s retention is on par with men’s within the organization. Additionally, we have women represented at all levels of our firm, including our CEO. Recently, Janet Truncale’s appointment as EY’s first woman Global Chair and CEO further
demonstrates our dedication to advancing women at every level, and to sustaining a workplace where everyone’s contribution is recognized and valued.
I see that opportunities for women in leadership roles within our industry are growing, and further progress depends on our ability to build inclusive cultures where all people can thrive. At EY, we are committed to fostering an environment where women can rise to leadership, driving both organizational success and social equity. Our research with the Peterson Institute shows that gender-diverse leadership can improve a company’s financial performance, and we see this impact firsthand. In fact, businesses within EY that have more women partners have 10 percent greater revenues and 4 percent greater margin. That’s meaningful.
To empower women’s leadership beyond EY, we also invest in programs such as Entrepreneurial Winning Women, the Women Athletes Program, and NextGen Women in Strategy and Transactions. These initiatives provide mentorship, resources, and community support to help women thrive.
What advice do you offer to young people interested in pursuing a career in professional services?
For people pursuing a career in professional services, the key is to embrace continuous learning, advocate for yourself, and build a strong support network. That’s true for any age, but agility and curiosity are key. It’s also critical to develop both technical and soft skills. As technology evolves, we look for individuals who are curious, innovative, and have an analytical mindset. Professional success also depends on cultivating a global perspective and collaborating across diverse teams.
I also believe one of the best ways to grow in your career is by actively seeking feedback. At all levels, feedback helps identify gaps and areas for improvement, and it can be a powerful tool for growth. Keep the door wide open for feedback and view it as a gift, even if it stings a little.
Lastly, don’t underestimate the value of sharing your accomplishments. It’s not boasting, but showcasing your value. I encourage you to share your achievements to demonstrate your value, the work you do, and what you care about. •
Blazing a Trail
Paul, Weiss has been home to pioneering women lawyer leaders for over 75 years. In 1946, Paul, Weiss became the first major New York-based law firm to have a woman partner. Today, we continue to invest deeply in promoting and supporting women in all aspects of their careers, holding fast to our unwavering commitment to diversity, equity and inclusion. Through devoted mentorship, our women partners continue to shape future generations of women leaders.
WOMEN LEADERS WOMEN LEADERS
A Commitment To Research
An Interview with Karina Davidson, PhD, Senior Vice President of Research, Northwell Health
EDITORS’ NOTE Dr. Karina Davidson also serves as Dean of Academic Affairs, Director and Professor, Institute of Health System Science, Feinstein Institutes for Medical Research, and Donald and Barbara Zucker Professor in Health Outcomes, Donald and Barbara Zucker School of Medicine at Hofstra/Northwell. For more than 25 years, Davidson has served in leadership roles for teams focused on the advancement of scientific, educational and patient care missions through both the generation and implementation of evidence-based practices. Davidson is past chair of the United States Preventive Services Task Force. She earned her Master of Applied Science degree in industrial/ organizational psychology as well as her PhD in clinical psychology from the University of Waterloo (Canada).
Karina Davidson
and patient symptoms, incorporating patient preferences and values. I was awarded the National Institutes of Health Transformative R01 grant to achieve Personalized Trial (N-of-1) clinical trial delivery at the point of care. This grant envisions reimagining the process through which therapies are tested within clinical encounters, ultimately identifying for each patient the therapy that provides maximum benefit with minimal harm.
INSTITUTION BRIEF Northwell Health (northwell.edu) is a clinical, academic, and research enterprise with a workforce of more than 87,000 and annual revenue of $18 billion. Northwell is the largest healthcare provider and private employer in New York State, caring for more than two million people annually through a vast network of more than 900 outpatient facilities, including 220 primary care practices, 52 urgent care centers, home care, rehabilitation, and end-of-life programs, and 21 hospitals.
Will you discuss your career journey?
I am a clinical psychologist, deeply committed to creating and disseminating evidence-based health interventions particularly for patients, communities, clinicians, and healthcare systems. I was trained in Canada, where I received my master’s in industrial/organizational psychology and my PhD from the University of Waterloo, Ontario in the specialty area of clinical health psychology. Having been taught that research should influence practice patterns, and that practice should inform research, I dedicated my career to the generation of impactful research. I love using my grounding in behavior change and systems theory to capitalize on the unique opportunities to improve the health and well-being of patients at Northwell and across our nation.
My research currently focuses on innovative personalized trials to manage chronic disease
I have always been fascinated with how we can improve patient and population health proactively, and I have worked to create systems and structures to support this mission. Directing the Institute of Health System Science at Feinstein has been exceptionally fulfilling, providing a unique opportunity to cultivate a culture of innovation, excellence, and dedication to enhancing our patients’ quality of life. When did you develop your passion for scientific research and advancements in medicine?
My passion for scientific research took root early in my career as I observed the transformative impact that personalized, evidence-based approaches could have on patient care. Whenever I face difficult moments, I am reminded that my journey in science has always been about serving and helping those most vulnerable in our communities. During my tenure on the United States Preventive Services Task Force (USPSTF), I confronted the complex challenge of guiding decisions about which preventive services had sufficient evidence to recommend nationally. The sheer volume of research, from cardiovascular screening to mental health interventions, was significant. I focused on the behavioral aspects of prevention, exploring how to encourage healthier habits and adherence to screening recommendations. I also focused on the underlying social determinants of health and structural racism that can impede screening recommendations from applying to all Americans. Another key challenge was addressing the stigma surrounding mental health, and I advocated for clear screening recommendations for depression and anxiety. My contributions helped shape national guidelines, translating into real-world changes in healthcare delivery. I left the USPSTF with a sense of accomplishment, confident in its continued commitment to improving public health.
This commitment to public health and serving those who are vulnerable was particularly galvanized in recent years as the maternal health crisis
in the United States unfolded, where most adverse pregnancy outcomes are preventable yet disproportionately impact Black and Indigenous women. In 2023-2024, I had the privilege to lead a national workgroup and workshop for the National Institutes of Health Pathways to Prevention Panel for Maternal Mortality. During the workshop, we analyzed evidence on predicting and preventing poor postpartum health outcomes, and we questioned what prevention interventions had the greatest beneficial effect. We ultimately reported that most eligible studies in this field were vulnerable to methodological bias in their findings. We, the volunteer expert panel, recommended that the nation needs a “maternal morbidity and mortality prevention moonshot” to strengthen the research methods used within the science of maternal health; to establish and conduct national prevention, treatment, and policy interventions; and to reimburse evidence-informed clinical approaches to improve maternal health across the life course. Without a national focus on fundamentally transformative interventions and other initiatives aimed at redressing structural racism and inequities in healthcare, current interventions and clinical advances in maternal morbidity and mortality prevention will remain tragically insufficient. For me, this commitment to rigorous evidence informing national policy that ultimately improves lives is the driving force behind my dedication to research.
Will you highlight Northwell Health’s commitment to research and how deeply ingrained research is in Northwell’s culture and values?
Northwell Health’s commitment to research is profound and deeply embedded within our organization’s culture. At Northwell, we prioritize a forward-thinking approach to healthcare, which means integrating the latest scientific advances directly into patient care. Our Institute of Health System Science at Feinstein Institutes is an example of this commitment, where we focus on pioneering innovations like the Personalized Trial model, aimed at offering tailored treatments based on individual patient needs. By supporting transformative studies and embracing an environment that values patient preferences, we are not only enhancing healthcare delivery but also fostering a culture that values continuous learning, adaptability, and compassion. Northwell’s emphasis on evidence-based practices and advancing scientific knowledge enables us to set new standards in healthcare, ensuring our patients receive the most effective, personalized care possible.•
WOMEN LEADERS WOMEN LEADERS
Digital Transformation
EDITORS’ NOTE Kristin Myers joined Northwell Health as its first-ever Chief Digital Officer. She leads the transformation of Northwell’s digital services to improve patient care. Myers joined Northwell from Mount Sinai Health System, where she served as Executive Vice President, Chief Digital and Information Officer, and Dean for Digital and Information Technology. She has extensive experience driving organizational change, adopting cutting-edge technologies, enabling digital transformation, modernizing and streamlining the technology landscape, and much more. During her career, Myers has earned many accolades for her work, including recognition by Crain’s New York Business’ 2023 Notable Healthcare Leaders, Becker’s Hospital Review’s Hospital and Health System CIOs to Know 2023 and 46 Chief Digital Officers to Know 2024 , Becker’s Hospital Review’s 35 Hospital and Health System Chief Digital Officers to Know 2023, and as a nominee of the 2022 New York CIO of the Year ORBIE Awards. She holds an Executive Master of Public Health from Columbia University and an Executive Chief Information Security Officer certification from Carnegie Mellon.
transformation in an increasingly dynamic healthcare landscape. The pace of technological advancement has accelerated rapidly, bringing new innovations, shifting business models, and redefining how care is delivered.
I am committed to guiding the organization by integrating and advancing digital technologies, data analytics, and cutting-edge solutions to support Northwell’s mission and strategic goals. My focus is on enhancing both patient and employee experiences, modernizing platforms and infrastructure, driving operational efficiency, and fostering a culture of diversity, agility, and innovation. By leveraging the power of digital, we will not only enhance care delivery but also ensure that Northwell remains at the forefront of healthcare transformation.
efficiency, and driving overall organizational success. While implementing technology is important, fostering a culture of continuous innovation and digital transformation is equally crucial. We must evolve from simply “doing digital” to “being digital” as an organization, embedding digital solutions into the fabric of our daily operations. Cultivating a culture of continuous innovation involves promoting transparency, embracing change, and empowering teams to solve problems collaboratively. By nurturing this mindset, we can successfully navigate the current wave of digital transformation and remain agile for the future.
How are you working to transform Northwell’s digital services to improve patient care?
What excited you about the opportunity to join Northwell Health and made you feel it was the right fit?
There are many aspects of joining Northwell that excite me, but two key factors stand out the most: growth and innovation. First, it’s incredibly exciting to be part of a rapidly expanding organization where I have the opportunity to directly contribute to improving patient care for such a large and diverse population. Second, I am inspired by the organization’s strong commitment to digital transformation and innovation. I am eager to lead and be a part of this transformation, helping to reshape how technology enhances both the quality of care and operational success. In my first few months here, I’ve felt incredibly welcomed by the leadership team and my colleagues, and I’m confident that, together, we can make a meaningful impact on the health system, the community, and the future of healthcare delivery.
Will you provide an overview of your role and areas of focus?
As Chief Digital Officer, my role is to help Northwell navigate the complexities of digital
“We must evolve from simply ‘doing digital’ to ‘being digital’ as an organization, embedding digital solutions into the fabric of our daily operations.”
How important is it in your role that Northwell Health has such a deep commitment to technology and innovation as part of its culture?
It is essential for my role to be deeply committed to technology and innovation, as these elements are increasingly central to improving patient care, enhancing operational
There are several key initiatives underway to transform our digital services and improve patient care. We are transitioning to Epic as a unified EHR platform and in parallel, we are also expanding our personalized consumer experience capabilities with a new integrated platform (Constituent Relationship Management). Our journey to the cloud will deliver a modern, scalable technology infrastructure that enhances security, improves agility, and ensures greater uptime and faster recovery. Through data and analytics, we are establishing a modern data platform that integrates AI capabilities to accelerate decision-making, improve care delivery, and drive better patient outcomes. Lastly, we are focused on enhancing the digital experience, creating a seamless, accessible, and equitable experience for patients, clinicians, team members, and the broader community.
Where is Northwell Health on its digital transformation journey?
Northwell’s digital transformation journey is well underway. Over the past two years, we have focused heavily on planning and design, and now implementation is moving forward swiftly, with the most significant impact anticipated in 2025 and 2026. Our organization, teams, partners, and community are all enthusiastic about the advancements ahead – whether it’s implementing Epic as our standardized EHR, creating an optimized digital patient experience, or building a scalable cloud platform to support resilience and innovation. I believe that digital transformation is an ongoing journey. With continuous advancements in technology, new innovations, and changing business models, we must remain adaptable and ready to evolve.•
Kristin Myers
An Interview with Kristin Myers, Executive Vice President and Chief Digital Officer, Northwell Health
WOMEN LEADERS WOMEN LEADERS
Maternal Health
An Interview with Dawnette Lewis, MD, MPH, Director, Center for Maternal Health, Northwell Health
EDITORS’ NOTE Dr. Dawnette Lewis is the director for Northwell’s Center for Maternal Health, where she guides the system’s mission to reduce maternal morbidity and mortality rates, specifically among Black women. She is also Director of Maternal-Fetal Medicine and Associate Director of Patient Quality and Safety at North Shore University Hospital; Physician Lead for New York State Birth Equity Improvement Project; and Associate Professor at the Donald and Barbara Zucker School of Medicine at Hofstra/Northwell. Born in St. Elizabeth, Jamaica, and raised in the Bronx, Dr. Lewis earned a BA degree in biology and Africana studies at Cornell University, a master of public health degree at New York University, and an MD at the Medical College of Ohio.
Dawnette Lewis
Will you discuss your role and areas of focus?
As a Northwell leader, I have the privilege of occupying key roles, each with distinct areas of responsibility that collectively aim to improve maternal and fetal health outcomes. Additionally, I can positively impact medical education and patient safety. Here are my current roles and how they align with the goals and mission of the Center for Maternal Health and Northwell.
• Director, Center for Maternal Health:
In this role the focus is on leading initiatives to improve maternal health outcomes, reduce health disparities, especially in underserved communities, and create comprehensive maternal care models. This involves both clinical and strategic leadership in developing programs and policies to address the diverse needs of mothers in our communities. Additionally, the collaboration of multidisciplinary teams, community outreach, and innovative care delivery approaches are key aspects of this program.
• Director, Maternal-Fetal Medicine, North Shore University Hospital:
The Maternal-Fetal Medicine Department at North Shore University Hospital has a stellar reputation for excellence, and its members have managed the care of numerous high-risk pregnancies and patients. As the current head, one of my roles includes managing a team of MFM specialists, setting clinical standards, and ensuring high-quality care for patients facing obstetrical complications. Additionally, I strive to foster clinical research, favor new medical practices and evidence-based medicine, as well as focus on the integration of cutting-edge technology into patient care. I also provide direct patient care of high-risk
patients and provide specialized care for complex maternal and fetal patients.
• Associate Professor, Donald and Barbara Zucker School of Medicine at Hofstra/Northwell:
I am very proud of the strong academic endeavors of our medical school and the incredible number of amazing medical students that have gone on to successfully complete their residency and establish thriving practices. In my academic role, I focus on teaching medical students and residents, mentoring young physicians and contributing to the academic mission through research and curriculum development. As an Associate Professor, I focus on delivering lectures, leading research studies related to maternal and fetal health with goals to publish findings in medical journals and advance knowledge in the field.
• Associate Director, Patient and Quality Safety, North Shore University Hospital:
North Shore University Hospital has a robust, multidisciplinary team of healthcare professionals and leaders that make up the Patient Quality and Safety Committee. As the Associate Director, my role centers on ensuring high standards of patient safety and quality care across the hospital are met, with an emphasis on identifying and mitigating risk. Some of my responsibilities include implementing quality improvement initiatives, analyzing patient outcomes, and promoting evidence-based practices. This role requires close collaboration with hospital administration and clinical teams to enhance patient experience and safety.
These descriptions are but an abridged version of my current roles. I’d like to mention how these combined roles require extensive collaboration, strategic leadership, and a commitment to patient-centered care. My primary goal is to have a direct positive impact on patient outcomes and foster longterm improvements in maternal and fetal healthcare with an emphasis on decreasing gaps in care for vulnerable and underserved populations.
What are the keys to driving impact in improving Black maternal health and reducing disparities?
Improving Black maternal health and reducing disparities requires a comprehensive and intentional approach that addresses both healthcare practices and social determinants of health. As the Director of the Center, there are certain key drivers I believe impact this critical area:
• Culturally Competent Care: Ensuring that healthcare providers are trained in cultural sensitivity
and implicit bias is essential. This involves developing awareness of and respect for the unique experiences of Black women, leading to a more compassionate and understanding approach that builds trust and improves patient-provider communication and outcomes.
• Community-Centered Approaches: Partnering with local organizations and leaders to better understand and address community-specific needs can enhance access to care. Engaging communities in designing maternal health initiatives can ensure that they’re relevant, sustainable, and well-received.
• Increasing Access to Quality Prenatal and Postpartum Care: Expanding access to comprehensive maternal care, particularly in underserved areas, can reduce risks and improve outcomes. Tools we have used involve telehealth services, mobile health units, and other innovative solutions to reach more women.
• Data Collection and Accountability: Tracking maternal health outcomes by race and ethnicity and language allows for a better understanding of disparities and reveals gaps. Health systems can use this data to monitor the effectiveness of interventions and ensure accountability.
• Addressing Social Determinants of Health: Recognizing and addressing the broader social factors that impact health – such as housing, nutrition, and financial stability – can have a powerful effect on maternal outcomes. Integrating social support services into maternal care can alleviate some of the pressures that contribute to health disparities.
• Advocacy and Policy Change: Supporting policy initiatives that address Black maternal health disparities, such as Medicaid expansion, enhanced maternal leave, and financial support for maternal health programs, can have a long-lasting, essential impact.
• Empowering Black Mothers: Educating and empowering Black women to advocate for their own health and providing them with resources to navigate the healthcare system can help reduce risks and improve their maternal experiences and outcomes. Community health workers or doulas can be invaluable for providing personalized support. Really, another impactful tool Black mothers can use is a support person (friend, family member) who can also advocate for them when they are unable to do so, especially during critical situations.
Together, these strategies can create a healthcare environment that not only improves Black maternal health outcomes, but also moves towards equity and justice in maternal healthcare.•
WOMEN LEADERS WOMEN LEADERS
Raising The Standard Of Healthcare
An Interview with Kerri Scanlon, RN, FAAN, Senior Vice President, Northwell Health and President, Glen Cove, Planview, and Syosset Hospitals
EDITORS’ NOTE Kerri Scanlon has been an integral member of Northwell Health for more than 25 years, serving in progressive leadership positions including associate executive director, patient care services and chief nursing officer at North Shore University Hospital (NSUH) and associate executive director of quality and chief nursing officer at Long Island Jewish Medical Center. Along with her responsibilities at NSUH, Scanlon was Northwell’s deputy chief nursing officer and a leader on Northwell’s Nurse Executive Council, where best practices are established and implemented hospital and health system-wide. Scanlon, a graduate from the Academy GE Fellows Program for Nurse Executives, has published and presented locally, regionally, nationally, and internationally on quality and the nursing profession. In 2018, she was inducted as a Fellow into the American Academy of Nursing and she has received several prestigious awards, including the 2009 Nursing Spectrum regional and national Nursing Excellence award. Long Island Business News named her to its 40 Under 40 list in 2009, and she was a participant in the Robert Wood Johnson Transforming Care at the Bedside Project and the original American Nurses Association Time Motion Study. She holds bachelor’s degrees from Manhattanville College and Columbia University, as well as a master’s in nursing as an adult nurse practitioner from Columbia.
Kerri Scanlon
these institutions stand as Destination Centers of Excellence in key areas –surgery, medicine, and acute rehabilitation. Glen Cove Hospital received a 5-star rating from the Centers for Medicare and Medicaid Services and achieved The Leapfrog Hospital Safety Grade A – both a clear indication of continued efforts to provide exceptional healthcare services. Additionally, Glen Cove Hospital has earned its place among the best, ranking 24th in the nation for Acute Rehabilitation by U.S. News and World Report – solidifying it as a premier destination for rehabilitative care. Similarly, Plainview Hospital has also excelled, achieving The Leapfrog Hospital Safety Grade A for excellence in patient safety. Furthermore, it has been ranked in the Top 50 nationally for Diabetes and Endocrinology and in the Top 26 for Best Metro Hospitals by U.S. News and World Report reflecting its commitment to innovative treatments and compassionate care for patients. Lastly, Syosset Hospital has profoundly distinguished itself by being ranked 7th in the nation for its outstanding Orthopedics Program by U.S. News and World Report. This achievement is a direct result of its dedication and commitment to being a center of excellence in orthopedic care.
strategic vision with Northwell Health, we are not just adopting best practices; we are committing ourselves to a shared mission – one that prioritizes patient-centered care, advances research, and promotes health equity. This alignment empowers our staff and clinicians, providing them with a clear sense of purpose and direction as they navigate the complexities of modern healthcare delivery. When everyone within our organization understands how their efforts contribute to a larger vision, we cultivate a culture of excellence where every member feels valued and inspired to make a difference. You have been with Northwell Health for 30 years. What has made the experience so special for you?
Will you discuss your role and area of focus?
I, along with the team, set the strategic vision and operational infrastructure for three hospitals. My role revolves around being the driving force behind their success.
A successful healthcare environment is built on the foundation of teamwork and trust among all team members. I have worked diligently to create a culture that values each individual’s contributions, recognizing that our collective strength lies in diverse perspectives and skills. This collaborative approach not only enhances problem-solving but also fosters a sense of belonging, which is crucial for employee satisfaction and retention. It also enhances the care we provide to the communities we are privileged to serve.
Will you provide an overview of Glen Cove, Plainview and Syosset Hospitals?
All three institutions are community hospitals which have consistently demonstrated their commitment to excellence in healthcare. Each of
What truly makes these hospitals remarkable is not just their accolades, but the incredible team behind them. All three hospitals rank in the top 3 for employee engagement within our health system, boasting an impressive engagement rate of greater than 92 percent.
How important is it to align these community hospitals’ local visions with the Northwell Health vision?
In an age where healthcare is evolving at an unprecedented rate, we must recognize that our objectives, goals, and values must not only resonate within our immediate community, but also harmonize with the aspirations of a leading healthcare system. Northwell is not simply an industry leader; it is a beacon of innovation, quality, and compassion in healthcare. To align our local vision with that of Northwell is to embrace a future where we can deliver exceptional care to our patients, enhance our operational efficiencies, and create an environment that fosters collaboration and growth. This alignment serves as a powerful catalyst for change – one that can elevate our services, improve patient outcomes, and build trust within our community. By synchronizing our
I am filled with a deep sense of gratitude and pride as I reflect on my journey with Northwell, a journey that spans 30 years. What makes this experience so special is not just the length of time I have spent here, but the profound connections I have forged along the way. Northwell is more than just a healthcare organization – it is a family. From the very first day, I felt welcomed into a community that values innovation, collaboration, and teamwork. I have had the privilege of working alongside dedicated professionals who share a common goal –to provide the best possible care for our patients and their families. The spirit of Northwell extends beyond our work environment – it resonates in the support we offer one another during challenging times, the laughter we share in moments of joy, and the collective commitment we have to our communities. Together, we celebrate our successes, learn from our challenges, and continually strive to improve the lives of those we serve. As I look back on these past 30 years, I am reminded that it is this sense of belonging, this unwavering support, and this shared purpose that truly defines my experience at Northwell. I want to take a moment to acknowledge the exceptional executive leadership that has helped shape my experience at Northwell. Under the tenure of our remarkable leadership team, including our visionary CEO, Michael Dowling, and our dedicated COO, Mark Solazzo, I have truly felt valued and supported in all my roles. Their unwavering commitment to our mission and their genuine care for each team member creates an environment where we can thrive. Their mentorship, guidance, and wisdom have not only helped me grow professionally, but have also inspired me to strive for greatness. I am proud to be part of the Northwell family, and I look forward to many more years of growth, learning, and making a difference together.•
WOMEN LEADERS WOMEN LEADERS
The Transformative Power Of Data
An
Interview with Kimberly Tully, Chief Technology Officer, Creative Artists Agency
EDITORS’ NOTE Kim Tully is the Chief Technology Officer at leading entertainment and sports agency, Creative Artists Agency (CAA). Tully is an Information Technology professional with a proven track record of execution, leadership, and delivering results through a strong balance of business acumen and technical domain expertise. Since joining CAA in 2021, she leads all aspects of Information Technology delivery, from in-house development and licensed software installations, to Software as a Service (SaaS) implementations and global outsourcing. As a transformational leader with over 25 years of experience from companies including Synchrony Financial and General Electric (GE), Tully has demonstrated success around organizational design, process re-engineering, and application architecture. Tully graduated from Fairfield University with a BS degree in information systems, and earned an MBA from New York University.
Kimberly Tully
What excited you about the opportunity to join CAA and made you feel it was the right fit?
I was excited to work for a company that functions at the highest level, both operationally and with integrity. I am also passionate about providing exceptional service. I knew CAA was the right fit for me when it became clear how client-centric we are.
Will you provide an overview of your role and areas of focus?
I am the Chief Technology Officer at CAA and lead the Technology and Data organizations for the agency. My team’s mission is to power CAA with market leading tools, data, and insights that connect CAA clients to opportunities, creating value and partnership across our global footprint.
opportunity for the clients we serve. We believe that data, combined with agents’ intuitions and instincts, is one of CAA’s superpowers. Through CAAintell, our sophisticated data platform, partnering with cutting-edge data providers, and the insights we generate from our homegrown Artificial Intelligence and Machine Learning (AI/ML) methods, we gain profound insights into our clients, can listen to the pulse of our buyers, and can better navigate our ever-evolving market landscape.
We recognize the transformative power of data and are dedicated to leveraging it comprehensively to better serve our clients.
Will you discuss the talent and expertise of the CAA data team?
COMPANY BRIEF Across film, television, music, sports, digital media, marketing, and beyond, CAA (caa.com) represents thousands of the world’s leading actors, directors, writers, producers, musical artists, comedians, authors, athletes, coaches, broadcasters, teams, leagues, chefs, designers, fashion talent, consumer brands, and more. Since its founding in 1975, CAA has continued to deliver on its promise that every client is represented by the whole agency. With a global network of employees and strategic partners in North America, Europe, Asia, and beyond, CAA taps its unequaled internal and external ecosystem of experts, relationships, access, and industry intelligence to help ensure that its clients achieve their goals.
How do you describe Creative Artists Agency’s culture and values?
Positioned at the nexus of talent, content, brands, technology, sports, and live events, CAA creates limitless opportunities for the storytellers, trendsetters, icons, and thought leaders who shape popular culture. In service of them, the agency is committed to remaining the strongest, most vibrant, and most innovative service company in the world. We are distinguished by our unique culture of collaboration, and we live by the ethos “when we take care of each other, good things happen.”
“We believe that data, combined with agents’ intuitions and instincts, is one of CAA’s superpowers.”
How critical is it for the chief information officer function to be engaged in business strategy?
Regardless of industry, technology influences so much in how business strategy is enabled and delivered. We are core to business and product development, management reporting and analytics, operational metrics, client satisfaction, and of course, data protection and safety, which is more important than ever as cybercrime becomes more sophisticated. Technology is a connector to all business functions.
Will you highlight some of CAA’s technology-driven initiatives and how technology is a differentiator for CAA?
Since 2017, CAA has been the first talent agency to pioneer a sophisticated data capability, driven by the mission of supercharging the creation of
CAA’s data team is a dynamic ensemble of professionals specializing in data science, data analytics, and data insights, interconnected through robust data management. These dedicated experts play a pivotal role in translating the nuanced needs of agents and clients into cutting-edge features and tools. With a commitment to staying at the forefront of technological advancements, our team continuously evaluates emerging technologies, tools, and the latest trends in Data Science, AI, and Machine Learning. Collaborating across CAA’s extensive range of businesses, we diligently explore how data can be strategically applied to elevate client services.
How important is it for CAA to build a diverse and inclusive workforce?
CAA has long focused on diversity, equity, and inclusion, and has implemented short- and long-term strategies to ensure an inclusive environment in our workplace and beyond. This is a non-negotiable for us. We recognize the value of having teams that reflect the clients and communities we serve. The superpower of our technology team is our diversity of thought and approaches to the amazing work we do for CAA.
Do you feel that there are strong opportunities for women in leadership roles in the industry?
Absolutely. I’ve worked for many women business leaders, CEOs, CIOs. Each one inspired me to never give up, shoot for the stars, and above all, opportunities are what we make of them.
What advice do you offer to young people beginning their careers?
As I mentor young professionals, my advice is to be open to everything – every experience is a learning opportunity; take risks – now is the time to explore; and build a career on substance – the messy opportunities can be the ones most fulfilling and rewarding.•
Own it.
For over 95 years, Alliant has been home to some of the most dynamic and entrepreneurial producers in the business hailing from across the nation and serving in a broad range of industries.
Alliant is the premier place to propel your career to new heights, and the reasons are simple. We give you the resources to succeed. We surround you with outstanding people. Then we get out of your way
At Alliant, we take ownership seriously and even offer our producers an opportunity to own equity in the company.
Why? Because we believe you should own your success.
WOMEN LEADERS WOMEN LEADERS
Empowering Nigeria’s Future
An
Interview with Oyindamola Lami Adeyemi, Executive Chairperson, Still Earth Holdings
EDITORS’ NOTE Oyindamola Lami
Adeyemi is a Nigerian entrepreneur with a wealth of experience spanning the construction and engineering, energy, and finance sectors. As the Executive Chairperson of Still Earth Holdings, she is committed to creating value towards Africa’s development through the group’s subsidiaries. Under her leadership, Still Earth Construction has grown to become a leading construction and engineering company executing landmark developmental and infrastructure projects across Nigeria with the highest quality of service. It boasts a diverse portfolio which spans over 10 years in commercial and industrial buildings, civil works, engineering, and infrastructure such as roads, drainage systems, and bridges across the country. Adeyemi is a graduate of the Harvard Business School Owner/ President Management Program and holds a BSc in political science, and an MSc in political economy and governance. She is a member of the Institute of Directors, the Young Presidents Organization, Women in Business, among other organizations.
COMPANY BRIEF Still Earth Holdings (still earthconstruction.com) manages an extensive portfolio of companies focused on major infrastructure development projects, oil and gas, and finance. Its companies; Still Earth Construction & Realty, Still Earth Capital & Finance, and Tirex Petroleum & Energy, collectively represent its involvement across key sectors supporting the Nigerian government’s drive to address the infrastructure deficit across the Nation. From addressing power needs, to bridging the gaps in basic infrastructure, to providing resources that promote financial inclusivity, Still Earth Holdings has been instrumental in contributing to Nigeria’s economy.
Will you discuss your career journey?
I would say my career journey has been steady and progressive. I began my career in the banking sector in November 2005. While working in that sector, I nursed the dream of starting a business of my own, but the challenge then was raising the capital to proceed with it. Slowly but steadily, I was able to raise some funds to begin with. In 2011, I founded Still Earth Construction Limited which has
diverse portfolios in commercial and industrial buildings, civil works, engineering, and infrastructure. This was followed by Still Earth Capital Finance, Tirex Petroleum & Energy, and Amber Properties in that order. Following the expansion of the business, there was need to have all subsidiaries under a holding company – Still Earth Holdings. The holding company became the parent company housing other subsidiaries. Although we are still evolving and expanding on all frontiers, we are focused on becoming industry leaders in Nigeria.
How do you define Still Earth Holdings’ mission and purpose?
At Still Earth Holdings, we have a mission to deliver exceptional value across the sectors we operate in. We create impactful solutions that drive national development and economic empowerment. Our focus is to empower Nigeria’s future through strategic innovation, infrastructure development, supporting production increment initiatives, operational excellence, and sustainable growth. We invest in initiatives that uplift communities and better the lives of the people. Our business units are well positioned to meet the growing demands of the industries they serve.
Will you provide an overview of Still Earth Holdings’ portfolio of companies?
Still Earth Holdings is a group of companies founded in 2011, with three subsidiaries operating in various sectors of the Nigerian economy. The subsidiaries are Tirex Petroleum & Energy, an indigenous Nigerian drilling company which operates in the upstream sector of the oil and gas industry and has its corporate office in Lagos, Nigeria; Still Earth Construction, an infrastructure development company with multiple projects in road sand building construction also headquartered in Lagos, Nigeria; and Still Earth Capital Finance, which provides capital and financial solutions for individuals and businesses in Nigeria. The fourth subsidiary is Amber Properties which operates in the real estate sector with an interest in the hospitality business.
These four subsidiaries have their uniqueness and contribute to the development of Nigeria. Over the last 21 months, Tirex Petroleum & Energy has drilled about 16 wells and spearheaded major projects for various clients, marking a substantial contribution to the nation’s oil production. Still Earth Capital Finance is at the forefront of promoting sustainable growth for small- and medium- scale businesses and driving economic empowerment for individuals in the skilled, semi-skilled, and
Oyindamola Lami Adeyemi
Aerial view of the ongoing 20 unit detached duplex project at the PMB Housing Estate, Abeokuta Ogun State, Nigeria by Still Earth Construction
unskilled sector. Still Earth Construction deploys top-notch construction methods in completing complex projects while delivering world-class infrastructure projects.
How is Still Earth Construction supporting the Nigerian government’s efforts to address the infrastructure deficit across the nation?
Still Earth Construction adheres to compliance regulations when it comes to government standards. We prioritize accelerating infrastructure delivery, focusing on road and affordable housing projects that benefit underserved communities. We have executed road and school projects in urban and rural communities in partnership with some state governments, addressing urbanization challenges. This ultimately improves the living standard of the people. We have strategically aligned our operations with the development priorities of some state governments, thereby reducing infrastructure deficits, fostering economic growth, and improving the quality of life for citizens.
Will you discuss Still Earth Capital Finance’s focus on providing resources that promote financial inclusivity?
We provide easily accessible financial products and offer low-cost, flexible savings accounts, microloans, and tailored investment opportunities that cater to underserved populations, including low-income individuals and small-scale businesses. Our focus is on providing personalized financial solutions that are tailored to the specific needs of the people, from high-net-worth individuals to peasant traders and even to underserved individuals, driving sustainable growth. We also provide technology-driven solutions that simplify financial processes, ensuring individuals in remote or underserved regions can access our services. Our fair lending practices prioritize transparent policies that consider diverse income sources, ensuring equitable access to credit. At Still Earth Capital, we demonstrate a commitment to reducing economic disparities and fostering
long-term financial well-being for individuals and communities.
What do you feel are the challenges operating in three male dominated sectors in Nigeria – oil and gas, construction, and finance?
This is an interesting question. I would say balancing strategic oversights across multiple companies. It’s really a daunting challenge managing a portfolio of companies with varying industries, markets, and operational structures. It requires in-depth knowledge of each industry and the ability to prioritize effectively. The oil and gas and construction sectors in Nigeria are truly male dominated and navigating gender bias is a huge challenge. Facing stereotypes about women’s leadership capabilities, especially in Nigeria where the culture is male dominated, requires determination and resilience to succeed as a woman. In the Nigerian oil and gas sector, frequent policy shifts and regulatory changes can create an unpredictable business environment. Infrastructure deficits such as limited refining capacity and poor logistics infrastructure could slow down operations. Competing against international oil companies is another huge challenge for the local players.
Did you always know that you had an entrepreneurial spirit and desire to build your own company?
I had always wanted to run my own business, although I had to begin my career as a banking executive. I have a personal ambition, passion, and a desire to make a meaningful impact on the lives of people – the ambition to lead and inspire others, serving as a role model for women and younger generations.
My vision is of building something enduring, creating a legacy that reflects my values and aspirations. This personal ambition turned my passions into a thriving business called Still Earth Holdings. It’s a commitment to solving problems, fulfilling unmet needs, and making a difference in my community and
country. It’s a desire to challenge stereotypes, break gender biases, and prove that women can excel in leadership and entrepreneurship. It’s a desire to give back, create jobs, and positively influence society. I am motivated by the chance to pave the way for others, fostering inclusivity and diversity in business. My desire to build my own company is a mix of my personal ambition and the will to create something meaningful that reflects my identity, values, and dreams.
What do you see as the keys to effective leadership and how do you approach your management style?
I strongly believe the keys to effective leadership are having a strong vision and strategic thinking, a compelling vision that aligns with long-term goals. Confidence and self-belief are also key factors. When you believe in your capabilities and lead with conviction, you overcome self-doubt. And of course, integrity –leadership comes with having integrity and high moral standards. At Still Earth Holdings, our management policies are well defined. We take inclusivity of our staff in our decisions very seriously. We have a robust corporate governance system that ensures all cadres are well represented in management decisions. Our management system is goal oriented, and we place high standards on achieving results. Our core values are well defined such that it fosters a positive work environment.
What advice do you offer to young people beginning their careers?
Nothing comes easily or by chance. Robert Collier once said, “Success is the sum of small efforts, repeated day in and day out.” Achieving great success in your career requires being smart and working hard. Resilience, consistency, doggedness, and discipline are all factors that propel success. It is important to have a clear vision and set achievable short- and long-term goals and align with them. It is also important to build a strong work ethic. This will guide you, keep you focused, and set you in the right direction.•
Aerial view of the ongoing detached duplex project at the Ibara Housing Estate, Abeokuta Ogun State, Nigeria by Still Earth Construction
Oyindamola Lami Adeyemi
WOMEN LEADERS WOMEN LEADERS
Product, Brand, And Purpose
EDITORS’ NOTE Ann Chung is a Senior Managing Director and Global Head of Consumer for Blackstone Growth based in New York. Since joining Blackstone in 2020, Chung has led investments in Oatly, Spanx, Supergoop!, and Weee. Prior to joining Blackstone, Chung held roles at Fremont Private Holdings, the direct investing arm of the Bechtel family office, and J.H. Whitney Capital Partners where she led all consumer and consumer-impacted investments. She has also held positions with Swander Pace Capital, L Catterton, and Wachovia Securities and served on the boards of Alphia, Accupac, and Merrick Pet Care. Chung currently serves on the Board of Directors of Oatly, Spanx, and Supergoop! She received her MBA from the Wharton School at the University of Pennsylvania and her BS from the McIntire School of Commerce at the University of Virginia.
focused on real estate, private equity, infrastructure, life sciences, growth equity, credit, real assets, secondaries, and hedge funds.
What excited you about the opportunity to join Blackstone and made you feel it was the right fit?
FIRM BRIEF Blackstone (blackstone.com) is the world’s largest alternative asset manager. The firm seeks to deliver compelling returns for institutional and individual investors by strengthening the companies in which it invests. Its more than $1.1 trillion in assets under management include global investment strategies
Blackstone’s scale and ability to drive value for its investors. With $331 billion in AUM and a 35+ history, our private equity platform is the largest in the world. This means we can offer consumer businesses access to a huge network of portfolio companies, decades of operational expertise, and a robust toolkit of value creation capabilities, from procurement and talent to data science and brand strategy. The opportunity to apply these tools in a growth equity context was incredibly exciting to me; the opportunity to do so alongside some of the best investors in the business was even more compelling. I joined the firm in 2020 and have consistently been impressed by the caliber of the people and the scale of our portfolio.
How do you describe Blackstone’s culture and values?
Entrepreneurial, hardworking, and highly intellectual. We, at Blackstone, are constantly innovating. Whether it’s building new businesses, innovating new asset classes
or evolving its investment strategy to keep abreast of changing investor needs, our people are constantly looking for new ways to deliver value. That keeps us busy but also interesting. When someone offers an idea, our teams interrogate it and refine it, striving for the most intellectually honest answer. We also work hard to be good partners alongside the management teams we invest behind. The work at Blackstone is demanding, challenging, and stimulating.
What do you feel have been the keys to Blackstone’s industry leadership?
Apart from the remarkable people, it’s the scale. Blackstone’s portfolio is enormous, spanning more than 240 companies and 12,700 real estate assets worldwide. This generates data and insights that lets us identify trends as they emerge and adapt our strategy to invest behind them. The scale also provides us access to a vast network of professionals that provide unique deal flow, quick and thorough perspectives on diligence, and differentiated support for our portfolio companies. As investors in the consumer sector, my team’s job is to really understand the brand leaders in the space. Our scale also allows us to see around corners and gives us strong insights on macroeconomic topics, such as early indications of commodity price changes, port strikes, wage pressures, and tariffs.
“With $331 billion in AUM and a 35+ history, our private equity platform is the largest in the world. This means we can offer consumer businesses access to a huge network of portfolio companies, decades of operational expertise, and a robust toolkit of value creation capabilities, from procurement and talent to data science and brand strategy.”
Ann Chung
An Interview with Ann Chung, Senior Managing Director and Global Head of Consumer, Blackstone Growth
“We, at Blackstone, are constantly innovating. Whether it’s building new businesses, innovating new asset classes or evolving its investment strategy to keep abreast of changing investor needs, our people are constantly looking for new ways to deliver value.”
Will you provide an overview of your role and areas of focus?
As the Global Head of Consumer at Blackstone Growth, I look for the next generation of consumer brands – category-creating companies that change the conversation in their sector. Supergoop! is a great example. The company was founded on a mission to change the way the world thinks about sunscreen. Because of the company’s amazingly innovative products, Supergoop! quickly made a splash in the skincare space. By the time Blackstone invested in the company, the business was wildly successful – it just needed a partner that could help it write the next chapter. We look for companies where we try to preserve the best parts of what make them successful such as Supergoop!’s incredible product development capabilities and creative marketing, but have scaled beyond a startup into a healthy, thriving business where we can help build the infrastructure for long-term, sustainable growth. What are the keys to being successful as investors in the consumer sector?
A strong historical financial profile is table stakes. We look for companies that have proven product-market fit. Specifically for consumer brands, we look across three pillars: product, brand, and purpose. We find the best category creators are the ones that have disrupted the market with highly differentiated product.
Repeat purchase tends to be a key indicator of strong product receptivity. We also look for brands that have emotional connection or the ability to build emotional connection. We conduct consumer surveys, focus groups, and scrape the internet for quantitative and quality brand feedback. And finally, we look for businesses that stand for more. I believe building a better future for all of us correlates strongly with the best consumer brands.
How critical is it for Blackstone to build a diverse and inclusive workforce?
It’s essential. We believe that teams of individuals with varied backgrounds and experiences make better business decisions, and between year-end 2020 to year-end 2022, we doubled the number of women in senior leadership levels globally and increased senior leaders from underrepresented groups in the U.S. by two-and-a-half times – a testament to the strength of our conviction. Getting a wider range of representation allows you to identify opportunities and see the potential in companies others might overlook. I strongly believe this for the consumer sector as we all bring our own lived-in experiences to the table and can provide a different lens, particularly for sourcing new opportunities.
Do you feel that there are strong opportunities for women to grow and lead in the industry?
Very much. I look around Blackstone Growth, and I see women doing incredible work – Yifat Oron, for instance, leads our growth and tech investments across Israel, and Katie Storer and I work closely together on marquee deals like SPANX and Supergoop!.
For my own part, I’ve repeatedly been given opportunities to lead investments in some remarkable consumer brands – both here at Blackstone and in prior roles. My hope is that this increasing visibility unlocks even more opportunities for women in investing. We bring important perspective to the table, particularly in the consumer space, where women influence 70 to 80 percent of all spending and by 2029 will control 75 percent of all discretionary spending. Getting women in even more leadership roles can help us meet the consumer where they’re at.
What advice do you offer to young people beginning their careers?
Stay curious. The consumer is always changing, and the pace of change keeps getting faster and faster. If you assume you have it all figured out, you’ll miss out on opportunities and you’ll forfeit chances to connect with your colleagues. I learn so much from the folks I work with day in and day out, and as I approach five years at Blackstone, I’m confident that will only continue.•
“As investors in the consumer sector, my team’s job is to really understand the brand leaders in the space. Our scale also allows us to see around corners and gives us strong insights on macroeconomic topics, such as early indications of commodity price changes, port strikes, wage pressures, and tariffs.”
WOMEN LEADERS WOMEN LEADERS
A Multidisciplinary Approach
An Interview with Jeannie Rhee, Managing Partner, Washington, D.C. Office, Co-Chair, Investigations Practice and Cybersecurity & Data Protection Group, Paul, Weiss, Rifkind, Wharton & Garrison LLP
EDITORS’ NOTE Managing Partner of the firm’s 125-lawyer Washington, D.C. office and Co-Chair of the firm’s Investigations Practice and Cybersecurity & Data Protection Group, Jeannie Rhee is an experienced crisis manager and litigator and former federal prosecutor who has helped numerous Fortune 100 clients safely navigate their most significant civil, white collar and regulatory exposure. She has also devoted herself throughout her career to upholding the principles of the rule of law and transforming the profession through diversity and inclusion efforts.
Jeannie Rhee
FIRM BRIEF Paul, Weiss, Rifkind, Wharton & Garrison LLP (paulweiss.com) is a premier firm of more than 1,000 lawyers with diverse backgrounds, personalities, ideas and interests who provide innovative and effective solutions to their clients’ most complex legal and business challenges. The firm represents many of the world’s largest and most important public and private corporations, asset managers and financial institutions, and clients in need of pro bono assistance.
Will you discuss your career journey?
I literally planned to be a lawyer since fourth grade, when my teacher assigned me to play a prosecutor in a mock trial of candy over the charge of causing tooth decay. At law school, though I initially leaned toward an academic career, that changed when I clerked for the late Judge Stanley Sporkin in the District of Columbia. In his courtroom I had the chance
to witness some of the era’s greatest trial lawyers on high-profile cases, and I was hooked. From there, I became an assistant U.S. attorney in the D.C. U.S. Attorney’s Office, trying more than 30 cases. In 2009, I was appointed as Deputy Assistant Attorney General in the Department of Justice’s Office of Legal Counsel; subsequently, I went into private practice. More recently, I returned to government to lead teams investigating cyber and social media interference in U.S. affairs by foreign actors.
What excited you about the opportunity to join Paul, Weiss, and what made you feel it was the right fit?
During my time in government, I came into contact with hundreds of represented parties and their counsel. The lawyers I met from Paul, Weiss stood out; they demonstrated a collaborative, cross-disciplinary, and solutions-oriented approach to their work that I admired. When I was getting ready to leave government after my most recent stint, I knew I wanted to work across my diverse areas of expertise and team up with my talented partners rather than be siloed. Paul, Weiss encouraged that. Also, the caliber of Paul, Weiss’s clients was and is so stellar; I would have the opportunity to help leading global businesses facing enterprise-threatening situations. So, I reached out directly to Paul, Weiss chairman Brad Karp and asked to meet. I made my case to him and the rest is history.
Will you provide an overview of your role and areas of focus?
As Co-Chair of the Investigations Practice and as a senior member of our Litigation
Department, I handle a very wide range of critical matters, including major investigations and litigations. What characterizes all of my matters is that they are mission-critical, high-stakes, and sensitive, and resolving them requires a multidisciplinary approach. My biggest strength is as a strategist and crisis manager, whether I’m leading the defense of a company at trial, helping my client respond to regulatory inquiries, or leading internal investigations. My practice is very forward-looking; even as I am developing a defense case or investigating an incident or allegation, I am always working to understand my client’s objective, and how we can achieve that objective and mitigate future risks.
Internally, as Managing Partner of our Washington, D.C. office, I’m focused on recruiting the absolute best talent to our ranks in Washington, and on strengthening diversity and inclusion at all levels. I’m also focused on making sure that all our lawyers and business professionals feel supported in their careers just as I have felt supported and acknowledged.
How do you describe Paul, Weiss’ culture and values?
The professional culture here is one of supporting people and daring them to be their very best selves. It is a meritocratic environment and excellence in client service is a given. But it’s also incredibly supportive – I’ve always worked hard, but here I feel acknowledged, challenged, supported, and rewarded in my practice. To take my own experience, I came to the firm from government with no clients of my own, but my partners rapidly roped me into new and significant matters. Today, I am leading several high-stakes, threatening litigations and
“What characterizes all of my matters is that they are mission-critical, high-stakes, and sensitive, and resolving them requires a multidisciplinary approach.”
“Investigations are rarely standalone matters; they occur against the backdrop of a host of other legal and reputational challenges.”
investigations matters on behalf of some of the firm’s most important clients. In 2023, I was promoted to lead the Washington, D.C. office, and this past year, together with my colleagues Harris Fischman and John Carlin, we launched a formalized Investigations Practice. This fall, I co-led the defense of our client Google in a major antitrust trial by the government.
What have been the keys to the strength of Paul, Weiss’ Investigations Practice?
More than ever before, our clients face overlapping scrutiny by multiple federal, state and foreign law enforcement agencies, as well as by Congressional committees. As governmental bodies around the globe increasingly coordinate their approach, we saw the need to do the same, moving away from hyper-specialization to leverage a 360-degree perspective. Our highly integrated cross-disciplinary approach differentiates us in the market.
Investigations are rarely standalone matters; they occur against the backdrop of a host of other legal and reputational challenges. Although all of us do a lot of work in the congressional investigations space, none of us devotes ourselves to it exclusively; for instance, I regularly try cases. Moreover, the Investigations Practice is integrated within the larger Litigation Department, with its deep bench of leading trial lawyers and specialists in all the key substantive areas. If an investigation leads to bet-the-company litigation, we aren’t afraid to take the case to trial. This is an incredible advantage for our clients.
Last, our Investigations team includes numerous lawyers who served at high levels in state and federal law enforcement agencies, on Capitol Hill, and in the White House. They know the culture, protocol, and investigative
staff at key congressional committees and the priorities of government regulators. So, we’re able to craft strategies with the political climate and media and other strategic concerns in mind.
Paul, Weiss is a firm that is deeply committed to pro bono work. Will you speak about your own experience and views on this?
I believe that fighting for justice and safeguarding the rule of law are an essential part of my ethical responsibilities as an attorney, and taking on high-impact pro bono litigation was a big draw for me when I joined in 2019, and it’s been an important part of my experience here. My main focus has been on groundbreaking cases seeking to hold hate groups financially accountable for racist and extremist violence. I represented Washington’s historical Metropolitan A.M.E. Church, where we won a landmark $2.8 million judgment against the extremist group the Proud Boys over their racist attack targeting the church over its public support for the Black Lives Matter movement. Alongside the Anti-Defamation League and co-counsel, I’m also representing the D.C. Attorney General in the District’s related ongoing suit against the Proud Boys and Oath Keepers for their role in planning and carrying out the deadly January 6, 2021 attack on the U.S. Capitol. These cases resonate personally with me as an immigrant of color; while I have been embraced by this country and have built a successful career here, I’m deeply troubled by the national surge in hate-driven violence.
I’m incredibly proud that Paul, Weiss has the courage to back these cases, and I’m honored to be involved personally. Last May, Paul, Weiss launched the Center to Combat
Hate, deepening its investment in impact litigation to hold hate groups financially accountable for their actions, and I’m a founding member.
Do you feel that there are strong opportunities for women to grow and lead in the legal profession?
Women in the law continue to face a number of societal and structural obstacles to grow and lead; let’s never sugar-coat how hard it can be for women in the workforce. But at the same time, there are myriad opportunities for women to succeed in the legal profession if they work hard, find work environments where their contributions are valued, and above all, believe in themselves.
In my own career, both in government and private practice, I have been fortunate that my talent and achievements have been recognized and rewarded. And today, I am surrounded by successful women leaders at my firm – many of our practice leaders and office heads are women. In particular, I’m proud of the resources Paul, Weiss devotes to training, developing, and promoting women attorneys.
What advice do you offer to young people interested in pursuing a career in law?
To succeed in a career in law, as in any high-performance professional career, you have to be your own best advocate and believe in yourself; don’t just sit around and wait for others to pick you out. Find the people who are willing to invest in you, but always recognize that mentorship is a two-way street; you still have to put in the hard work and deliver to the best of your abilities without cutting corners. You will only get back what you put into the effort.•
“If an investigation leads to bet-the-company litigation, we aren’t afraid to take the case to trial. This is an incredible advantage for our clients.”
WOMEN LEADERS WOMEN LEADERS
Holistic Wealth Management
An Interview with Brittany Boals Moeller, Region Head, Southeast Private Wealth Management, Goldman Sachs
EDITORS’ NOTE Brittany Boals
Moeller is the Southeast region head of Private Wealth Management for Goldman Sachs. Prior to her current role, she advised select wealthy families, foundations, and institutions in Atlanta and across the Southeast. Earlier, Moeller served as Chief of Staff to the Chief Executive Officer and the Chief Operating Officer of the Private Wealth Management business. She joined the firm in 2007 as an analyst and was named managing director in 2019. Moeller serves on the Board of Directors of the Alliance Theatre and the Metro Atlanta Chamber Innovation & Entrepreneurship Advisory Board. Additionally, she is Vice President of Strategic Planning and a member of the Board of Directors of the Atlanta Association for Corporate Growth and the Board of Directors for the Atlanta BeltLine Partnership, supporting one of the largest urban redevelopment and mobility projects currently underway in the United States. She also serves as President of the Board of Directors of the Multi-Agency Alliance for Children. Moeller earned a BS in finance and marketing from the Stern School of Business at New York University.
FIRM BRIEF Goldman Sachs Private Wealth Management (privatewealth.goldmansachs.com) specializes in curating a comprehensive wealth management experience, customized for ultrahigh net worth individuals and families, as well as select institutions, including foundations and endowments. Goldman Sachs is a leading global financial institution that delivers a broad range of financial services to a large and diversified client base that includes corporations, financial institutions, governments and individuals. Founded in 1869, the firm is headquartered in New York and maintains offices in all major financial centers around the world.
Who are Goldman Sachs Private Wealth Management’s clients and how does Goldman Sachs’ culture and values help you serve them?
At Goldman Sachs Private Wealth Management, we work with entrepreneurs, business owners, executives and family offices to create simplicity and serve as holistic stewards of their wealth. Goldman Sachs’ culture of excellence, commitment to client service, and deep investing expertise are at the center of every client
relationship. We provide each client with a highly curated experience so they can grow and use their wealth in ways that are meaningful to them.
What are some interesting trends and themes you have seen emerging in how the next generation approaches wealth management?
The needs and preferences of our clients are continually changing, and it’s imperative that we meet them where they are. Our clients want more from their wealth advisor as we’ve recognized the shift from traditional investment management to holistic wealth management. They desire non-investment family office services in addition to unique investment opportunities. They are digitally forward and value simplicity and ease, as well as access and a network of like-minded individuals. Our clients are diverse in their experiences, backgrounds, and upbringing, and we are continually growing and learning from their unique perspectives.
Does your clients’ source of wealth make a difference in how you work with them?
Many of our clients are founders or executives who have created their own wealth, and others are stewards of their family wealth who continually build upon the family’s legacy. Regardless of our clients’ source of wealth, each relationship is completely customized and unique. We work with each family member to understand their story, and then we create a plan to strategically meet their long-term vision. Our private wealth management teams are uniquely positioned to develop relationships with all family members to support them through all life stages. We even have investing fundamentals courses that begin at age 15.
You’re also deeply involved in Goldman Sachs Private Wealth Management’s initiative to help women maximize their impact. Will you provide an overview of this initiative?
In the Lead is our unique community and platform of resources designed to help women maximize the impact of their wealth, philanthropy, and legacy. Through In the Lead, we convene remarkable women across the U.S., Europe and Asia around inspiring content and unique access to thought leaders. Our community includes visionaries, entrepreneurs, philanthropists, and industry leaders who are focused on what’s moving the world forward, including topics such as health and wellness, AI, generational wealth transfer, and philanthropy.
You are involved in a number of organizations in the Atlanta community. What has made community engagement so important to you?
Being involved in the Atlanta community has always been very important to me and my family. There are few things more rewarding than spending time and resources on a cause that directly helps the people around us. One of my passions is helping children. In Atlanta, we are incredibly fortunate to have Children’s Healthcare of Atlanta, one of the most impactful pediatric hospitals in the world. I serve on the investment committee and have the opportunity to share our Goldman Sachs insights in an effort to help further the long-term impact of this great hospital. I am also involved with the MultiAgency Alliance for Children, which is a remarkable organization focused on youth in the foster care system. I would encourage everyone who is able to become involved in their community. I have learned so much from these experiences.
You joined Goldman Sachs in 2007 and just made Partner this year. What has made the experience so special for you?
Being part of Goldman Sachs over the past 17 years has been an extremely rewarding experience. I’ve had the chance to work in several different roles, each of which was an opportunity to gather new perspectives from the people and clients that we work with. Our clients are what have made this experience so special to me and will continue to be my favorite part of each day. Needless to say, the individuals that I work with here at Goldman Sachs continue to remind me why I come to work each day. I’m constantly challenged and learning from those around me.
What advice do you offer to young people beginning their careers?
It can feel like there is so much pressure on young professionals today. Even before you’re out of college, it can seem like you’re expected to know what the next six chapters of life will look like. My advice is to slow that down and instead focus on what is right in front of you. Sometimes, when people are looking a few steps ahead, they miss out on tremendous learning and growth opportunities. The young people who have stayed present and committed, in my experience, have gone on to have the most successful futures. I would encourage young professionals to work hard and do something that you enjoy doing each day. Surround yourself with good people who continue to challenge you to be the best version of yourself. Have clear priorities between work and family, and don’t lose sight of those.•
Brittany Boals Moeller
WOMEN LEADERS WOMEN LEADERS
A Forward-Leaning Perspective
An Interview with Christina Chiu, President, Empire State Realty Trust
EDITORS’ NOTE Christina Chiu is the President of Empire State Realty Trust. Prior to her appointment as President, she served as Executive Vice President, Chief Financial Officer since May 2020 when she joined ESRT, and was then appointed to both Chief Operating Officer & Chief Financial Officer in December 2022. Prior to joining ESRT, Chiu had an 18-year career at Morgan Stanley where she served as Managing Director and Chief Operating Officer of the Global Listed Real Assets Investing business, responsible for business development and capital raising efforts, institutional investor and consultant relationships, oversight of the day-to-day investing business, and execution of strategic initiatives. She began her career as a real estate investment banking analyst on both principal investing and strategic advisory transactions. Chiu is a member of the Real Estate Roundtable Real Estate Capital Policy Advisory Committee, Vice Chair of the ULI Technology & Real Estate Council, member of the NYU Stern Real Estate Board of Advisors, and a David Rockefeller Fellow of the Partnership for New York City. She serves on the American Red Cross National Board of Governors, as well as the board of University Settlement Society of New York. Chiu earned a BS degree in finance and accounting summa cum laude from NYU Stern School of Business.
Will you discuss your career journey?
I began my career at Morgan Stanley as an investment banking analyst where I spent two years on principal investing and strategic advisory transactions. I then moved to the investment management division where I served as Managing Director and Chief Operating Officer of Global Listed Real Assets Investment and was responsible for the oversight of day-to-day investing business, capital raising efforts, execution of strategic initiatives, and primary research coverage of the Canadian REIT sector. In April 2020, I left my 18-year career with Morgan Stanley to join Empire State Realty Trust as Chief Financial Officer, where I developed and executed on the company’s balance sheet and capital allocation strategy and oversaw human capital and technology. In December 2022, I was promoted to CFO/COO, and I was appointed President in early 2024.
When you look back five years ago to when you joined ESRT, what excited you about the opportunity and made you feel it was the right fit?
My role at Morgan Stanley was multi-faceted and somewhat unique; I was the COO of the listed real assets investing business and involved with oversight of the day-to-day business, client/consultant relationships and capital raising, as well as investing. The CFO role at ESRT excited me because it, too, was multi-faceted. I was responsible for more traditional CFO responsibilities – like finance, accounting, investor relations, and capital markets – as well as human capital and technology, and would work closely on strategy with our CEO and board of directors. While it was a completely new and different role for me, the holistic focus on the business across functions and primary responsibility for internal and external stakeholder engagement felt familiar based on my role at Morgan Stanley, which excited me. Morgan Stanley is an amazing firm, and I am grateful for the opportunities I had there. It prepared me well for the opportunity at ESRT.
Will you elaborate on your role and areas of focus?
As President at Empire State Realty Trust, I partner with our CEO to develop and execute
COMPANY BRIEF Empire State Realty Trust (ESRT) is a New York City-focused REIT that owns and manages a well-positioned property portfolio of office, retail, and multifamily assets in Manhattan and the greater New York metropolitan area. Owner of the Empire State Building – the “World’s Most Famous Building” – ESRT (esrtreit.com) also owns and operates its iconic, newly reimagined Observatory Experience. Empire State Realty Trust’s fully modernized, energy-efficient spaces provide exceptional value to its current and prospective tenants and residents, and serve as a competitive advantage for the firm. As the leader in sustainability and energy efficiency with a focus on ROI-driven investment, ESRT’s commitment to indoor environment quality is unmatched.
Christina Chiu
ESRT’s strategic plan, in partnership with our other senior officers and board of directors, and conversion of objectives and initiatives into results. My role involves strategic, financial, and operational focus to foster a culture of collaboration and accountability across the board. This ensures that we get the best work and input from our people at all levels, see around corners to manage against risk, and remain accountable across all areas.
How do you describe ESRT’s culture and values?
ESRT’s culture is merit-based; we roll-up our sleeves and get things done. Our people demonstrate intellectual curiosity and capability to execute, and we offer ongoing opportunities to learn and develop. There is ample opportunity at our organization to grow. We operate with a forward-looking, industry-leading perspective on sustainability and believe it is important to do good, make money, and create accountability. Through ESRT’s groundbreaking energy efficiency and decarbonization work that started in 2007, long before this became a focus for our industry, we achieved carbon neutrality for our entire commercial portfolio in January 2022, and target net zero emissions at the Empire State Building by 2030 and throughout our entire portfolio by 2035.
What have been the keys to ESRT’s industry leadership?
ESRT has a forward-leaning perspective, proactive approach to drive value and avoid risks through initiatives like our sustainability approach, significant service orientation, and proactive balance sheet management.
Do you feel that there are strong opportunities for women in leadership roles in the industry?
Yes, definitely; so much progress has been made in the real estate industry. The biggest
difference relative to the past is there is specific focus and intentionality on merit-based diversity from the top. So many leaders, myself included, want to give back and help identify and develop the future pipeline of talent with this intentionality. There are strong opportunities for women in leadership in the industry and the opportunities will continue to grow. To be clear, I do not think I was chosen because I am a female, nor have I made the progress I have made because I am a female.
What has made the real estate industry so special for you?
The real estate industry offers so many career paths and opportunities. I have been very fortunate to have broad exposure and experiences within real estate, from investment banking, capital markets, public and private real estate investments, capital raising, operational build-out of a business, focus on human capital, technology, legal, and strategy. The industry is full of interesting history and people.
What advice do you offer to young people beginning their careers?
There are four pieces of advice I find particularly helpful:
• As Paul Jobs said to his son Steve, “You’ve got to make the back of the fence, that nobody will see, just as good looking as the front of the fence.” – Show up and care; sweat the details; if you don’t handle small responsibilities well, no one will trust you with the larger responsibilities.
• Warren Buffet said, “It takes 20 years to build reputation, and five minutes to ruin it.” – Act with integrity, be authentic, consider how you want to be known, and carry yourself accordingly.
• All experiences are learning experiences, and the dots only connect when you look backwards. Even when times are tough, try to be calm and positive and place your focus on execution and what is in your control.
• People often talk about their own style of effectiveness, but there is only one of you and countless others. It becomes increasingly important to be a good listener and be adaptable, and self-awareness becomes more and more important as you progress in your career, have more stakeholders, and face different business situations.•
The Empire State Building (ESB), located at Fifth Avenue between 33rd and 34th Street, is a fully modernized icon in the heart of Manhattan
The new dedicated guest entrance at the Empire State Building Observatory Experience, located at 20 West 34th Street
WOMEN LEADERS WOMEN LEADERS
Respect And Trust
An Interview with Marcy Syms, Founding Trustee, Sy Syms Foundation
EDITORS’ NOTE Marcy Syms’ 35-year career in retailing culminated with the successful combination of Syms and Filene’s Basement. She and her father, Founder Sy Syms, were spokespersons for the company and created the tag line, “An Educated Consumer is our Best Customer,” a household logo. Since 2013 Syms has been a founding Organizer of the ERA Coalition and the ERA Project at Columbia Law School. Founding Trustee and President of the Sy Syms Foundation since 1985, Syms has been supporting the Sy Syms School of Business at Yeshiva University since its inception. She is a board member of The Forward and The National Public Radio Foundation. She serves on the advisory boards of the Harvard Kennedy School’s Women and Public Policy center and Carr Center for Human Rights. She is also a funder of Weizmann Institute, WNET Public Broadcasting, and countless other nonprofits making the world a better place. Syms is past Director of Benco Dental, the third largest distributor of dental supplies in the U.S., and past Director of Rite Aid Corp., American Materials, and Rebel Media. She is a former chair of the Reserve Bank of New York Small Business and Agricultural Advisory Council. She recently completed the Advanced Leadership Program at Harvard University and is a lifetime World Presidents’ Organization at large member. She serves on the advisory board of Edmond & Lily Safra Center of Ethics. A long-time columnist at Family Business Magazine and author of Mind Your Own Business and Keep It in the Family, in the fall of 2025 she will be coming out with a new book, Leading with Respect: From the Backroom to the Boardroom
Marcy Syms
spectacular and life-defining. I completely enjoyed the pressure of being a go-to person on the ground and even relished ordering breakfast for new hires. Anything that had to be done, I did.
After that I joined Syms and never looked back. We were a scrappy, innovative retailer on the cusp of a completely changing consumer and retail bricks-andmortar experience. The year was 1978. Ralph Nader was making consumers and legislators aware of the importance of consumer protection, and most shoppers by the early 1980s were becoming very comfortable with discount shopping which actually started in the 1950s. But Syms needed to educate consumers about our “off-price” way of retailing, and that’ s how the tagline, “An Educated Consumer is our Best Customer,” came to be.
You have served as an independent director of public and private companies. What are the key factors you look for when deciding to take on this role?
In deciding to take on the role of a director, there are so many issues that influence a productive and worthwhile experience
for both you and the company. First and foremost is the fit. Do you fit with the mission and vision of the organization, whether for-profit or nonprofit, big or small? By feeling comfortable and in alignment with the values of the organization, it is more likely you will be useful to the organization. This doesn’t mean you’re a rubber stamp. No director deserves a salary for that kind of laxness. But it does mean you will not be a useless and annoying squeaky wheel. There’s a big middle ground. Another essential is the camaraderie and compatibility and shared sense of purpose with the other board members. By doing research and gathering intelligence, through Google or gossip or both, before accepting a directorship you can see exactly who you’ll be in the room with. At the minimum you need to respect one another in order to work together for the best outcome for the organization. Some of the most productive board experiences I’ve had were with companies in industries I knew little about before joining the boards.
What was the vision for creating the Sy Syms Foundation and how do you define its mission?
Will you highlight your career journey?
Starting as the daughter of a successful entrepreneur, I was early on impressed by the dedication, work ethic, and tireless optimism it takes to start or run a company. Although my father’s retail store, Syms, was immediately successful in lower Manhattan, it wasn’t at first a choice I wanted to make to join the family business. Being the eldest of six children, and with three brothers already working with my father, I pursued a career in communications. It wasn’t until Syms intended to expand outside the New York area, and my father asked me to do the media campaign for a new store in Falls Church, Virginia, that I said yes. The experience was
NPR CEO Katherine Maher (right) with Marcy Syms at NPR headquarters where they named the newsroom lobby for the Sy Syms Foundation in 2024
The Sy Syms Foundation was established two years after we took the company public in 1983. The primary focus was to support the establishment and growth of the Sy Syms School of Business at Yeshiva University in New York City. The secondary focus was to involve the foundation with not-forprofit activities and programs in each of the markets where we had operating Syms stores. Each store manager and educator – as we called our sales team members – would suggest to us which organizations they would most like to support in the community. As a result, we became early supporters of the Juvenile Diabetes Foundation walks, the Go Red campaign of the American Heart Association aimed at improving women’s heart health, the Girl Scouts of America, and local Little League baseball teams for which we bought the uniforms and equipment. Today, the foundation continues its involvement with public broadcasting, including the Public Broadcasting Service and National Public Radio. It also makes long-term commitments in the areas of medical research, education, and the arts. We describe the mission overall as partnering with organizations to help individuals realize their own potential.
Where did you develop your passion for philanthropy, and will you highlight some of the causes you support?
The germ of the idea of philanthropy came from my bubbe, Clara Glickman, who, in the many philosophical conversations we had when I was a young girl and talked about the meaning of life, told me in no uncertain terms that the purpose of your life should be to make the world a better place than how you found it. Of course, there are close-to-home issues that one can look at, but I always consider the broader community and world at large. One of the first things I became involved with independently was distributing food to those with food insecurity. When I got older and had the opportunity to work with the foundation, I found that so much of my philanthropic zeal had to do with my and my family’s need to deal with health issues that were not deeply recognized by researchers, including women’s heart health.
transmitted to the organization. I always had an open-door policy, always said there is no such thing as a stupid question, and I would always assume first and foremost your good intentions before questioning your motives. At Syms, where I learned and practiced and continued to master this type of management leadership, the entire corporate culture was based on the idea that we respect the intelligence of every customer that walks into one of our stores, and in order for our co-workers to behave with respect to those customers, every co-worker needed to feel respected as well.
Who are some of the mentors that influenced your career?
Looming largest in my mentor category was my father, who, by his very willingness to allow me the opportunity to learn on the job, was a mentor. Even though I was joining the family business, I brought a discipline nobody else had: media planning and public relations. It was because my father saw my curiosity and determination that he originally asked me to take over human resources, and then expanded that to real estate research and negotiations and expanded that to union negotiations. All the time I educated myself with outside sources, either courses or individuals, to gain the expertise I needed to more successfully execute in these areas. He was a life-long mentor who was also a role model in his use of compassion, generosity and perpetual optimism. When he nominated me to succeed him as CEO, it was a time of joy and gratification for both of us.
Do you feel that there are strong opportunities for women in C-suites and on corporate boards?
When I first got involved as the youngest woman president of a New York Stock Exchange company, I was very much the “it girl,” the focus of much attention. We have made enormous strides in the number of women in corporate boardrooms, and it has been helpful that research surrounding the changes in women’s participation at the board level has conclusively found that having at least 30 percent of your board be women is a benefit to the performance of your company. To date, the correlation
between this result and access to the C-suite for women has been very spotty. A bright spot has been the area of finance, where females have thrived, but oftentimes the corporate culture allows a woman to rise to Chief Financial Officer but no further. Traditionally women have run what used to be called human resources, but that was rarely, if ever, a C-suite position. It’s a good thing that female CEOs get a lot of press, because in order to encourage females in middle management that they can make it to the top, they need to see that someone like them is doing it successfully. After years of little progress, women CEOs today make up 10 percent of Fortune 500 chief executives, inching toward the 30 percent “goal.”
What do you feel are the keys to effective leadership and how do you approach your management style?
The foundation of successful management is a combination of respect and trust. In order to be respected, you need to practice transparency, communication, and have a consistency of character. All of these just happen to also instill trust. By never asking someone to do something you wouldn’t want to do yourself, there is a compassion in your leadership that is immediately
What advice do you offer to young people beginning their careers?
The advice I give today is the same advice I gave when I was seen as an advice giver – get your foot in the door. Just make sure it’s a place worth the effort to get your whole body into. Make sure that the values of the company are in sync with your personal values and ethics. And make “YES!” your go-to answer for most, if not all, requests.
With all that you have accomplished in your career, were you able to enjoy the process and take moments to celebrate the wins?
Whenever we opened a new store, it felt to me like an opening night on Broadway. All the work in all the areas that needed to get done came together, and miraculously it all worked. The doors opened, the registers rang, and people were anxious to tell others about their Syms experience. I’ve been blessed with a deep love of the arts. My mother was a professional singer, and I was exposed early on to the joys of music in all its forms. My way of celebrating a win is making sure I take time to be alone and reflect, to understand how the success may change tomorrow. I agree with Socrates that “the unexamined life is not worth living.”•
Winter Bash postcard invited Syms proprietary charge customers to Syms, where the merchandise was always the star
WOMEN LEADERS WOMEN LEADERS
The Voice Of America’s Leading CEOs In Washington
An Interview with Kristen Silverberg, President and Chief Operating Officer, Business Roundtable
EDITORS’ NOTE Ambassador Kristen Silverberg is President and Chief Operating Officer at Business Roundtable. Prior to BRT she was a Managing Director at the Institute of International Finance. She served in the George W. Bush Administration as U.S. Ambassador to the European Union from 2008 to 2009 and as Assistant Secretary of State for International Organization Affairs from 2005 to 2008. She also held a number of senior positions at the White House including Deputy Assistant to the President. Ambassador Silverberg served in 2003 in Baghdad, Iraq for which she received the Secretary of Defense Medal for Outstanding Public Service. She formerly practiced law at Williams and Connolly, LLP in Washington, DC and served as a law clerk to Supreme Court Justice Clarence Thomas and Judge David Sentelle of the U.S. Court of Appeals. She attended Harvard College and the University of Texas School of Law, where she graduated with High Honors. Ambassador Silverberg also serves on the Boards of Vorbeck Materials, the
International Republican Institute, the Forum for American Leadership, and the Vandenberg Coalition, and is a member of the Steering Committee of the Reagan Institute Strategy Group.
ORGANIZATION BRIEF
Business Roundtable (businessroundtable.org) is an association of more than 200 chief executive officers (CEOs) of America’s leading companies, representing every sector of the U.S. economy. Business Roundtable CEOs lead U.S.-based companies that support one in four American jobs and almost a quarter of U.S. GDP. Through CEO-led policy committees, Business Roundtable members develop and advocate directly for policies to promote a thriving U.S. economy and expanded opportunity for all Americans.
Will you highlight your career journey?
After growing up in Austin, Texas, I attended Harvard College and the University of Texas School of Law. Following law school graduation, I clerked at the U.S. Court of Appeals for the DC Circuit Court, practiced
law for two years at a litigation firm, and then clerked on the Supreme Court. In 2000, as my Supreme Court clerkship was ending, I decided to move back to Austin to volunteer on the policy team of the George W. Bush presidential campaign. When President Bush was elected, I was hired for one of two policy positions in the White House Chief of Staff’s office. In 2003, I served in Iraq for six months before returning to the White House. In the second term, I moved to the State Department as an Assistant Secretary of State and later served as U.S. Ambassador to the European Union. I joined the Institute of International Finance in 2013 as a Managing Director. In 2019, I moved to Business Roundtable, an association of more than 200 CEOs of leading American companies, where I serve as President and COO.
What interested you in leading Business Roundtable and made you feel it was the right fit?
I was inspired by the opportunity to work with the CEOs of America’s most important companies. The companies represented at BRT are powerful engines of opportunity, security, and innovation for Americans. More than a million Americans move into the middle class every year through employment at a BRT company. The best leaders in corporate America run their businesses in a way that benefits workers, small business, and shareholders, and I wanted to play a role in helping them advance their missions.
How do you define Business Roundtable’s mission and purpose?
As the voice in Washington for more than 200 leading CEOs, BRT advocates for public policy that promotes a thriving U.S. economy and expanded opportunity for Americans. We support, among other policies, pro-growth tax policy to keep jobs and investment in the U.S; regulatory reform to unleash American innovation; and reform of our workforce development system to ensure that American workers have access to the training and skills they need to get ahead.
Four times a year, BRT CEOs come to Washington to meet with policymakers on issues of importance to BRT companies and to the nation. We are nonpartisan and work with policymakers on both sides of the aisle. For example, during the 2024 campaign, we hosted President Trump and Senator Vance, as well as Governor Walz.
Kristen Silverberg
Kristen Silverberg moderating a bipartisan panel discussion with Senators-elect Bernie Moreno (R-OH) and Elissa Slotkin (D-MI) at a recent Business Roundtable CEO quarterly meeting
“As the voice in Washington for more than 200 leading CEOs, BRT advocates for public policy that promotes a thriving U.S. economy and expanded opportunity for Americans.”
In addition to our policy agenda, BRT also works with our members on private sector initiatives to support employees. More than 80 BRT companies are participating in an effort to promote skills-based hiring to ensure that Americans without college degrees have paths to success. Other BRT members are working on programs to expand apprenticeships and to support mental health.
How valuable has it been in your role to have such an engaged and committed membership and board of directors?
Business Roundtable CEOs lead some of the most important companies in the world.
Together, they support one in four American jobs and almost a quarter of U.S. GDP. When they speak collectively through BRT about policies to promote a strong economy, they are a very potent force. I have been especially honored to work closely with exceptional BRT Chairs during my tenure: Jamie Dimon of JPMorgan Chase; Doug McMillon of Walmart; Mary Barra of General Motors; and now Chuck Robbins of Cisco.
What do you feel are the keys to effective leadership and how do you approach your management style?
Working for President Bush at a relatively young age taught me a lot about leadership. In his 2000 campaign, President Bush said that government should be focused – it should “do a few things, and do them well.” Mission creep can be a challenge for any organization, and I frequently think about President Bush’s determination that his Administration act with focus and resolve in the areas where he thought we could make the biggest difference. The experience taught me about the importance of a thoughtful decision-making process. The Chief of Staff’s office, where I worked, was in charge of ensuring that decisions were put to the President with the options and tradeoffs clearly laid out and the views of relevant advisors fairly presented. Strong leaders protect the integrity of the process. Even if someone on the team doesn’t like a final decision, they should feel they were heard and respected. President Bush wanted staff to give him frank advice. Even as a young staffer, I felt comfortable giving him my honest views. Strong leaders have to be open to hearing their positions questioned.
Finally, I learned a lot about the importance of humor. White House jobs are stressful, and they can strain even the hardest working members of the team. President Bush’s sense of humor – his nicknames for the staff and his jokes in tense meetings – helped to keep everyone even-keeled.
What advice do you offer to young people beginning their careers?
Choose your first bosses carefully. The early years of your career can be formative. They will help to shape your professional habits, your leadership style, and your reputation for years to come. Work for people with integrity and decency who are invested in your success. •
Kristen Silverberg with Business Roundtable Chair Chuck Robbins, Chair and Chief Executive Officer, Cisco Systems, Inc., and former Roundtable Chair Doug McMillon, President and CEO, Walmart
Kristen Silverberg facilitating a discussion with Deputy Secretary of State Kurt Campbell
WOMEN LEADERS WOMEN LEADERS
Trust, Transparency, And Collaboration
An Interview with Gillian Murray, Chief Risk Officer and Treasurer, Rockefeller Group
EDITORS’ NOTE Gillian Murray is Chief Risk Officer & Treasurer for Rockefeller Group. In this role, she is responsible for treasury operations, debt capital market activity, and investment risk management. She also leads the Treasury Department, including cash management, cash forecasting, and short-term investments. Murray is a highly experienced real estate finance executive with domestic and international experience. Since joining Rockefeller Group, she has helped the company expand its access to capital through new banking and finance relationships in support of the company’s rapidly growing U.S. development platform. She spent much of her career with HSBC Bank, most recently as Senior Vice President and Team Lead, overseeing HSBC’s New York City originations team. Throughout her career, she has closed more than $3 billion in balance sheet loans spanning various transaction types including industrial, hospitality, multifamily, retail, biomed/life sciences, and student housing. From 2015-2017 she was based in Bermuda, where she managed the HSBC Bermuda and HSBC Cayman Islands commercial real estate portfolio. Murray earned her bachelor’s degree from Elon University and her master’s degree from New York University.
challenges and opportunities. In 2022, I joined Rockefeller Group where I’ve had the privilege of working alongside intelligent, talented, and dynamic colleagues with a growth mindset.
Watching a project evolve from a conceptual idea to a tangible, functioning space that enhances the community is incredibly rewarding. The ability to shape environments and leave a legacy through development makes a career at Rockefeller Group both exciting and impactful. The role has pushed me beyond my own expectations – it has proven to be the right fit.
How do you describe Rockefeller Group’s culture and values?
We foster a collaborative, inclusive culture built on core values such as teamwork, integrity, excellence, and a passion for driving positive change. Every property we develop, own, or manage is focused on quality, with the goal of improving neighborhoods, cities, and people’s lives. Rockefeller Group has earned a reputation in the lending world as a developer committed to doing the right thing, and there’s a sense of pride and purpose in working for a company with those principles.
Will you provide an overview of your role and areas of focus?
As Chief Risk Officer and Treasurer, I lead the Treasury team in supporting the company’s financial health and growth. Our team manages cash, debt, investments, and risks while maintaining bank relationships, monitoring cash flows, optimizing liquidity, and ensuring that the company has sufficient funds to meet our financial obligations.
A key part of my role involves fostering strong relationships with financial partners and securing financing for real estate projects. I also participate in our investment committee process, evaluating the feasibility and risks associated with each development opportunity. Additionally, our team collaborates closely with the regional development team and legal teams to align efforts and ensure smooth execution of investment strategies and transactions.
How valuable is your banking experience and expertise in your role at Rockefeller Group?
My banking experience has been incredibly valuable in my current role as Chief Risk Officer and Treasurer. Having spent 16 years on the other side of the table originating real estate loans through numerous cycles, I understand how lenders think which helps me anticipate their concerns, explore
COMPANY BRIEF Rockefeller Group (rockefellergroup.com) develops, owns, and operates extraordinary properties across the United States. For nearly a century, the company has delivered exceptional experiences and value creation through dedication to quality in the built environment. The company’s portfolio spans the development of industrial, office, multifamily, and mixed-use projects across seven geographic regions and about six million square feet of world-class office space in Manhattan.
What excited you about the opportunity to join Rockefeller Group and made you feel it was the right fit?
After 16 years in banking, I felt ready to take the next step in my career by transitioning to the other side of the table – development. I was focused on finding a collaborative culture, surrounding myself with bright people who take pride in what they do, and finding new
Gillian Murray
“Rockefeller Group remains agile and proactive in navigating today’s challenging capital markets, focusing on finding optimal financing solutions to support our growth goals.”
creative financing structures, and identify areas for negotiation. I have always viewed the lender-borrower relationship as a partnership, not just a transaction. This mindset carries over into my current role, where I focus on building strong, collaborative relationships with our financial partners. Communication and trust are key, and my background has given me a deep appreciation for their importance.
Additionally, my experience has provided me with a strong network of lender contacts, which is a great asset. Having spent years structuring deals, the process feels natural, and I enjoy working closely with lenders to bring projects to life. Ultimately, it’s about working together to build something impactful.
Will you discuss Rockefeller Group’s efforts to expand its capital partnerships as part of its growth strategy?
Rockefeller Group remains agile and proactive in navigating today’s challenging capital markets, focusing on finding optimal financing solutions to support our growth goals. Building and maintaining strong relationships with lenders is crucial to us to ensure continued access to capital for our projects. As we develop into new markets and asset types, we continue to build and broaden our lender relationships.
While the environment over the past 18 months presented challenges, it also created opportunities for creativity and innovation. In 2024, we added two new team members to our treasury team, strengthening our ability to support Rockefeller Group’s growth and strategic decision-making.
Our strong reputation and track record make us a preferred borrower, and we prioritize long-term partnerships built on trust, transparency, and collaboration. Our strong relationships with lenders and investors combined with diverse financing sources provide flexibility and resilience. We greatly value our capital partners who have navigated the challenging capital markets environment alongside us, employing creative solutions and showing commitment to the success of our projects.
Will you highlight Rockefeller Group’s current development projects and strong development pipeline?
Rockefeller Group has experienced tremendous growth and geographic expansion in our development business over the past five years. In that time, our project pipeline has more than doubled and our active projects today are valued at over $6.1 billion. We recently expanded our footprint by opening two new offices: one in the
Southwest region, focused on the Dallas-Fort Worth and Houston markets, and another in Seattle. Our Southwest team has grown to nine members, and both regions have a robust pipeline of industrial and multifamily projects slated for 2025.
Additionally, our NJ/PA region has expanded to the Midwest, now operating as the North Central Region. These strategic expansions align with Rockefeller Group’s long-term growth objectives and position us for continued success.
Do you feel that there are strong opportunities for women in leadership roles in the industry?
I do, especially at Rockefeller Group where I am proud to see so many experienced, influential women in leadership roles. This reflects the company’s commitment to fostering an open, inclusive culture that values diverse perspectives and ideas.
Throughout my career, I have been fortunate to have mentors who regardless of my gender, recognized my potential, often before I fully saw it in myself, and opened doors based on my abilities. Mentorship has played such a pivotal role in my own professional development. That’s why I am committed to supporting the next generation of women leaders. The industry thrives on collaboration, communication, and problem-solving – skills that many women excel at. There is no role in real estate that women aren’t capable of mastering, and I want to ensure they know I am a trusted resource offering advice and guidance as they navigate their careers.
What advice do you offer to young people beginning their careers?
Early in your career, there’s often pressure to lock down a career path, but this is the best time to be bold. Ask yourself what you would do if failure wasn’t an option and go for it. Motivation follows action – just take the first step. Surround yourself with good people; no one succeeds alone. Taking the initiative to handle a task, whether big or small, and delivering it efficiently and effectively is one of the best ways to stand out. You’ll achieve more by being consistently reliable than by being occasionally extraordinary. Be true to yourself. Define your own version of success – it doesn’t have to follow the norm. And if you’re unsure what to pursue or doubting yourself, focus on becoming the healthiest, happiest, and most confident version of yourself – the right path will reveal itself.•
Rockefeller Group recently completed Patten Gray, its first luxury rental project in downtown Denver. The 250-unit project, located in Denver’s Golden Triangle neighborhood, prioritizes ample living space and amenities, and boasts 360-degree views of the Rocky Mountains
WOMEN LEADERS WOMEN LEADERS
Continuous Reinvention
EDITORS’ NOTE Stephanie Jamison is Accenture’s global Resources Industry Practices Chair, which includes the utilities, chemicals, natural resources, and energy industries, as well as Accenture’s global Sustainability Services leader, and is as a member of Accenture’s Global Management Committee. Jamison was previously the Strategy and Consulting lead for Europe, working with C-suite executives to help them accelerate their digital transformations to enhance competitiveness, growth, and to deliver sustainable value. Before that, she led Accenture’s global utility industry sector and was a Diamond Client account lead, helping some of the largest and most innovative utilities in North America and Europe with energy-transition and growth strategies while driving large-scale business transformation programs. Additionally, she is responsible for Accenture’s work with the World Economic Forum (WEF) related to utilities, sustainability, and the energy transition. Jamison holds a BS degree in industrial and systems engineering and an MS degree in industry and systems engineering from The Ohio State University.
COMPANY BRIEF
How do you describe Accenture’s culture and values?
Our culture is built around the idea of pushing boundaries and making a real impact for our clients, our employees, and our communities. We encourage people to bring fresh ideas and take on meaningful challenges. And we place a big emphasis on true innovation. Whether it’s leveraging the latest in AI, rethinking business strategies or finding sustainable ways to make a difference, Accenture thrives on being at the cutting edge and delivering on the promise of technology and human ingenuity, centered around continuous reinvention.
Learning and growth are huge parts of our culture, and we invest more than $1 billion yearly in a wide range of training for our 774,000 people. We pride ourselves on attracting, developing and inspiring top talent that have different backgrounds, perspectives and lived experiences that help bring 360° value to our clients. At all levels we encourage our people and teams to keep evolving and upskilling, whether through formal programs, mentorships or hands-on project work. We foster a culture of learning that allows our employees to be their best selves – personally and professionally.
What have been the keys to Accenture’s industry leadership and how do you define the Accenture difference?
Accenture’s industry leadership comes down to a bold mix of expertise, innovation, and a deep commitment to success for serving 9,000 clients across more than 120 countries. We operate across over a dozen industries – from resources, health and public service to financial services, life sciences and travel. Rather than simply responding to trends, we actively drive them, making significant investments in emerging technology like our $3 billion investment across AI, including generative AI, and building an environment where fresh ideas can thrive. We have a strong ecosystem of leading technology partners and over 100 innovation hubs globally, and we built specialized teams that focus on the future, all together ensuring that our clients are always positioned to stay ahead, no matter how the market shifts or what change comes next.
Additionally, our strategic partnerships with clients enable us to apply a long-term focus and ability to evolve with their needs. As our CEO, Julie Sweet, recently said, “With our clients prioritizing large-scale transformations, we doubled down on our strategy to be their reinvention partner of choice.”
Accenture (accenture.com) is a leading global professional services company that helps the world’s leading organizations build their digital core, optimize their operations, accelerate revenue growth, and enhance services – creating tangible value at speed and scale. The company is a talent- and innovation-led company with 774,000 people serving clients in more than 120 countries. Technology is at the core of change today, and Accenture is one of the world’s leaders in helping drive that change, with strong ecosystem relationships. The company combines its strength in technology and leadership in cloud, data and AI with unmatched industry experience, functional expertise, and global delivery capability. Accenture’s broad range of services, solutions and assets across Strategy and Consulting, Technology, Operations, Industry X and Song, together with a culture of shared success and commitment to creating 360° value, enables the company to help its clients reinvent and build trusted, lasting relationships.
“At all levels we encourage our people and teams to keep evolving and upskilling, whether through formal programs, mentorships or hands-on project work. We foster a culture of learning that allows our employees to be their best selves – personally and professionally.”
Stephanie Jamison
An Interview with Stephanie Jamison, Resources Industry Practices Chair and Sustainability Services Leader, Accenture
Will you provide an overview of your role and areas of focus?
I lead Accenture’s Resources Industry Practices as well as Sustainability Services globally, giving me a uniquely combined view into the world of decarbonization and the net-zero transition, where the Resources industries must and does play a crucial role. I’ve been working within the Resources space for over two decades, and while my Sustainability Services role is more recent, sustainability has been central to my work with resources clients across these two converging timelines.
Will you highlight Accenture’s global Resources Industry Practices?
The Resources Industries we focus on include utilities, chemicals, natural resources and energy. And now, with increased pressure on companies to decarbonize and contribute to solutions for a more sustainable planet, there is a clear intersection across all these industries. They must partner and collaborate for innovative solutions; They must reinvent themselves in a world that is no longer static, and where stakeholders – including the public, investors, activists and others – are both expecting and demanding action to address climate change. That means working with clients to shift from being resource producers to resource stewards, to invest in emerging technologies for improved effectiveness and resilience, to drive operational excellence and to help them manage demand through market cycles and turbulence, new regulations and other external factors.
How is Accenture helping its clients reach their net-zero targets and broader sustainability goals?
Knowing that there are important deadlines coming up for achieving net-zero targets and other key sustainability commitments, we’ve been expanding our capabilities and investing in expertise across sustainability strategy, supply-chain transformation, and datadriven measurement of decarbonization efforts. Our Sustainability Services portfolio helps our clients improve their environmental, social and governance, and carbon intelligence. This set of capabilities helps organizations control, improve, and create value and reduce impact by using carbon – and broader sustainability – data and intelligence in decision-making across the core business.
We also conduct annual tracking of net zero commitments, carbon reduction activities, and emissions data for 2,000 of the largest companies worldwide. Our fourth annual “Destination Net Zero” report analyzes whether companies are on track to reach net zero in their operations by 2050 and identifies a broad set of levers they can pull to decarbonize their value chains and incorporate into their standard business practices. That includes what we call the AI “super-lever.” Our research and corresponding offerings to clients shows that AI isn’t just a contributor to emissions, but ultimately must play a major role in reducing emissions in the long term.
“We have a strong ecosystem of leading technology partners and over 100 innovation hubs globally, and we built specialized teams that focus on the future, all together ensuring that our clients are always positioned to stay ahead, no matter how the market shifts or what change comes next.”
Do you feel that there are strong opportunities for women in leadership roles in the industry?
As a woman on the global management committee, serving a female CEO of a global Fortune 500 company, I would adamantly say, yes. There are strong opportunities for women in leadership roles in the industry, though it’s still a journey toward full equity. We’re seeing more programs focused on mentorship, leadership development, and flexible work arrangements which are helping to create pathways for women to rise to senior roles.
That said, it’s clear there are still challenges. While the industry has made strides, it’s not always an even playing field, and women still face barriers. There is a lot of work to be done to continue to see gender parity in industry leadership roles, but I’m hopeful that we as a company, and I in my role, are doing our part to model this vision.
What advice do you offer to young people beginning their careers?
I am a champion of personal growth and appreciate the value of taking risks, innovating, and learning. My biggest advice is to stay curious and open to learning. Focus on gaining experiences and skills that genuinely interest you. Each role you take on will teach you something valuable, so dive in, learn as much as you can, and don’t be afraid to take on tasks outside your comfort zone – you’ll be surprised by how much you grow. Second, building relationships is equally important. Seek out mentors, connect with peers, and don’t be shy about asking questions. Networking might feel awkward at first but focus on creating genuine connections. Third, remember that your career is a marathon, not a sprint. There will be twists, turns, and even setbacks, but those moments often bring the biggest opportunities for growth. Stay adaptable, keep a positive attitude and remember that success is often about resilience and a willingness to learn. And finally, don’t be afraid
to be yourself. Authenticity is one of the best assets you can bring to any team. Embrace your strengths, be confident in your ideas, and trust that you have a unique perspective to offer. In short, I would advise young people to explore, build skills and your network, and shape your career in a way that feels true to you.
You have spent nearly 29 years at Accenture. What has made the experience so special for you?
Spending nearly three decades at Accenture has been an incredible journey, and what’s kept it special is the constant evolution and the endless opportunities for growth. I’ve had the chance to work on many groundbreaking projects, and it’s amazing to be part of an organization that’s always at the forefront, tackling some of the world’s most pressing business and technology challenges.
The people are a huge part of why I chose to grow my career here. Accenture brings together such diverse and talented individuals, and there’s a real sense of camaraderie and collaboration. Whether it’s working alongside brilliant colleagues or helping develop the next generation of leaders, the relationships I’ve built over the years have been incredibly rewarding.
But the journey has also been with our clients. When I first joined, industries like energy and utilities were very focused on traditional practices, primarily concerned with reliability and optimizing the status quo. Over the years, I’ve seen these industries, and our clients, embrace an incredible transformation. Now they are at the forefront of the Net Zero Transition and delivering constant innovation. Being part of that shift has been extremely fulfilling.
Most important, Accenture has always aligned with my values. From our push for sustainability to fostering diversity and inclusion, I feel proud to work for a company that’s not only committed to excellence, but also to making a positive impact on the world.•
WOMEN LEADERS WOMEN LEADERS
Combining Education And Practice
An Interview with Kimberly Glassman, PhD, RN, NEA-BC, FAONL, FAAN,
of the Mount Sinai Phillips School of Nursing (PSON) and Vice President for Nursing Academic Affairs of the Mount Sinai Health System
EDITORS’ NOTE
Dr. Kimberly Glassman joined the Phillips School of Nursing in December 2023. She has been a leader in higher education administration and healthcare throughout her career at the New York University (NYU) Rory Meyers College of Nursing. Her roles there included clinical professor, Senior Associate Dean of Academic Affairs, Associate Dean of Partnership Innovation, and Senior Vice President for Patient Care Services and Chief Nursing Officer of NYU Langone Medical Center. Dr. Glassman received both her PhD in Theory and Research Development and her Master of Nursing Administration from NYU. She was honored as an inaugural Fellow of the American Organization of Nurse Leaders, is a graduate of the Johnson & Johnson Wharton Fellows Program in Management for Nurse Executives at the University of Pennsylvania, and is an alumna of the Robert Wood Johnson Nurse Executive Fellow Program. She has been named a Fellow of both the New York Academy of Medicine and the American Academy of Nursing, and is a member of the American Nurses Association, American Organization of Nurse Executives, Association of Leadership Science in Nursing, Council for the
Advancement of Nursing Science, and Sigma Theta Tau Honor Society.
INSTITUTION BRIEF
Mount Sinai Health System (mountsinai.org) encompasses the Icahn School of Medicine at Mount Sinai and eight hospitals, as well as a large and expanding ambulatory care network.
The eight hospitals – The Mount Sinai Hospital, Mount Sinai Beth Israel, Mount Sinai Brooklyn, Mount Sinai Queens, Mount Sinai Morningside, Mount Sinai South Nassau, Mount Sinai West, and New York Eye and Ear Infirmary of Mount Sinai – have a vast geographic footprint throughout the New York metropolitan region. The Mount Sinai Hospital has been listed in the U.S. News & World Report Honor Roll for the last nine years. The New York Eye and Ear Infirmary of Mount Sinai is also ranked nationally in ophthalmology.
Will you discuss your career journey?
I began as a critical care nurse but transitioned to management to have a broader impact. As a head nurse in the 1970s and 80s, I supported entire teams to deliver excellent care. Moving into roles as director of nursing, vice president, and senior vice president, I expanded
my influence to multiple units and hospitals, ultimately serving as chief nursing officer for a large academic health system.
My education started with a hospital diploma, which I’m very proud of. I later earned a BSN, followed by a master’s in nursing administration and a PhD, which became the preferred credential for academic health system leaders. Alongside my executive roles, I taught graduate students and eventually transitioned full-time to academia, serving as a professor and associate dean. My combined background in healthcare, leadership, and education positioned me uniquely for this role at Mount Sinai.
What excited you about the opportunity to join Mount Sinai Health System and made you feel it was the right fit?
I hadn’t envisioned becoming a dean, but Mount Sinai’s leadership were committed to integrating the nursing school into the Health System, and given Mount Sinai’s experience with growing an established medical school to include numerous graduate programs, I felt there would be tremendous support for growing the Mount Sinai Phillips School of Nursing. It is rare to have both a medical school and a nursing school embedded in an academic health system, and that infrastructure offers incredible collaboration potential. Faculty at the Phillips
“It is rare to have both a medical school and a nursing school embedded in an academic health system, and that infrastructure offers incredible collaboration potential. Faculty at the Phillips School of Nursing bring decades of experience and a genuine passion for their students which made me want to be part of this remarkable community.”
Kimberly Glassman
Dean
School of Nursing bring decades of experience and a genuine passion for their students which made me want to be part of this remarkable community.
Will you discuss the history of the Mount Sinai Phillips School of Nursing and how the institution has evolved?
The Mount Sinai Phillips School of Nursing, originally the Beth Israel Hospital School of Nursing, was founded in 1904 and is the oldest continuously operating nursing school in New York. Today, we’re the only hospital-based nursing school in the state that grants a bachelor’s degree. The school evolved from a diploma program to offering associate degrees which was a common path for hospital-based schools at the time. Recognizing the growing emphasis on baccalaureate education for nurses, we transitioned to BSN programs. In 2016, we launched an accelerated BSN program, designed for students with prior bachelor’s degrees in other fields. This intensive, 15-month program equips graduates to sit for the RN licensing exam and begin professional practice.
How important is the integrated relationship between the Phillips School of Nursing and the Mount Sinai Department of Nursing to support its nursing students with combined classroom and clinical experiences?
The partnership between the Phillips School of Nursing and the Mount Sinai Department of Nursing is exceptional because we are both part of the same parent organization. This allows us to seamlessly combine education and practice. Students complete all clinical rotations in Mount Sinai facilities, learning directly from clinical nurses who often serve as adjunct faculty. Our faculty, many of whom hold doctoral degrees, ensure students are exposed to leading-edge nursing science and practice in the classroom. By working together, we prepare students to be “practice-ready” nurses, equipped with both academic knowledge and real-world experience, while also enhancing the quality of care in our Health System.
How is the Mount Sinai Health System addressing the critical shortage of frontline nurses?
We’re focused on cultivating our own pipeline of Mount Sinai nurses. Our students gain clinical experience exclusively in Mount Sinai facilities, learning the system’s best practices. This close connection helps students transition seamlessly into roles as professional nurses within our hospitals. We incentivize Phillips School of Nursing graduates with tuition reimbursement programs tied to employment as clinical nurses. Beyond this, Mount Sinai offers high school internships and simulation experiences to spark early interest in healthcare careers. These initiatives strengthen the workforce and ensure we’re meeting the growing demand for nurses.
What do you tell young people about the type of career the nursing profession offers?
Nursing is a dynamic and rewarding career with unmatched opportunities. Nurses are needed in every corner of society, from hospitals and clinics to schools, businesses, and government. This breadth ensures job security and allows for growth across specialties and settings, including critical care, pediatrics, community health, and more. There are flexible pathways into the profession, from traditional four-year degrees to community college programs and accelerated options like ours for people who started out in other careers. For anyone who enjoys working with people and making a difference, nursing offers an incredible career.•
“Our faculty, many of whom hold doctoral degrees, ensure students are exposed to leading-edge nursing science and practice in the classroom. By working together, we prepare students to be ‘practice-ready’ nurses, equipped with both academic knowledge and real-world experience, while also enhancing the quality of care in our Health System.”
Mount Sinai Phillips School of Nursing in New York City
WOMEN LEADERS WOMEN LEADERS
A Shared Mission And Vision
An Interview with Monica Kraft, MD, Murray M. Rosenberg Professor of Medicine
and System
Chair,
Department of Medicine, Mount Sinai Health System and the Icahn School of Medicine at Mount Sinai
EDITORS’ NOTE Dr. Monica Kraft is the Murray M. Rosenberg Professor of Medicine and System Chair for the Department of Medicine at Mount Sinai Health System and the Icahn School of Medicine at Mount Sinai. She was previously on the faculty of the University of Arizona, where she was the Robert and Irene Flinn Endowed Professor and Chair of the Department of Medicine and Deputy Director of the Asthma and Airways Disease Research Center. Previously, she was Chief of the Division of Pulmonary, Allergy, and Critical Care Medicine; the Charles Johnson Distinguished Professor; and Director of the Asthma, Allergy and Airway Center at Duke University. Kraft has published extensively in the areas of adult asthma and chronic obstructive pulmonary disease and has been funded by the NIH continuously for more than 25 years. Her work in precision medicine has resulted in her leadership for the NIH All of Us grant at the University of Arizona and recognition as the Arizona Bioreseacher of the Year. Dr. Kraft is the author or co-author of more than 240 peer-reviewed articles, editorials, reviews, and book chapters. She is an Associate Editor of the American Journal of Medicine , and a former Associate Editor of the European Respiratory Journal and the American Journal of Respiratory Cell and Molecular Biology. She has received numerous prestigious awards and honors, including the Presidential Early Career Award for Scientists and Engineers, the American Thoracic Society Distinguished Career Award, the Elizabeth A. Rich Mentorship Award, and the American College of Chest Physicians Distinguished Educator Award. She is a leader in medical research and professional medical organizations, serving as President of the American Thoracic Society, council member of the Association of Professors of Medicine, and a member of the Advisory Council of the National Heart, Lung and Blood Institute. Dr. Kraft received her MD from the University of California, San Francisco. She completed her residency at Harbor-UCLA Medical Center, where she was also Chief Resident. She completed her fellowship in Pulmonary and Critical Care Medicine at the University of Colorado and joined the faculty as the Director of the Carl and Hazel Felt Laboratory for Adult Asthma Research and as Medical Director of the Pulmonary Physiology Unit at National Jewish Health.
Monica Kraft
What has made Mount Sinai Health System an industry leader and how do you describe the Mount Sinai difference?
It is a pleasure to serve as System Chair of Medicine at Mount Sinai. I have found the environment collegial and collaborative as faculty, trainees, and staff all want excellence and work together to achieve it. The care we provide to our patients is outstanding, and after having worked at a few institutions, I feel I can make that honest assessment. Mount Sinai also embraces innovation in ways that are unmatched to other institutions. Lastly, the Mount Sinai Health System and the Icahn School of Medicine at Mount Sinai are closely aligned, an integration that is critical as clinical medicine becomes more complex. The Health System understands and embraces the academic missions of research and education, not commonly seen these days at academic medical centers where tension between the health system, which often exclusively runs the clinical enterprise, and the school of medicine, which directs the research and education enterprises, can be significant.
Will you provide an overview of your role and areas of focus?
While the Department of Medicine at the University of Arizona was considered small to medium size with approximately 300 faculty across two hospitals, the Department of Medicine at Mount Sinai has over 1,700 faculty spanning eight hospitals. I oversee the departments of medicine at these hospitals, each of which has its own leadership teams. Each institution in the system serves a different role within a shared mission and vision in endeavors ranging from community care to world class advanced specialized care to groundbreaking basic science and clinical research. The focus of the Mount Sinai Health System is to provide world-class clinical care with efficient and easy access in a safe, sustainable environment that is respectful to all members of the community.
You are internationally renowned for your work addressing asthma. Will you discuss the advances in research and treatment for patients with asthma?
My research in asthma has a few areas of focus. I employ precision-based approaches that include use of biomarkers, genetics and
Dr. Monica Kraft at work in a lab at Mount Sinai
“The focus of the Mount Sinai Health System is to provide worldclass clinical care with efficient and easy access in a safe, sustainable environment that is respectful to all members of the community.”
artificial intelligence and machine learning for the treatment of severe asthma and COPD through innovative clinical trials. Additionally, I have a laboratory where my team investigates mechanisms of host defense (innate immunity) to better understand why patients with asthma and COPD are subject to severe attacks or exacerbations that can lead to hospitalizations and death.
I am also committed to translating my research to global impact. Our research team discovered novel immune properties of the surfactant protein, one that is made by the lung to protect it from infections. Through this work, I founded a company, RaeSedo, Inc., where we are developing a first-in-class, innate immune modulator for the treatment of asthma, chronic obstructive pulmonary disease (COPD) and other lung diseases. RaeSedo has received multiple rounds of NIH small business grants and substantial angel investment.
Do you feel there are strong opportunities for women in leadership roles in medicine?
While I feel there are opportunities for women in leadership roles in medicine, I will say there is opportunity to do this more intentionally and thoughtfully. Mount Sinai has done a great job promoting women as leaders across the Health System and the Icahn School of Medicine at Mount Sinai. However, this is not necessarily true across institutions in many parts of the country. I would like to see more women in higher roles serving as Deans and health system CEOs. I worry that, although over 50 percent of medical school students are now women, the percentage of women who attain full professor positions drops sharply to just 10-20 percent. Helpful areas to address include providing on-site childcare, and offering truly part-time positions with pathways that lead to full-time roles with opportunities for promotion and tenure. Addressing these and other issues could make staying in academic medicine more attractive for women.
What advice do you offer to young people interested in pursuing a career in medicine?
I can say that after being in the field for over 30 years, medicine – particularly academic medicine – is an incredibly satisfying career. It is not an easy career, and one cannot do this if motivated mainly by compensation and lifestyle. It is a calling, and I highly recommend it.•
The Mount Sinai Hospital and Icahn School of Medicine at Mount Sinai in New York City
WOMEN LEADERS WOMEN LEADERS
Building Champions In Life
An Interview with Katrina Adams, President and Executive Director, Harlem Junior Tennis and Education Program
EDITORS’ NOTE Katrina Adams started playing tennis at age six in a Chicago parks program. At 16, she was a two-time Illinois High School Association singles champion. Recruited by Northwestern University, she earned the NCAA doubles title there in 1987 and was twice voted All-American. In 1988 she joined the WTA Tour, retiring in 1999 with 20 career doubles titles. Adams was a USTA national coach from 19992002, helping to develop some of the nation’s top tennis players. She is currently an analyst for the Tennis Channel and a Co-Host for CBS Sports Network. In 2005, Adams, a RSPA and PTR certified teaching professional, joined HJTEP and has grown the enrollment to over 800 participants and increased the operating budget to more than $2 million. She served as the Chair and President of the USTA from 20152018 and as the Vice President of the International Tennis Federation (ITF) from 2015-2023.
ORGANIZATION BRIEF
The Harlem Junior Tennis and Education Program (hjtep.org), is a not-for-profit organization that has kept its doors open nearly 365 days a week for the past 50 years to boys and girls who reside in the high-risk, low-income neighborhood of Central Harlem, and other parts of New York City. The majority of its student-athlete population are students of color. During the school year, HJTEP serves approximately 800 students and enrolls between 150-300 students in its summer programs. What the organization’s student-athletes experience on the courts, and in its education and wellness programs, develops the whole child – in sports, school and life. Tennis teaches kids essential life skills, sportsmanship, self-discipline, social and emotional competence, as well as how to fight obesity and lead healthier lives. HJTEP leverages tennis as a medium to provide academic and athletic support, and to promote physical and mental wellness among a diverse group of inner-city youth.
Will you highlight the history of Harlem Junior Tennis and Education Program and how HJTEP has evolved?
Two Harlem residents and tennis enthusiasts, Claude Cargill and Bill Brown, started HJTEP in 1972 at the local 369th Regiment Armory on 143rd Street. They understood that few kids in the Harlem community had exposure to the mostly
white-dominated sport. They saw tennis as a means for betterment and a powerful character-builder that instills polite behavior and consideration of others. They also knew that AfricanAmerican tennis greats Arthur Ashe and Althea Gibson, who had played at the Armory, would make great role models for young players. One of the first African-American policemen in New York, Cargill retired as a youth patrolman in 1962. He had organized and coached Police Athletic League basketball programs and had privately supported youngsters by buying tennis equipment, paying tournament entry fees, providing room and board, and securing private coaches for players that demonstrated promising talent. While the two founders gave tennis lessons and subsidized the fledgling program, former Knicks player Earl (“the Pearl”) Monroe helped them attract outside funds. Monroe and Bill Holloway, another tennis instructor, teamed with Mutual of New York (MONY) Financial Services to sponsor an annual invitational tournament to benefit the program. But Cargill’s and Brown’s ambitions for
their young players went much further than the sport. In 1979, they launched a Homework Club to provide tutoring and academic counseling. Their early emphasis on education has only grown in recent years. The academic support we offer our students provides them access to higher education and professional mobility. Our founders would be gratified to know that 80 percent of HJTEP’s program graduates go on to college.
Today, we offer tennis, academics, and wellness components, providing these services to 150 student-athletes in the Armory and tennis to an additional 650 students from different schools and community centers in Harlem during school hours or during the summer, exposing them to the sport. We also have over 500 youths on the waitlist each year, as we just don’t have enough space to serve all who are interested in being in our program at the moment.
How do you define HJTEP’s mission and purpose?
Our mission is to develop champions in tennis, education, and wellness. Our holistic programs develop how children perform on the court, navigate their academic journeys for excellence, and drive toward their
Katrina Adams
futures. Ultimately, we use tennis to get the kids in the door with the goal of assisting them with earning a college scholarship through academics and/or tennis financial assistance.
We are one of 250+ NJTL Chapters across the country who are able to collaborate with other like-chapters, share best practices, learn from one another and cheer each other on. NJTL is the National Junior Tennis and Learning network, which was co-founded by Arthur
Ashe, Charlie Pasarell and Sheriden Snyder in 1969 with the intent that the programs would teach young people the importance of character, education, and becoming productive citizens by using tennis to teach life lessons. The NJTL is managed by the USTA Foundation and we are very proud to be a chapter. We work hard annually to meet the criteria so that we can apply for multiple grants for both financial and other resources to assist us in accomplishing our goals.
Will you provide an overview of HJTEP’s programs?
HJTEP accepts ages 5-18 years at any stage of development, from the first introduction to the game through advanced levels of play. HJTEP student-athletes take the sport of tennis seriously, knowing it will enrich their lives exponentially, and most stay with us for an average of between 5-10 years. Aspiring student-athletes advance through the tennis program by progressing through each level of play: Grassroots I & II; Futures & Intermediate; High Performance I & II. Their ultimate goal is to be selected for The Tournament Team, where they will have attained high standards of play and academic achievement.
Our metrics for success in the tennis program include striving for 100 percent player retention while qualifying 36 percent of our players for tournament play and at least 13 percent of HJTEP athletes competing at the national level. Our most advanced players will have also gained tournament experience at the international level.
At HJTEP, our goal is to provide the resources that inspire student agency, support the development of executive functioning skills, and create an environment where excellence in academics, personal wellness, and tennis are an achievable reality for every child. We help move the coping needle a little farther along every day – ultimately building individualized success for the children that walk through our door.
Our Learning Resource Center (LRC) is equally weighted with tennis in the weekly experience of all HJTEP student-athletes. The LRC delivers a diagnostic assessment for every child at the start of each school year so that our families have an early and clear picture of where their child stands in relation to grade level. We also provide relevant educational and mental health supports, private tutoring, mentorship, meditation, and mindfulness practices along with financial literacy activities. HJTEP requires a baseline of at least a 2.0 GPA to remain in our program. However, our high standards and practices consistently produce students with excellent academic achievement, with an average GPA of 3.1.
Through this, we provide:
1. Exact Path; Academic Baseline, Targeted Interventions, and Personalized Learning
2. Private Tutoring Services, in Real Time
3. Advancing Executive Functioning Skills
4. Social Accountability in Action
5. Social and Emotional Learning, and Resilience
6. Planning for the Future
• College and Career Counseling
• SAT/ACT Prep
When it comes to wellness, our goals are to help kids maintain a healthy weight, get good grades in school, enhance self-esteem and develop a lifelong passion for staying healthy. Regular exercise, good nutrition and an attitude of readiness are vital not only in tennis, but holistically, in a young person’s life.
All players must participate in cross-training sessions prior to the start of daily tennis instruction. These sessions are tailored to each program level.
We focus on five areas in our wellness components to have balanced successful outcomes both on and off the court – Fitness, Nutrition, Discipline, Mental Resilience, and Fun.
How critical are metrics to measure the impact of HJTEP’s work?
Metrics are critical to understand your success and to tell your story. When you have been around for as long as we have, since 1972, we have a very successful story to tell. Over 95 percent of our kids have graduated from high school since 1972, 100 percent since 2006. 80 percent+ have gone on to college with 65 percent receiving non-athletic financial aid and 25 percent receiving tennis scholarships. That’s a great story. But we are starting to measure more areas to understand the social emotional learning impact of what we do because it’s the longterm development of the child that means the most. This is also evident in the success represented by the professions of our alumni. Our graduates are C-suite holders, doctors, lawyers, politicians, professors, technology software developers, etc. We are building champions in life.
How valuable has it been for HJTEP to have such an engaged and committed board of directors?
Our board of directors are our lifeline. Without their support, I couldn’t do what I do to support my staff and student-athletes. We have been around for a very long time and we have a bigger vision in sight for us, which is to expand to serve more youth in Harlem and the surrounding communities in New York City. To do this, in addition to the Armory, we need to build our own facility, which would be open to the public, also serving adults, outside of our program hours, offering court time for clinics, leagues tournaments and other events. Our board is committed to this, which will be a heavy capital campaign lift and I am thrilled about it because the number one goal is providing more opportunities and exposure for our youth.
However, besides the capital campaign, we have daily operational needs to serve our population, which is no easy task either. We currently have a budget of $2 million+ but it should be $5 million, however, I need more donations
and grants to make that a reality. Although we appear to be a “community” program, we are much more than that. Yes the majority of our youth reside in Harlem, which is one of the most historical communities in Manhattan, I might add, but we serve youth from all over New York City. Why? Because they find the quality of our programming so good that they are willing to travel up to two hours to get to us. And our board recognizes that value and our strength in what we offer. We need our potential new donors to recognize that we are building champions in life from an innercity community that is diverse, historical and has cache to its name. Althea Gibson grew up a block away from our facility, where she first learned how to play tennis. She played inside our facility. Arthur Ashe played inside our facility, as well as several other tennis champions. James Blake grew up in our program. We have history. We want to build on that for the next century, but we need more support.
Did you always know that you had a passion for nonprofit work?
I was raised by parents who were teachers and always gave back. They were on several community boards in Chicago and taught me and my siblings the importance of making a difference and giving a helping a hand. I grew up in a program similar to this in Chicago, so I understand the importance of HJTEP, what it offers to youth, the life skills that tennis offers and the opportunities that are ahead for those that come through our doors. I am living proof of what a program like HJTEP can do for you and we have hundreds of success stories of alumni which came from this program. So, nonprofit work is in my blood and I have served on many nonprofit boards over the years to make a difference and give back, but HJTEP is my passion.
You joined HJTEP 19 years ago. What has made the experience so special for you?
I started working at HJTEP in December 2005. When I first walked through the doors of the Armory, I knew it was a special place – the history that was there and the success of the program for the previous 33 years. I wanted to be a part of taking the program to the next level. The facility was due to be renovated and reopen in the fall of 2006, providing us with properly surfaced tennis courts, nice classrooms, and a computer room. These would allow us to elevate our program. At that time, we were the Harlem Junior Tennis Program, offering Homework Help and SAT/ACT support. I suggested to the board that we rename it the Harlem Junior Tennis & Education Program and work to provide a full academic component that encompassed more. The name changed, but it took several years for us to get to where we are today. We are now bursting at the seams with our offerings. We have so much to offer and so much more we want to provide, but there is not enough space or resources at the moment to make that a reality – however, we will get there.
The most special part is the community of the kids, parents, and staff that we have. We are not just another program; we are a family. A family that is connected through the sport of tennis, thriving to provide life skills on and off the court, building champions in life.•
WOMEN LEADERS WOMEN LEADERS
WOMEN LEADERS WOMEN LEADERS
The Alliant Difference
An Interview with Lilian Vanvieldt, Chief Diversity, Equity and Inclusion Officer, Alliant Insurance Services
EDITORS’ NOTE
Lilian Vanvieldt is a 30-plus-year insurance industry veteran. As Chief Diversity, Equity and Inclusion Officer, Vanvieldt leads a company-wide effort to promote diversity and inclusion within Alliant and throughout the broader insurance industry through a focus on awareness, training, and mentoring. At the heart of this effort is her longstanding commitment to expanding opportunities for career growth and advancement for individuals with diverse backgrounds and life experiences. In addition to her role, Vanvieldt is one of the nation’s leading brokers in the education space. She leads the Alliant Kindergarten to Community College (K-14) Public Entity program and plays an influential role in setting the program’s national business strategy. A proud survivor of stage III breast cancer, Vanvieldt currently serves as Director of the Susan G. Komen Leadership Foundation in San Diego and was that organization’s Honorary Breast Cancer Survivor of the Year in 2018. She uses her voice and influence to advocate for equality in access to health services for women of color and is an active spokesperson for breast cancer education and prevention. Vanvieldt holds a bachelor’s degree in economics and history from the University of California, Los Angeles.
COMPANY BRIEF
in principle; it has invested in a dedicated Diversity, Equity, and Inclusion (DE&I) department and a foundation to actively support these goals. As Chief DE&I Officer, I oversee a team focused on supporting our workforce, and I also lead the Alliant Insurance Foundation which is committed to expanding access to the insurance industry for all students.
What have been the keys to Alliant’s industry leadership and how do you define the Alliant difference?
At Alliant, we believe diversity, equity, and inclusion (DE&I) are not byproducts of our success, but core drivers of it. Building an organization that reflects the communities we serve is essential to our growth and industry leadership. In my opinion, the Alliant difference lies in our agile, flat structure, which enables rapid response to changing needs, fosters collaboration across departments, and empowers every team member to contribute meaningfully. This model is further strengthened by our majority employee-owned culture which ensures that each person is invested in the company’s shared success.
only prioritizes the success of its clients and communities, but also actively works to create meaningful, lasting impact within the industry.
What do you see as the keys to being effective in the role of Chief Diversity, Equity and Inclusion Officer?
I believe effectiveness as a Chief Diversity, Equity, and Inclusion (DE&I) Officer requires aligning closely with the company’s business strategy to foster DE&I initiatives that resonate both within the organization and across the industry. As a 30-plus-year insurance industry veteran, Chief DE&I Officer, and Executive Director of the Alliant Insurance Foundation, I bring a strategic focus that integrates corporate goals with meaningful, sustainable DE&I practices. My work at Alliant centers on creating growth and advancement opportunities for individuals with diverse backgrounds which extends through the initiatives we champion within the Foundation to increase access and opportunity in the insurance industry.
Alliant Insurance Services (alliant.com) is one of the nation’s leading distributors of diversified insurance products and services. Operating through a national network of offices, Alliant offers a comprehensive portfolio of services to clients.
How do you describe Alliant’s culture and values?
Alliant’s inclusive and innovative culture is enriched by the diverse perspectives and experiences of our people who bring a unique commitment as part of a majority employee-owned organization. With a 99 percent broker retention rate, Alliant aligns its financial resources with the values it promotes, ensuring meaningful and impactful support for our workforce, clients, and communities. Through collaboration, we draw on these varied insights to drive change and create accessible solutions that resonate widely. Alliant doesn’t just stand by its values
Our DE&I efforts are supported by a top-down commitment to accountability, embedding DE&I principles across all levels of the organization. By cultivating a culture where individuals feel valued, respected, and encouraged to grow, we create an environment where innovation thrives. Through this approach, Alliant stands out as an organization that not
In addition to my DE&I role, I lead the Alliant Kindergarten to Community College (K-14) Public Entity program which has given me insight into how DE&I strengthens our business and the communities we serve. I see the Chief DE&I Officer as both a strategic architect and advocate, guiding leadership buy-in, shaping cross-departmental collaboration, and setting measurable goals that embed DE&I deeply within our corporate identity.
As a survivor of stage III breast cancer and an advocate for health equity, I know firsthand the importance of inclusion in supporting underrepresented communities. This experience
“At Alliant, we believe diversity, equity, and inclusion (DE&I) are not byproducts of our success, but core drivers of it.”
Lilian Vanvieldt
fuels my dedication to advancing DE&I as an essential component of organizational success and as a means of creating a workplace where every individual feels valued, respected, and empowered.
Will you discuss Alliant’s diversity and inclusion strategy?
Alliant’s Diversity, Equity, and Inclusion (DE&I) mission is to cultivate and sustain an inclusive culture that drives employee engagement, attracts a diverse talent pool, advances innovative problem-solving for our clients, and enables all of our people to thrive. Our primary focus is on supporting the development and retention of our underrepresented professionals. Our six-pillar strategy, detailed below, uses a multi-faceted, metrics-driven approach to embed DE&I throughout our organization.
1. Accountability: We believe that what gets measured gets done. By setting clear goals aligned with our DE&I mission, we hold ourselves accountable and use established systems and processes to track our progress.
2. Representation: This pillar focuses on building equity across leadership levels and throughout the employee lifecycle. We prioritize inclusive outreach, standardized hiring practices, and development initiatives to ensure that our workforce supports and reflects the diverse communities we serve.
3. Culture: Our approach focuses on individuals and fosters organizational transformation by promoting workforce engagement and meaningful allyship. Employee resource groups play a crucial role here, providing support, fostering connections, and creating a sense of belonging across our communities.
4. Clients: We take pride in nurturing client relationships built on shared efforts to move the needle on DE&I. By working together to drive measurable progress, we create a service model that integrates diverse representation, ultimately enhancing the client experience and supporting our mutual goals.
5. Brand Development: Our brand development efforts aim to position Alliant as a DE&I leader within the insurance industry by actively partnering with mission-aligned organizations that support the development of our workforce, and contributing thought leadership to transform the wider market. This approach helps us organically build our brand and reputation, demonstrating our commitment to living the values we promote.
6. Community Investment: Alliant is dedicated to making a positive impact beyond business. Through the Alliant Insurance Foundation, we are expanding access to the insurance industry for all students, emphasizing our commitment to community development and social responsibility.
How is Alliant working to expand opportunities for career growth and advancement for individuals with diverse backgrounds and life experiences?
Alliant is deeply committed to fostering career growth and advancement for individuals from diverse backgrounds and life experiences. In addition to investing in and supporting our
“With a streamlined process in place, we are also equitably allocating sponsored development opportunities and resources to women, racial and ethnic minorities, LGBTQ+ professionals, veterans, and professionals with disabilities.”
eight Employee Resource Groups (ERGs) across various affinities, our DE&I department is actively building and sustaining relationships with identity-specific organizations, including the Asian American Insurance Network, Hispanic Alliance for Career Enhancement, NeuroTalent Works, Out & Equal, Ellevate Network, and the National African American Insurance Association. We have also engaged with the Latin American Association of Insurance Agencies, Rainbow Risk Alliance, and the National LGBTQ+ Bar Association. Through these partnerships and in collaboration with our Professional Development team, the DE&I department is creating mentorship and coaching programs aimed at supporting and advancing our diverse talent.
With a streamlined process in place, we are also equitably allocating sponsored development opportunities and resources to women, racial and ethnic minorities, LGBTQ+ professionals, veterans, and professionals with disabilities. Additionally, our Alliant Insurance Foundation Fellows program and other academic partnerships provide resources and access to all students pursuing careers in insurance.
You also lead the Alliant Kindergarten to Community College (K-14) Public Entity program. What is the mission of this program?
As a public entity specialist and a nationwide leader in the education sector, I am at the forefront of business strategies for the public entity sector, actively supporting Alliant’s Kindergarten to Community College (K-14) Public Entity initiative. I am dedicated to protecting invaluable community assets, and this collaboration is an ideal partnership for advocating for schools and an honorable way to give back. Just as Alliant invests in its employees and fosters a welcoming environment, our commitment to strengthening and investing in our communities is equally prioritized through this program.
What do you tell young women about the opportunities that exist for careers in the insurance industry?
Although women make up a significant portion of the insurance workforce, they are often concentrated in entry-level roles, and their upward mobility can depend heavily on their access to senior leadership. At Alliant, we’re actively addressing unconscious gender bias and promoting advancement through
sponsorship and mentorship. Our focus is on ensuring equitable access to career development resources for all underrepresented professionals, including women, so that their skills and potential are fully recognized and celebrated.
Navigating challenges is a part of any professional journey, especially for women, and my own path has been no exception. I am incredibly grateful to the mentors and sponsors who have supported my career, and this gratitude drives my commitment to inspire others to carve their own unique paths to success. The insurance industry offers numerous avenues for pursuing a meaningful, values-aligned career that can make a real difference.
Together, I believe we have the opportunity to create a strong, supportive community built on awareness, allyship, and advocacy. By uplifting and empowering each other, we can drive real momentum for women leaders in the insurance industry and beyond.
You commit your time to philanthropic work and supporting important causes. What has made philanthropy so important to you?
For me, philanthropy is about giving back to and advocating for the communities that have shaped and supported me. My commitment stems from a deeply personal place. I went through an education system that didn’t fully believe in my potential, and I was often met with skepticism, needing to repeatedly demonstrate my abilities. These experiences are why increasing access and creating equitable opportunities is so important to me – I don’t want others to encounter the same barriers. This is why I’m so invested in the Alliant Insurance Foundation and its work to expand opportunities for diverse students, opening doors that might otherwise remain closed.
As a proud survivor of stage III breast cancer and a woman of color from an immigrant family, I have drawn strength from my community, and my experiences have shaped my resolve to give back. Organizations like Susan G. Komen provided unwavering support during my journey, and I am driven to pay that forward. I aspire to leave a legacy of meaningful, impactful change that removes obstacles for future generations. I believe we all have the opportunity and responsibility to help create a world where everyone has a chance to thrive, and that is a cause I am honored to support.•
WOMEN LEADERS WOMEN LEADERS
Distinctiveness
An Interview with Rima Assi, Senior Partner and Managing Partner, Abu Dhabi, McKinsey & Company
EDITORS’ NOTE Rima Assi is the global coleader of McKinsey’s work within the social and public sector, as well as healthcare. She also leads the Abu Dhabi office in the UAE. Assi advises leaders, policymakers, and governments on wide-scale transformations with specific focus on fiscal management and investment programs, enabling sustainable economic growth. An active advocate of gender diversity, Assi has led McKinsey’s diversity and inclusion efforts in the Middle East for the past ten years. She has published frequently on women’s empowerment in the Middle East and North Africa and is a frequent participant in and speaker at diversity awareness events. Assi is also a Young Global Leader of the World Economic Forum and was recognized by Forbes in the top 50 most powerful businesswomen in the Middle East in 2022 and 2023. Prior to joining McKinsey, she was a banker working in the risk control department of a multinational investment bank and financial services company in France. She is fluent in Arabic, English, and French and has an MA degree in management from Hautes Études Commerciales.
FIRM BRIEF
I’ve been with McKinsey for 19 years now, and what a ride it has been. I had some experience in the banking sector and started out doing work with our financial institutions practice to help banks grow and serve their customers better. As I became more familiar with the region’s corporate landscape, it became clear to me that governments and the public sector play a critical role. The Middle East is on a transformation journey that is unparalleled. And the way it is transforming is visible to all of us in our lifetime. It inspired me to want to become part of that journey.
really deliver on that transformation. It’s why, at this stage of my career, I’m spending more and more time on transformations, people, and how to bring them along in the change journey.
McKinsey & Company (mckinsey.com) is a global management consulting firm committed to helping organizations accelerate sustainable and inclusive growth. It works with clients across the private, public, and social sectors to solve complex problems and create positive change for all its stakeholders. The firm combines bold strategies and transformative technologies to help organizations innovate more sustainably, achieve lasting gains in performance, and build workforces that will thrive for this generation and the next.
Will you discuss your career journey?
I think of my career as a journey with many phases and different moments in time with different objectives. At first, it was all about soaking up as much as I possibly could – the more I learned, the more I realized there was to learn. That’s what people who join McKinsey expect to do – being exposed to a wide variety of industries and the hardest problems CEOs face. I found that this was critical to building a strong foundation and helped me appreciate the various challenges that different sectors and industries face.
One particular event that stands out is the financial crisis of 2008, where we witnessed the collapse of parts of the financial sector, and the role governments had to play to stabilize and reform the sector. I was in the thick of it, and it was also the time when I realized the impact I could leave by working with the public sector. It’s a privilege to be given the opportunity to be part of that story. Therefore, much of my work is anchored around the expertise I have built up around financial stewardship, investments, and transforming organizations. But getting the technicalities right alone is not enough for a successful transformation. For transformations to stick, everything has to come together. You can’t just ask what are the right investments and what is the right financial bet, but also need to consider the people and their ability to
In my global role, I’ve also been privileged enough to be exporting some of the innovations to other parts of the world. We’ve historically, in the past in this region, looked outside to learn the best practices from others. We’re always keen and curious, and that’s great. But more and more, we’re not just looking at others, but we’re exporting insights and capabilities because the speed at which the region is changing – the bets, the risk, and the ambition –is hard to find elsewhere in the world. Some of the innovations that are happening within the public institutions are unparalleled.
And I would be remiss not to mention AI, of course. The potential for the region, and in particular countries in the Gulf Cooperation Council (GCC), is enormous. Generative AI use cases could generate between $21 and $35 billion a year, on top of the $150 billion other AI technologies could deliver. To put that into perspective, gen AI could be worth 1.7 to 2.8 percent of annual non-oil GDP in the GCC economies today.
As you can see, the journey of a McKinsey consultant is varied, and few of our days resemble the previous one.
Will you highlight your role and areas of focus?
I am a global coleader of McKinsey’s social, healthcare, and public entities practice. I
“The Middle East is on a transformation journey that is unparalleled. And the way it is transforming is visible to all of us in our lifetime.”
Rima Assi
“Innovation is paramount for any firm, and even more so for a consulting firm. We’ve been around for nearly 100 years now, and plan to be the leading consulting firm for 100 more.”
am also the managing partner of our Abu Dhabi office. Over the last decade or so, my focus has shifted to be more people-centric, with the primary focus of my work being to develop and grow my people, my clients, and make a difference in society at large. I’m particularly proud of some of our social empowerment programs in the Middle East. Two in particular – Qiyada and Forward – have made a tangible impact on our communities in the Middle East.
Our Qiyada Emerging Leaders program is a yearlong program aimed at empowering young leaders in the United Arab Emirates to achieve their full leadership potential through forums, one-on-one coaching, and assessments. Forward is a free online program available in more than 100 countries aimed at equipping individuals at different stages of their working life with practical skills to succeed in the future of work. I’m proud to say that these programs have reached more than 560,000 learners combined. We’re also seeing real impact – 75 percent of Forward learners experienced career growth within two months of completing the program.
In addition, over the last several years, I have spent a significant amount of time working with governments and public institutions, primarily on financial stewardship and government transformation projects. This work has been important to me as I am committed to making a difference in my region through my work in the public sector.
On reflection, my role is one that has changed significantly over the years, and it is one that requires me to constantly adapt to new and different situations.
How do you describe McKinsey’s culture and values?
I have learned a lot in my time at McKinsey, much of which reflects the firm’s deep-seated culture of learning, apprenticeship, and the value of working across sectors and industries. One of the most important lessons is that success requires continuous learning and innovation. This means understanding the value drivers in each industry, as well as keeping up with best practices in various sectors, functions, and regions. I have also learned that diversity and inclusion are critical to the success of a
business. McKinsey has made significant progress in terms of gender balance and is committed to continuing to improve. While I am proud of this progress, I know we can do more. In particular, I appreciate McKinsey’s efforts to create an environment where everyone can thrive. This includes the role mentorship plays in the firm. I have been fortunate to have a number of mentors who have helped me develop my career, and I try to do the same for others.
What have been the keys to McKinsey’s industry leadership?
If I were to sum it up in one word: distinctiveness – in everything that we do. Clients come to us with their hardest problems. Therefore, it’s very important to know in each industry what the value drivers are. We identify those sharply and quickly, and are really distinctive at those in order to come up with the best solutions for our clients. Though, in all of these, we remind ourselves to have the openness and awareness to learn and re-learn because the world is continuously changing.
How critical is innovation for McKinsey and where is innovation taking place in the firm?
Innovation is paramount for any firm, and even more so for a consulting firm. We’ve been around for nearly 100 years now, and plan to be the leading consulting firm for 100 more. We’re continuously learning how innovation is affecting our clients and how they can benefit from latest developments, whether that is in tech or elsewhere. More importantly, how do we innovate in delivering our consulting services?
One example that I’m particularly proud of is how we’ve launched Lilli, our very own generative AI solution for McKinsey colleagues providing a streamlined access and synthesis of our internal insights. Lilli is trained on McKinsey’s intellectual property spanning more than 100,000 documents, among other sources like expert interviews. Our colleagues can now simply type in a prompt and scan our entire landscape of knowledge, identify relevant pieces of content, and synthesize initial insights. Workstreams that used to take days and weeks are shortened significantly. Technology was the easy part of building an AI tool. Building Lilli took a team
of over 70 experts, including our colleagues from legal, cyber security, risk management, and talent development, to ensure our gen AI solution was thought through comprehensively and would work throughout our 45,000-strong firm. In a way, this was very much how we would approach problems for our clients.
We’re always chasing that next breakthrough that could transform how we serve our clients. And we believe this is the beginning of the journey, not the end of it. We’re continuing to relook and review how AI is changing the professional services industry, and our clients’ industries, and we want to play a leading role in that.
Also a fun fact – Lilli is named after a former colleague, Lillian Dombrowski, the first professional woman hired by McKinsey in 1945, who went on to become the controller and corporate secretary for the firm. She’s an inspiration to us all and I’m proud to see that’s now honored in our colleagues’ lives every day.
How important is it for McKinsey to build a diverse and inclusive workforce?
Over the years, we’ve made significant progress in achieving a more balanced gender representation. When I joined the firm, I remember there being only three women in a 60-70 person office. Today, our recruitment ratio is almost 50-50, a testament to the strides we’ve made. I’ve been an advocate of environments that are both diverse and inclusive. Diversity cuts across so many dimensions. The most natural one that people think about is gender, but there is also value in diversity in nationalities, cultures, technical expertise, and backgrounds. To serve our clients in the most effective way possible, you need to have a data scientist working hand-inglove with somebody who’s a coach to actually drive people to change, and all these individuals that think and speak differently.
At the core of it, we want to create an environment where everyone can thrive. So, it’s extremely important we are on this journey. We have made good progress on the recruiting front where our classes are now gender balanced.
What advice do you offer to young people beginning the careers?
It’s important for any young person to have a network of support made up of people you respect professionally. I would advise everyone, especially young women, to always seek mentors. Surround yourselves with mentors, both men and women, because they actually will add to your development and apprenticeship. They will help you, they will boost your confidence, they will balance and moderate your views, and they will be able to offer you different points of views whenever you’re faced with a tough situation. Besides mentors, focus too on building your networks of peers and friends. It’s always helpful to also have peers that aren’t necessarily your mentors, and friends who have your best interests at heart to encourage you on in the difficult times. You will find the diversity of thought from these groups useful as you navigate the early stages of your career. I know I’ve certainly benefited from them.•
WOMEN LEADERS WOMEN LEADERS
Advancing Health Equity
An Interview with Dr. Marla J. Keller, Executive Dean, Albert Einstein College of Medicine, Montefiore Einstein
EDITORS’ NOTE Dr. Marla Keller is a tenured Professor of Medicine, Obstetrics & Gynecology and Women’s Health, named holder of the Jacob and Jeanne Barkey Chair in Medicine, and Executive Dean. She previously served as the director of the Harold and Muriel Block Institute for Clinical and Translational Research at Einstein and Montefiore, which is funded by a Clinical and Translational Award (CTSA) from NIH; as Vice Chair for Research for the Department of Medicine; and as Interim Senior Associate Dean for Clinical and Translational Research. Dr. Keller received a Bachelor of Arts degree in psychology from Cornell University and a medical degree from New York University School of Medicine. She completed residency training in Internal Medicine at Beth Israel Hospital and fellowship in the combined Infectious Diseases training program at Beth Israel Hospital and Brigham & Women’s Hospital in Boston, Massachusetts. She completed the Clinical Research Training Program at Mount Sinai School of Medicine and was on the faculty at Mount Sinai for nine years before arriving at Einstein and Montefiore in 2007.
Dr. Marla J. Keller
that might describe a lot of institutions, what sets Einstein apart is our dedication to advancing health equity and our long-demonstrated commitment to actively engage with our community. Based in the Bronx, the poorest urban congressional district in the country, we train students to care for a truly diverse population, to understand the social determinants of health, and to advocate for their patients and their needs. We find that our students, faculty, and staff choose Einstein because of our strong education and research environment and deep commitment to service. For example, for more than three decades, Einstein has supported New York City students from historically marginalized groups by offering pathway and mentoring programs as a way for them to learn about, and successfully pursue, careers in health and medicine. And I should note that our mission to equity is truly a part of
our DNA. When our namesake, Albert Einstein, agreed to lend his name to our institution in 1951, he did so because we would “welcome all creeds and races” – a radical statement at the time, and one we continue to build on.
Will you discuss your new role as Executive Dean at Albert Einstein College of Medicine?
As Executive Dean, I am Einstein’s second most senior officer and am responsible for supporting research – from basic science to clinical trials to community and population health studies – as well as educational and academic operations. I direct the research enterprise, provide guidance and resources for research education and training, foster new and interdisciplinary research initiatives and collaborations, and implement all regulations and policies. I work closely with department chairs and center directors to fund and spur new research, strategically recruit, retain, and mentor faculty, and expand opportunities for scientific discovery. I and other executive leaders
INSTITUTION BRIEF Montefiore Einstein (montefioreeinstein.org) is the umbrella organization overseeing both Montefiore Health System and Albert Einstein College of Medicine. Albert Einstein College of Medicine (einsteinmed.edu) is one of the nation’s premier centers for research, medical education, and clinical investigation. During the 2024-25 academic year, Einstein is home to 712 MD students – who attend tuition-free – 226 PhD students, 112 students in the combined MD/PhD program, and approximately 225 postdoctoral research fellows. The College of Medicine has more than 1,900 full-time faculty members located on the main campus and at its clinical affiliates. In 2024, Einstein received $192 million in awards from the National Institutes of Health.
How do you define Albert Einstein College of Medicine’s mission?
Einstein’s mission is to drive scientific discovery and educate compassionate and diverse leaders in health and science. While
Michael F. Price Center for Genetic and Translational Medicine and Harold and Muriel Block Research Pavilion
“We find that our students, faculty, and staff choose Einstein because of our strong education and research environment and deep commitment to service.”
at Montefiore Einstein, the umbrella organization for Montefiore Health System and Albert Einstein College of Medicine, are committed to transforming health in the Bronx and beyond through scientific breakthroughs, educational innovation, high-quality clinical care, and community partnerships. I am truly honored to be in a position to enact change and advance health in our borough, our country, and around the world.
You began your medical career as an infectious disease physician. Will you highlight your professional journey to Executive Dean?
I loved learning about infectious diseases as a medical student and internal medicine resident. I chose a career in infectious diseases because I wanted to care for patients with HIV infection. Protease inhibitors were discovered during my fellowship training in the late 1990s and completely changed the landscape of HIV treatment. My dying patients came back to life, went back to work, and enjoyed more time with their friends and families.
My fascination with the significant scientific progress in HIV research led me to pursue training in clinical research. My interest was in the prevention and treatment of HIV in women. I led clinical trials of vaginal products designed to prevent HIV and other sexually transmitted infections. I enjoyed caring for patients, teaching trainees, conducting research, and mentoring junior faculty.
I was very fortunate because I had outstanding role models and mentors who supported and guided me. Since 2007, I have held several leadership positions at Einstein and Montefiore, including clinical research center director, vice chair for research in the department of medicine, and director of the Institute for Clinical and Translational Research. Serving as a member of the NIH COVID-19 Treatment Guidelines Panel was a highlight of my career. For four years, I had the privilege of working with esteemed and dedicated clinicians and researchers from across the country to help clinicians provide optimal care to patients during the pandemic. My journey to Executive Dean included opportunities to work with strong leaders who taught me the importance of listening and how to strategize, resolve conflicts, and execute change.
You have spent over 17 years at Montefiore Einstein. What has made the experience so special for you?
I and others often say that the “special sauce” of Montefiore Einstein is the people. I have had the opportunity to work with kind, intelligent and compassionate clinicians, educators, researchers, trainees, and staff. There is a shared commitment among all of us to educate, accelerate science, and improve the health of our patients. What has made the experience so special for me is our highly collaborative environment and the emphasis on learning from others with different perspectives. I have always felt supported by my colleagues and mentors. There are many opportunities at Montefiore Einstein to learn new skills, advance one’s career, and to collaborate on exciting clinical, educational, quality improvement, and research initiatives. I often say that the ability to collaborate at Montefiore Einstein is like nowhere else I have ever been in my career.
Do you feel that there are strong opportunities for women in leadership roles in the industry, and more specifically at Einstein?
Absolutely. It has been shown that women in healthcare leadership positions strengthen their organizations. Although there’s still a long way to go to achieve gender parity, the representation of women in CEO positions at healthcare organizations and as medical school deans has been increasing. Women currently account for 28 percent of U.S. medical school deans. Training to reduce gender bias prior to searches and hiring can help us improve further. And I only see greater opportunity on the horizon. Most medical students in the U.S. are now women. Remarkably, more than 60 percent of Einstein medical students in the Class of 2028 identify as women. It’s important for them to find female role models who are leaders and mentors who can help them advance.
At Einstein, our Dean, Dr. Yaron Tomer, has appointed several women to important new leadership roles since assuming leadership in October 2023. In addition to myself, the vast majority of new leadership hires have been women – including our vice dean for education, three senior associate deans, and a department chair.
Einstein is now tuition free for its medical students. How do you see this impacting the College of Medicine?
From its inception, Albert Einstein College of Medicine has provided world-class education and cutting-edge research experiences to medical and graduate students and, as I mentioned earlier, a strong commitment to equity. The recent transformational gift ensuring free tuition for medical students in perpetuity will have a profound impact on our students and their families. Students who never had the option – or felt they didn’t have the option – of pursuing a medical degree because of finances can now consider Einstein. Freed from crushing debt, students at Einstein have the freedom to choose their career path based on passion rather than financial necessity. They can pursue their interests in research, global health, and community engagement, or consider additional training to obtain a second degree at Einstein –such as our master’s degree programs in public health, clinical research, or bioethics – without the stress or burden of how their tuition will be paid. Several students have told me that they no longer need to work during medical school to feed or house themselves and their families. Others have told me they are thrilled that they can start their families sooner. And more have shared the immense burden lifted from their parents’ shoulders. The gift has been truly transformational on many levels.
What advice do you offer to young people interested in pursuing a career in medicine?
I often tell them that it is a true privilege to care for patients. People put a lot of trust in their doctors, and as a physician, you often see people when they are at their most vulnerable. It’s important for people to understand that it is a career based on service. I also like to emphasize that there are so many opportunities in medicine. You can pursue a career in clinical practice, research, public health, education, health policy, administration, community advocacy, and more. No matter what path, I stress the importance of knowledge, attention to detail, compassion, tenacity, and resilience. I emphasize that collaboration, teamwork, and professionalism are needed to succeed. Most importantly, I tell young people interested in medicine that it is a deeply fulfilling career in which there is life-long learning. I can’t imagine anything better.•
Frames that Border on Perfection
One of our largest projects was a hand-carved and gilded frame for Washington Crossing the Delaware by Emanuel Leutze. This frame is now the focal point of the extraordinary American Wing at The Metropolitan Museum of Art in New York City.
The detail on this 14 x 23 foot frame is spectacular and is surmounted by an elaborate crest twelve feet across displaying a carved eagle, flags, pikes, a banner and other regalia.
Visit our website for the fascinating history of this frame. The world’s finest art collections feature Eli Wilner frames.
Grey Scale K +50%K
Fonts: Trajan Pro & English Script EF
Black & White
WOMEN LEADERS WOMEN LEADERS
Data Strategy
An
Interview with Michelle Boston, Chief Information Officer for Data Management Technology & Enterprise Architecture, Bank of America
EDITORS’ NOTE Michelle Boston is the Data Management Technology and Enterprise Architecture executive for Bank of America. In this role, she leads the team responsible for enterprise architecture strategy, data technology strategy, and the advancement of data management and data protection capabilities in adherence to Enterprise Data policies and standards. Previously, Boston led a team responsible for defining technology strategies and delivering solutions supporting Legal, Corporate Audit and Retail, Preferred, Small Business & Wealth Management. She has served in several technology leadership roles at the company. Prior to joining Bank of America in 2012, Boston served as Chief Information Officer for Partners Imaging, a privately held medical imaging services company in Dallas. She serves as the Global Technology co-lead for Women in Technology & Operations (WIT&O) and is the executive sponsor of WIT&O’s North Texas chapter and Bank of America’s Girls Who Code Summer Immersion Program. She also leads Global Technology’s Hispanic & Latino Advisory Council (HLAC). She is also Executive Co-Chair of Hispanic Latino Executive Council (HLEC). In 2024, HITEC recognized Boston as one of the Top 100 Hispanic IT Executives. She was featured in Hispanic Executive magazine as a Leading Latina in 2020. Boston has a degree in Management Information Systems from Texas A&M University.
financial institutions, serving individual consumers, small and middle-market businesses and large corporations with a full range of banking, investing, asset management and other financial and risk management products and services. The company provides unmatched convenience in the United States, serving approximately 69 million consumer and small business clients with approximately 3,800 retail financial centers, approximately 15,000 ATMs (automated teller machines), and award-winning digital banking with approximately 58 million verified digital users. Bank of America is a global leader in wealth management, corporate and investment banking and trading across a broad range of asset classes, serving corporations, governments, institutions and individuals around the world. Bank of America offers industry-leading support to approximately 4 million small business households through a suite of innovative, easy-to-use online products and services. The company serves clients through operations across the United States, its territories and more than 35 countries. Bank of America Corporation stock is listed on the New York Stock Exchange.
Will you discuss your career journey?
to development team lead, to project manager, IT director, and eventually chief information officer of data management technology.
I found my passion in data early in my career, building data intensive systems like manufacturing systems, pharmacy and medical outcomes databases, forecasting systems for international shipping, and enterprise data warehouse and business intelligence systems for global insurance companies. The bigger the company the more interesting the data problems were because of the sheer volume and velocity of data at scale, and solving those data challenges was very appealing to me.
I am truly proof that a career is a jungle gym and not a ladder as I went from the CIO of a startup company to a contractor at Bank of America because I was pursuing work I was passionate about in the field of data. Once employed by Bank of America and over the past decade, I continued to learn and grow, worked hard and arrived at where I am today – a CIO that leads the data strategy tied to exciting technologies to deliver great experiences to our clients and employees.
How do you describe Bank of America’s culture and values?
COMPANY BRIEF Bank of America (bankof america.com) is one of the world’s leading
My career journey began when I graduated with a degree in Management Information Systems from Texas A&M University and then spent a few years in IT consulting before making my way into industry roles in technology. From there my path was a pretty traditional one as I moved up the ladder from being a programmer/senior programmer
Bank of America strives to be a bank for everyone. We’ve become a great place to work by building a diverse and inclusive culture where all employees are treated with respect, all differences and individual experiences are valued, and you’re empowered to bring your whole self to work. The bank is committed to providing its employees with the tools and community to succeed professionally and personally, respectively. For example, the bank has employee networks, ongoing activities, and annual events to foster engagement within and across departments and to nurture friendships.
“One of the greatest measures of success is the degree to which clients engage with our digital solutions. Today, more than 57 million clients leverage our digital capabilities to help manage their financial lives.”
Michelle Boston
“The best way to increase representation within technology and STEM careers is by getting in front of the populations early and educating them about technology and allowing them to try their hand at coding, which is how I became interested in technology.”
I’ve benefited from engagement in many of the bank’s networks and currently lead the Global Technology’s Hispanic & Latino Advisory Council (HLAC), co-lead the Women in Technology & Operations (WIT&O) organization, and executive sponsor the WIT&O’s North Texas chapter. Additionally, externally I am the executive sponsor of Bank of America’s Girls Who Code Summer Immersion Program.
The bank recognizes the value of these connections and proudly facilitates opportunities for employees to grow, learn, and connect through shared interests as it is the personal connections our employees make with each other that help build our strong and inclusive Bank of America work culture.
What do you feel have been the keys to Bank of America’s industry leadership?
While Bank of America is a large organization, it is focused on providing a personalized experience to both our clients and our employees. In addition to what I’ve shared related to how we support and engage our employees, the bank is committed to creating and delivering innovative digital experiences that drive client adoption and engagement by enabling clients to manage financial lives when and how they choose. Bank of America does that by continuing to invest in technology and innovation that supports and strengthens our company’s high-tech, high-touch, client-focused strategy. We build and deploy client-focused technology at scale that provide personalized features and tools and capabilities to enhance our consumer and business clients’ financial journeys across all eight lines of business.
One of the greatest measures of success is the degree to which clients engage with our digital solutions. Today, more than 57 million clients leverage our digital capabilities to help manage their financial lives.
Will you provide an overview of your role and areas of focus?
Currently, I am Chief Information Officer for Data Management Technology & Enterprise Architecture at Bank of America, leading a team responsible for working with our company’s eight lines of businesses and CIOs to plan and execute enterprise strategic data investments to ensure our data is well managed and is accurate, complete, timely for day-to-day operations use and to enable business strategies, which includes that our data is protected throughout all phases of the data lifecycle. To do this, we always work ahead on multi-generational
strategic planning and currently are focused on what 2027 – the end of the decade, and beyond might look like.
How important is it for Bank of America to build a diverse and inclusive workforce?
It is very important to Bank of America. Taking a step back, first we look for talented people that are fundamentally passionate, life-long learners. To feed that passion for learning, Bank of America has an internal academy that provides teammates across the company with education and training to equip them with what they need in their roles now and to be prepared to adapt and successfully execute the roles of the future.
We are also dedicated to ensuring that our workforce reflects the communities we serve. By bringing together a wider array of perspectives, we are better equipped to meet the needs of our stakeholders, ultimately enhancing the value we provide as a company.
Will you highlight your efforts to promote programs for women and minorities in technology?
I am passionate about encouraging more women, minorities, and everyone to consider a career in technology because I believe it is never too early to learn about technology careers and never too late to adjust your career trajectory to technology. I am involved with organizations that engage with high school aged students, like Girls Who Code, to young adults, for instance Grace Hopper/AnitaB.org, and those already in the working world, such as the Society of Hispanic Professional Engineers (SHPE), and so many others. SHPE is celebrating their 50th anniversary this year as the nation’s largest organization committed to fostering Hispanic leadership in the STEM field. Their programming includes mentorship, scholarships, and career services for a wide scope of the Hispanic-Latino population. Additionally, they provide student-led college chapters across the country dedicated to cultivating the next generation of Hispanic-Latino STEM leadership. I am inspired by this organization that started five decades ago focused on engineering as they adapted to the changing career landscapes, and they continue to make a positive impact.
Do you feel that there are strong opportunities for women to grow and lead in technology?
There is so much opportunity within the technology profession. Continuing to grow that community of female technologists is very
important across all industries. While great progress has been made, there is more opportunity for progress. The best way to increase representation within technology and STEM careers is by getting in front of the populations early and educating them about technology and allowing them to try their hand at coding, which is how I became interested in technology. Organizations like Girls Who Code do just that by bringing in role models to speak about their experiences and careers and personally inviting the students to consider the technology field.
You have spent much of your career at Bank of America. What has made the experience so special for you?
I’ve had the opportunity to work on great projects and with smart and collaborative teammates. I’ve always advised people to figure out what they are passionate about and to pursue it, which for me is technology, and in particular data. However, that is just one piece of the career navigating puzzle. Individuals need to interview the company they are considering joining as much as that company representative is interviewing them to identify if the company and its culture is a good match.
For me, Bank of America’s culture reflects many of my personal values – integrity, hard work, and service to others. The fact that we deliver industry-leading products and services to our clients in a personalized manner, at scale, is remarkable. And we are able to do that because the bank is dedicated to innovation with an annual technology budget of more than $12 billion with almost $4 billion allocated toward new technology to ensure that we support our clients’ current and future banking needs.
What advice do you offer to young people beginning their careers?
First, if you like or are curious about technology, consider pursuing it as a career. It is an interesting, ever evolving profession. But no matter what area you choose:
• Work hard, lean into opportunities and be a continuous learner.
• Know moving up isn’t the only way to advance one’s career. Sometimes a lateral move is the best move to gain further skills and experience to position you for your next career step up.
• Consider giving back and inspiring the next generation. I was encouraged to code as a young girl, and it means a lot to me to support programs dedicated to supporting women and minorities in technology and STEM.•
WOMEN LEADERS WOMEN LEADERS
Community-Driven Empowerment
EDITORS’ NOTE Angela Williams is President and Chief Executive Officer of United Way Worldwide (UWW). With more than 30 years of leadership experience in the nonprofit and corporate sectors, Williams brings her innovative vision and a long history of purposedriven work to her role at United Way Worldwide. Before joining United Way, Williams was President and CEO of Easterseals, the nation’s leading nonprofit provider of lifechanging disability services. She also served on active duty in the U.S. Air Force Judge Advocate General’s Corps for more than six years; led as an Executive Vice President, General Counsel, and Chief Administration Officer at YMCA of the USA; served as an interfaith liaison for the Bush-Clinton Katrina Fund; was special counsel on criminal law for Senator Edward M. Kennedy on the Senate Judiciary Committee staff; served as a prosecutor on the DOJ Civil Rights Division’s National Church Arson Task Force; and was an Assistant U.S. Attorney. Recognized for innovative leadership, Williams was included in the 2022 NonProfit Times ’ Power and Influence Top 50, Forbes ’ 2021 List of Women Over 50 Creating Social Change at Scale, Inside Philanthropy’s List of the 50 Most Powerful Women in U.S. Philanthropy, and Virginia Business’ Virginia 500 Power List of Prominent Leaders for Nonprofits/Philanthropy. She also received a 2021 CEO Today Healthcare Award. Williams earned a bachelor’s degree in American Government from the University of Virginia, a juris doctor from the University of Texas School of Law, and a Master of Divinity cum laude from the Samuel DeWitt Proctor School of Theology, Virginia Union University.
ORGANIZATION BRIEF
With a presence in 36 countries and territories, the organization’s network has the deep knowledge, perspectives, relationships, and resources to drive change at a global level. United Way believes that the power of people, united through a common purpose, can accomplish anything.
Will you share the key milestones of your career journey and what led you to your role as President and CEO of United Way Worldwide?
My family, culture, and early life culminated into my role at United Way and really have influenced my entire career. Growing up as the child of civil rights activists, I learned early on the power of community, the importance of resilience, and the impact one can make by standing up for justice. Those formative experiences not only instilled in me a sense of purpose, but also taught me the value of perseverance. The fight for civil rights was never easy – it demanded unwavering determination, courage in the face of resistance, and the belief that progress, no matter how slow,
was worth pursuing. That lesson in perseverance has been a guiding force throughout my life and career.
After earning my law degree from the University of Texas, I began my career as an Assistant United States Attorney. My time in government gave me exposure to how institutions can make a difference, and fueled my passion for creating systemic change. These experiences inspired me to take on roles with community-based organizations like the YMCA and Easterseals, where I focused on bridging gaps in education, health, and equal opportunity. Each of these roles reinforced my belief that by mobilizing resources, building partnerships, and activating communities, we can empower individuals to achieve lasting, positive change.
When I was invited to lead United Way Worldwide, I felt a profound alignment between my personal journey and the historic organization’s mission. As President and CEO, I feel honored to lead a nonprofit that unites communities in transformative ways and brings people together to create opportunity, resilience, and hope for future generations.
United Way (unitedway.org) seeks to improve lives by mobilizing the caring power of communities around the world to advance the common good. The organization is a community action network with deep local roots in tens of thousands of communities around the world. It mobilizes neighbors, donors, volunteers, and partners from all backgrounds to unite towards a common goal: helping every person in every community thrive. United Way’s approach is focused on local investment and making life better for everyone in the communities in which it works.
Angela F. Williams
An Interview with Angela F. Williams, President and Chief Executive Officer, United Way Worldwide
Angela Williams visits FEMA in Washington, DC during Hurricane Helene response and recovery
How would you articulate the mission of United Way Worldwide, and how does it distinguish itself from other nonprofit organizations?
United Way Worldwide’s mission is straightforward: United Way seeks to improve lives by mobilizing the caring power of communities around the world to advance the common good. What truly sets United Way apart is our model of community-driven empowerment, combined with a global infrastructure so we can scale impact while remaining attuned to the needs of individual communities. Each United Way tailors their strategies to local needs and cultural nuances, while collectively benefiting from shared resources, expertise, and vision.
We recognize that meaningful change requires a holistic approach. That is why United Way uniquely addresses interconnected challenges, from promoting healthy communities and youth opportunities to focusing on financial security and community resiliency. By fostering collaboration across public, private, and nonprofit sectors, we create a network effect in which each local United Way has the autonomy to identify and respond to its community’s unique challenges while contributing to broader global goals. We can be connective, responsive, and scalable because of our innovative, agile structure.
How do you ensure that United Way Worldwide remains attuned to the unique needs and cultures of each community it serves, and how do you empower these communities to drive their own progress and resilience?
Each community we support has its own identity, challenges, and strengths, and we approach every challenge by actively listening and responding to each community’s needs. United Way Worldwide works to support and amplify these efforts, ensuring each chapter has the resources it needs to conquer adversity, make connections to prepare for potential challenges, and collaborate to face crisis scenarios armed with best practices.
We prioritize partnerships with local organizations, faith leaders, and advocates who deeply understand the local networks, respect the culture and have earned the community’s trust. Local United Ways are often engaged in initiatives that foster economic stability, expand access to health, enhance educational opportunities, and more – yet each local program is uniquely tailored to reflect the community’s culture and goals.
By aligning our global resources with local expertise, we build a resilient network that empowers communities so they can shape their own futures, equipping people with the tools they need to create brighter outcomes on their own terms. Our reach across tens of thousands of communities means we can share innovations and scale impact to improve lives globally.
Partnerships and collaboration are at the heart of United Way Worldwide’s success. How do you cultivate meaningful, long-term relationships with corporate, government, and community partners to
drive impactful change, and will you share an example of a partnership that was transformative for a community?
United Way partners with organizations that not only contribute financial or material resources, but those who share our purpose and commitment. By aligning around common values, clear objectives, and mutual respect, we form relationships that can grow and adapt alongside the evolving needs of the communities we serve, ensuring that our support is relevant, responsive, and rooted in real impact.
One transformative example is our Power Forward partnership, an alliance that united corporate, government, and community stakeholders to tackle a vital need: affordable, sustainable housing in low-income and disadvantaged communities. With a $2 billion investment from the Environmental Protection Agency’s National Clean Investment Fund, Power Forward provides capital to support residential decarbonization, prioritizing communities most impacted by climate change and economic instability. United Way Worldwide’s role is to connect communities with these resources through a coordinated outreach strategy and by strengthening 211 services, which links individuals to essential services and supports. Power Forward is successful because of its collaborative foundation. Each partner brings their individual strengths, from funding to local insights, which fosters a partnership that is impactful, resilient, and evolving. By working side-by-side with community advocates and leaders who understand the needs on the ground, we develop solutions that are both relevant and empowering, ultimately laying the groundwork for stronger communities that will thrive long after our initial involvement.
United Way has a long history of community impact, but today’s world faces increasingly complex and interconnected challenges. How has the organization’s strategy evolved to address these modern issues, and how do you ensure that United Way remains adaptable in an ever-changing landscape?
In an age of rapid transformation, we have embraced a community-centered, collaborative approach that addresses the interconnected challenges of health, education, and economic stability. We recognize that these issues are intertwined, and meaningful progress requires us to be adaptable, flexible, and most importantly, responsive to the voices of those we serve. Global organizations and institutions like United Way have long used a framework known as VUCA – Volatile, Uncertain, Complex, and Ambiguous – to understand the world. Yet, as challenges evolve, we need a new lens. That is why I have imbued my leadership and vision at United Way with the BANI framework – Brittle, Anxious, Nonlinear, and Incomprehensible. The BANI framework builds upon VUCA by offering more accurate ways to characterize the unpredictable nature of our contemporary global landscape.
Our response to Hurricanes Helene and Milton is a powerful example of this approach
in action. When the storms hit, our local chapters quickly mobilized to provide immediate relief – distributing food, offering safe shelter, and coordinating medical care. But we also knew that true recovery required more than immediate aid; it meant helping communities regain stability and hope. We worked hand-inhand with local organizations and government partners to support long-term recovery efforts, including small business relief, mental health services, and educational support for displaced students. By being flexible, addressing uncertainty with empathy, encouraging small acts with massive effect, and breaking down complex issues into digestible problems, we continue to address affected communities’ most critical needs now and are anticipating the systems and resources they will need long into the future.
What do you believe are the most essential qualities of effective leadership, especially in a mission-driven organization like United Way Worldwide, and how do you adapt your management style to inspire, motivate, and guide such a diverse and global team, particularly when each local chapter has its own leadership and organizational structure?
To effectively scale mission-driven organizations like United Way Worldwide, we must lead in ways that leverage our connectivity, responsiveness, and scalability. These characteristics perfectly capture what I believe are United Way’s defining strengths. United Way presidents frequently tap into our wide-ranging networks and they understand the strengths of their colleagues and tap into them. We have a strong culture that fosters collaboration. With over 1,100 local United Ways in 36 countries, each of which runs its own set of “experiments” through the programs they support, we can quickly learn which tactics work and should be replicated and tailored to respond to similar crises. Our leaders also know how to be flexible in order to be responsive to challenges globally. They can quickly assess the issue at hand and activate the necessary institutional resources to support affected communities.
What advice would you give to young professionals entering the workforce, particularly those interested in careers in nonprofit or social impact work?
For young professionals entering the nonprofit space, my advice to you is to approach your work with an open mind and a collaborative spirit. Every generation brings new ways to revolutionize the world, and today’s is defined by technology, artificial intelligence, and social media. Yet the core of meaningful change remains collaboration. More nonprofit organizations now approach their work through a partnership lens – recognizing that combining diverse talents and perspectives is essential for sustainable impact.
Change isn’t something you can achieve alone. It requires humility, purpose, and a willingness to work with and learn from others. Embrace each experience as an opportunity to grow and recognize that the people and communities you serve are your greatest teachers.•
WOMEN LEADERS WOMEN LEADERS
Meeting The Needs Of New Yorkers
An Interview with Grace C. Bonilla, President and Chief Executive Officer, United Way of New York City
EDITORS’ NOTE Grace Bonilla has a wealth of knowledge and experience in the nonprofit and public sectors. She joined United Way of New York City (UWNYC) as President and CEO in July 2022. Previously, she served as Senior Vice President for Latin America at Covenant House International (CHI) where her portfolio included services to homeless children in Guatemala, Honduras, Mexico, and Nicaragua. Before joining CHI, Bonilla worked in the social services space focused in New York City. At the height of the COVID-19 pandemic, in March 2020, Bonilla was appointed by Mayor Bill de Blasio to serve as the first Executive Director of the Taskforce on Racial Equity and Inclusion, where she led a cross section of 80 city leaders and made over 100 recommendations, many of which are currently implemented. Bonilla was also appointed by Mayor Bill de Blasio in February 2017 as Administrator of the Human Resources Administration (HRA). Bonilla served as the President and Chief Executive Officer of The Committee for Hispanic Children & Families, Inc. (CHCF). From 2004-2014, Bonilla worked for the Bloomberg Administration where she took on different leadership roles within HRA. She served as the Deputy Commissioner overseeing the Office of Community Affairs and Immigrant Services. Bonilla also served as Assistant Deputy Commissioner with the Office of Constituent Services. In 2009, she was Director of Legislation and Policy at the Office of Child Support Enforcement. Before becoming Director, Bonilla served as a Senior Legislative Analyst. In February 2019, Bonilla was accepted into The Annie E. Casey Foundation Children and Family Class 11 Fellowship. The Annie E. Casey Foundation hosts a biennial fellowship which helps to train a generation of thought leaders to advance the field of social welfare. Bonilla received a BA degree in political science from St. John’s University, and a JD from Brooklyn Law School, where in 2015 she was awarded the Cesar Perales Community Advocate Award.
ORGANIZATION BRIEF
Grace C. Bonilla
and build opportunities that improve the lives of low-income New Yorkers for the benefit of all. Working in the most underserved communities, United Way of New York City ensures that individuals and families are never one paycheck away from hunger or homelessness; that children can dare to dream and build a future for themselves; and that cross-sector partners can collaborate to provide the resources and infrastructure necessary to support community needs.
Will you discuss your career journey?
I got my start in the world of law, working as a paralegal at an international law firm before making the jump to go into the social service sector. After graduating law school, I joined New York City’s Department of Social Services Human Resources Administration in 2004, and I’ve been fortunate to add meaningfully to our communities through the various positions I held at the organization. I also understand the nonprofit sector and its vital place in addressing the needs of people in crisis. I had the opportunity to serve as the Senior Vice President for Latin America at Covenant House International where I worked on programs that supported homeless children in Guatemala, Honduras, Mexico, and Nicaragua, tackling the root causes of homelessness: poverty, human trafficking, substance use, unstable political environments, and the consequences of children migrating among these countries and the U.S. I also served as the President and Chief Executive Officer of The Committee for Hispanic Children & Families, combining education and advocacy to expand opportunities for children and families and strengthen the voice of the Latine community.
When I think about all of my service-oriented work experience, joining United Way of New York City as President and CEO was the perfect next step. UWNYC sits at the intersection of many important programs and causes, whether it be health equity, education, food and benefits access, or opportunities for all New Yorkers to succeed. Supporting New Yorkers and driving equity is energizing and I am glad to be doing so as the President and CEO of UWNYC.
Will you provide an overview of the history of United Way of New York City?
United Way of New York City has deep roots in our community, working to empower our most vulnerable neighbors – and has been doing so since its inception in 1938. The Great Depression was nearing the end, a glimmer of hope was in the air, but so many were struggling. It was then that Rockefeller rallied the titans of industry – Vanderbilt, Morgan, and Carnegie – to come together and change what it meant to be a New Yorker. They founded an organization that would collect funds and distribute them to local charities, coordinate relief efforts, refer people to agencies and programs who could support them, and provide emergency assistance while individuals and families worked to regain stability after such economic devastation. And so began the organization that today we know as United Way of New York City.
Today, our organization is still creating solutions for our city’s toughest challenges, but in a more innovative, efficient, and effective way. Over the past 86 years, we’ve grown from being a fundraising entity to becoming a leader in collaboration, capacity building, and systems change. And while funding is critical to fuel our mission, we measure success in the lives we impact.
United Way of New York City (unitedwaynyc.org) is a nonprofit organization dedicated to helping low-income New Yorkers make ends meet and lead economically mobile lives. Its mission is to help mobilize its communities to break down barriers
In 2019, I was accepted into The Annie E. Casey Foundation (AECF) Children and Family Class 11 Fellowship. The AECF hosts a biennial fellowship which helps to train a generation of thought leaders to advance the field of social welfare by boldly measuring the impact of various programs and our collective responsibility to influence systems change. AECF is dedicated to addressing the issue of children at risk – focusing on community building and strengthening families through its multiple annual grants and training initiatives.
How do you describe United Way of New York City’s culture and values?
At United Way of New York City, we are committed to equity, and we believe in empowering all New Yorkers with the tools and resources needed to succeed. To do that, we prioritize an inclusive workplace that promotes innovation, creativity, and a passion to solve our city’s complex challenges. For example, our executive leadership team is a diverse group of smart people with the lived experience to understand the communities we serve and drive lasting, systemic changes for
“United Way of New York City has deep roots in our community, working to empower our most vulnerable neighbors – and has been doing so since its inception in 1938.”
New Yorkers. At UWNYC, we come together to meet the needs of New Yorkers.
Will you highlight United Way of New York City’s work and programs?
At United Way of New York City, our focus areas are education equity, food and benefits access, justice and opportunity, and health equity. In our True Cost of Living Report, we found that 50 percent of New Yorkers are struggling to make ends meet. We have a responsibility to address this, and we strive to empower all New Yorkers with the resources needed to thrive. We do that by strengthening how our trusted partner community-based organizations keep the city afloat. From a tactical perspective, our work helps ensure that children get a quality education and that people have dignified access to nutritious food, health resources and preventive care, and the tools and opportunities to succeed.
Will you highlight the importance of partnerships to United Way of New York City’s efforts?
It is really important to recognize that no one organization, person or agency can do this important work alone. With a city as large as New York, we need support from every sector –private, public, and government. The power of coalition building, storytelling, aligned contributions, and collective impact are the secret to our success. We ensure that our most trusted partners have a seat at the table, that they are well resourced for sustainability, and that the concerns of our corporate partners and everyday New Yorkers are treated with equal importance. There is no better feeling than to run into a member of the community who tells me that United Way of New York City gave them their first grant to start an organization or to talk to a member of one of our corporations who tells us how life changing it was when we gave them an opportunity to give back at one of our schools or one of our pantries. It is the trust that people place in us to be a part of the fabric of the city and an agent of change that motivates me to continue doing this work. Anyone can be a donor, an advocate, or a volunteer to help support our mission.
How critical are metrics to measure the impact of United Way of New York City’s initiatives?
Metrics tell a big part of the story. They certainly are important to measure how well we are doing to meet our basic responsibility to the constituents we are contracted to serve. What I love about our approach to metrics is that we are also asking who is better off because of our intervention? What questions should we ask to ensure that the intervention we are using with one population is working with another? We believe that part of equity is targeted universalism and meeting communities where they are. While we can count the pounds of food or the number of books we
program
have distributed, we also care about whether these interventions were a step forward towards upward mobility, physical and mental health, and educational attainment. Our community violence intervention program is a good example of how we push systems to look beyond initial services. For example, 97 percent of participants who complete our violence intervention program do not have a violent felony rearrest. We are not satisfied with saying we provided mental health services; we look for outcomes that can lead to systems change. We also understand that not every organization and community can measure some of the amazing culturally competent programs that also work in our very diverse communities and that is why we meet our community-based organizations where they are – so the metrics they apply can also tell their story. We can’t set big goals until we have an understanding of the impact of our work. Just because something sounds good or feels like the right course of action doesn’t mean we are getting results, especially when we scale it up to something that is meant to impact people’s lives. Some of our metrics include partnering with organizations to distribute more than 14 million pounds of food to families, provide more than 230,000 books to students, expand preventative healthcare access for over 100,000 New Yorkers, and launch a community violence intervention program.
What attracted you to nonprofit work and what makes the work so special for you?
Born and raised in Queens, I witnessed firsthand the pressing needs in our communities. Nonprofits like UWNYC operate with a focused mission, providing vital support where it’s needed most. I’ve always been amazed at how effective UWNYC is at working with stakeholders and trusted community-based organizations to back programs achieving real results and address the diversity of ideas aligned towards contribution.
New York City is a city of promise –it’s why my parents moved here from Ecuador in the first place. Organizations like UWNYC are critical to driving that promise because they are able to bring all of these community organizations together to unite behind one goal – making this city a place where everyone can thrive.•
In 2024, Grace Bonilla and the United Way of New York City team visited RiseBoro, one of the organization’s community partners that empowers system-impacted youth through the Functional Family Therapy-Adult
WOMEN LEADERS WOMEN LEADERS
A Passion For Theater
An Interview with Daryl Roth, Daryl Roth Productions
EDITORS’ NOTE Daryl Roth is a 13-time Tony Award-winning Broadway producer and leading innovator in the American theater, with a career spanning over three decades. Credited with some of the most thought-provoking productions in New York City and throughout the world, Roth has brought to the stage the works of many of our greatest dramatists, including Edward Albee, Paula Vogel, and Nilo Cruz; has helped shepherd the careers of new playwrights; and is the force behind the Tony and Olivier Award winning Best Musical Kinky Boots . Roth holds the singular distinction of producing seven Pulitzer Prizewinning plays. She champions productions that connect to the wider world through the stories they tell, and is particularly drawn to themes that include issues of gender and identity, family dynamics, stories with strong women at the core, and those that reflect her Jewish heritage. Among the more than 130 shows she has produced both on and Off Broadway include Larry Kramer’s seminal play about the AIDS crisis, The Normal Heart (2011 Tony Award); Paula Vogel’s award-winning play Indecent ; Nora Ephron and Delia Ephron’s international hit play Love, Loss, and What I Wore ; and Gloria: A Life, a play about the iconic Gloria Steinem. Her newest play is Left on Tenth by Delia Ephron, directed by Susan Stroman. Roth mentors early career producers, sharing her experience and advice as they forge their own paths. The Daryl Roth Theatre, the landmark Off-Broadway venue on Union Square, opened its unique main theater space in 1996 with the iconic De La Guarda , as well as other extraordinary productions including Derek DelGaudio’s In & Of Itself ; Hannah Gadsby’s Douglas; Gloria: A Life ; and Cyrano. It is currently home to the hit musical Titanique . The theater was the first performing arts venue to reopen its doors in post-pandemic New York with Blindness , which premiered in March 2021. In the intimate DR2 venue, Roth has presented such critically acclaimed shows as All the Devils Are Here; Everything’s Fine; and Accidentally Brave. The DR2 Kids programming introduces its youngest patrons to the theater, with shows including Dear Edwina, Paddington Bear, and The Very
Hungry Caterpillar . Dedicated to supporting a number of nonprofit organizations, Roth is a Trustee of the Kennedy Center for the Performing Arts and Lincoln Center Theater. Honors include The New Dramatists Outstanding Career Achievement Award; New York Living Landmarks Award; and the Lucille Lortel Lifetime Achievement Award. She was inducted into the 2017 Theatre Hall of Fame and named to Crain’s 2019 “50 Most Powerful Women in New York.”
Where did you develop your passion for the theater?
I fondly remember going to shows with my sister and my parents, who shared their love of musicals with us and instilled an appreciation for the theater. We lived in New Jersey so we were close enough to see things on Broadway and, of course, enjoyed local theater as well. Once I was a teenager, I developed my passion for reading plays. That opened up a wonderful
world for me and introduced me to playwrights and stories that fascinated me from that point on.
Will you discuss your career journey?
I had such a passion for theater and saw as much as I could, but since I had no aspirations or talent to be an actor, playwright, director or designer, I did not see an avenue open to me in those days. I actually did not understand what a producer’s job was or even that there was such an opportunity. But as time went on, I kept thinking about how I might find my way into the world that I loved so dearly. It was not until my early 40s when I joined the Board of City Center that I found my “way in.” At that time, they were beginning to create what ultimately became the beloved Encores series, successful to this day. I learned a lot from that experience and met some wonderful and creative people who helped me open the doors I needed to begin producing. Richard Maltby and David Shire invited me to hear some songs they had written at a small cabaret downtown. I was so taken with every song
Daryl Roth
Opening night of Left on Tenth – Left to right: Julianna Margulies, Delia Ephron, Daryl Roth, Susan Stroman, Peter Gallagher
“I loved finding plays by new writers, stories about strong women, family dynamics, gender, and of course, my Jewish heritage. That tapestry has held true for the more than 35 years I have been producing.”
which I felt spoke directly to me, they were all about life changes, going through doors that could lead to new chapters in life, and being brave enough to take that chance. I asked them if I could try my hand at producing it, and they gave me that opportunity. It became a wonderful musical review by Maltby and Shire called Closer Than Ever, my very first production which ran for nine months at the Cherry Lane Theatre, so I like to consider it “the birth” of my career. That was in 1989, and it has been performed across the country and around the world ever since.
From there, I found myself drawn to plays dealing with challenging subjects or perhaps those not as commercial for others to produce, and that became my niche. I loved finding plays by new writers, stories about strong women, family dynamics, gender, and of course, my Jewish heritage. That tapestry has held true for the more than 35 years I have been producing.
How do you define the role of a producer?
When asked what is the job of a producer, I often answer that a producer is a facilitator of other peoples’ dreams and that in the process, they might be lucky enough to fulfill their own. Basically, a producer finds the material, puts the creative team together, raises the money, and begins developing it through readings and workshops. When ready for the stage, it is important to perhaps find a theater out of town before bringing it to New York. The team then grows exponentially, and includes management, advertising, press, and an extended village of people working with the goal in mind of making the production a success. I like to say that a producer is the first person to believe –and the last to give up.
What led to the newest play you are producing, Left on Tenth , and what can theatergoers expect from the play?
I first met Delia Ephron, the writer of Left on Tenth, when I produced the play Love, Loss, and What I Wore, which she wrote with her sister Nora. It ran for three years Off Broadway and was a very special and unique experience that we shared. We stayed in touch, and when Delia wrote her memoir about finding love again, and the left turns that her life took because of health challenges, she came to me and asked if I thought the story could be adapted as a play. I did, and the adventure began.
Theatergoers can expect what I like to say is a “romantic comedy for a certain generation,” with all of the complications, joy, fear, and excitement that comes with finding romantic love later in life. Delia’s journey touches on everything that is most important: our relationships with our friends and family, the need for bravery and hope in our daily lives – and borrowing her own title, the most powerful emotions of all, love and loss. We found the perfect director in the incomparable Susan Stroman, and have an incredible cast: Julianna Margulies, Peter Gallagher, Peter Francis James and Kate MacCluggage. We are running through early February at the James Earl Jones Theatre.
What are the key ingredients you look for when deciding whether to get involved with a project?
Productions come to me in different ways and at different stages of their development. Sometimes it’s from an original idea, sometimes it will be a matter of commissioning a playwright to adapt a book, film, article, or life rights for which I would option the property. I may see a reading or regional production that resonates with me that I want to help take to the next step. And more often than not, it’s a submission from a playwright or their agent asking if I would consider producing the work.
As I mentioned earlier, I find myself gravitating towards material that deals with those things I care most about – family dynamics, women’s stories, LGBTQ+ narratives, and, of course, my Jewish identity. I like to find stories that we haven’t heard before or are told in a new way that explore our common humanity, celebrate our differences, foster understanding, and can even change one’s perspective on something, as in Kinky Boots
Has there been progress made when it comes to improving gender equality for women in theater?
It is definitely a more welcoming world for women than when I entered the field, and I have felt and seen incredible progress in the last ten years or so, particularly with more women joining the ranks of producers, directors, and in the design fields. But there is always room for growth, and I believe we owe it to each other to mentor and encourage women coming up in the field. We also need to expand the community of people we work with, which will help more women have a seat at the table.
With all that you have achieved during your career, what are you most proud of?
Without question, I am most proud of my own family, my children, my grandchildren, and the people they are. They have strong moral values, are smart, make good judgments, and most importantly, are kind, loving, and giving.
Professionally there are so many shows I hold dear. I would have to say Kinky Boots, Wit, Three Tall Women, Indecent, and the revival of The Normal Heart do stand out for me because of the place they hold in our culture and in the many lives they have touched and minds they have changed.
Are you able to enjoy the process and take moments to reflect on your success?
I love all aspects of the process so much, even though there are days the challenges seem insurmountable. And while I feel blessed by the career I have had and the artists I have collaborated with, I always want to strive to do more and do better. I try not to rest on my laurels, but am always looking to the next project and hopefully the next three after that, as well. But every day, I try to remember how lucky I am to be doing what I love, surrounded by people I admire and respect.
What advice do you offer to young people interested in pursuing a career in the theater?
It is important, almost mandatory, to see as much theater as you can to develop your own tastes. Read plays to become familiar with the playwrights you respond to. Learn as much as you can about all different aspects and job opportunities within the theater industry. There are so many ways to use your talents and skills in order to be involved in a community that you are passionate about. Passion is the keyword here. It’s a very challenging and risky business and you must have great love, dedication, and tenacity before jumping in.
Don’t be afraid to fail – you will, it’s part of the process. Just know that life is always about hills and valleys. So, enjoy the hills and learn from the valleys, stay true to yourself and your own taste, don’t listen to the noise or the naysayers. Believe in the project and believe in yourself. And always be kind and respectful to everyone you meet along the way.
See you at the theater!•
WOMEN LEADERS WOMEN LEADERS
Healthcare Transformation
An Interview with Maria Tiso, Metro New York Healthcare Industry Leader, KPMG LLP
EDITORS’ NOTE Maria Tiso is an audit partner in KPMG’s New York Healthcare practice. She has over 34 years of experience in providing audit and advisory services to healthcare providers and nonprofit organizations. Tiso serves as the Northeast Commercial Healthcare Public Services audit group leader and Metro New York Healthcare Industry leader. She has been recognized as Crain’s New York Business 2020 Notable Women in Accounting and Consulting. She serves as Co-Chair of the KPMG Network of Women (KNOW), New York Chapter and is a member of KPMG’s Executive Leadership Institute for Women. Additionally, she serves as a member of the Academy of Women Leaders of the YWCA. Tiso earned a BS degree in public accounting from Fordham University, Gabelli School of Business.
as a firm and touches every aspect of our business, from how we improve the experience of our clients, to how we run our day-to-day operations and upskill our people. While technology is a driving force behind our progress, we recognize that our people are our greatest asset, which is why aIQ takes a human-centric approach to delivering value for our clients and our firm.
Will you highlight KPMG’s Healthcare practice?
FIRM BRIEF KPMG LLP (kpmg.com) is the U.S. firm of the KPMG global organization of independent professional services firms providing audit, tax, and advisory services. The KPMG global organization operates in 143 countries and territories and has more than 273,000 people working in member firms around the world. KPMG is widely recognized for being a great place to work and build a career. The firm’s people share a sense of purpose in the work they do, and a strong commitment to community service, inclusion and diversity, and eradicating childhood illiteracy.
How do you describe KPMG’s culture and values?
Our culture is defined by an established set of core values: Integrity, Excellence, Courage, Together, and For Better. By prioritizing these values, we seek to provide a meaningful professional journey where our people, who are the heartbeat of our organization, truly make the difference for our clients, communities and each other. Our culture is our competitive advantage, driving innovation for our clients and firm and creating opportunities for everyone who is part of the KPMG community.
What have been the keys to KPMG’s industry leadership?
Innovation and technology are fundamental elements of our firm’s strategy. At the center of this focus is our transformation program aIQ, which aims to embed AI in everything we do
KPMG’s Healthcare practice stands at the cutting edge of industry transformation. We provide comprehensive solutions that enable healthcare providers, health plans, and life sciences organizations to collaborate and innovate in an era of rapid change at a time when the healthcare sector is experiencing unprecedented disruption, driven by emerging business models and technological advancements. Our integrated approach combines audit, advisory, and tax services designed to help clients navigate complex challenges and seize new opportunities. By offering sophisticated methodologies and tools, we support organizations in growing their businesses, improving performance, and effectively managing risks. At KPMG, our dedicated team is committed to driving innovation and leading the transformation of healthcare. We are passionate about developing solutions that not only address current challenges, but also create a more effective, efficient, and patient-centered healthcare ecosystem for the future.
How important is it for KPMG to build a diverse and inclusive workforce?
KPMG is focused on creating an environment where all individuals feel safe to take risks, share ideas, and contribute at their best level –with the benefit of mentors, coaches, sponsors, and people management leaders who effectively role model inclusive leadership. We understand that serving clients effectively requires a breadth of perspectives. These diverse perspectives spur innovation and are a critical component of exceptional performance and creative problem-solving. By championing mutual respect and appreciating personal uniqueness, we’re building more than a workplace – we’re demonstrating how organizations can thrive by embracing the full spectrum of human potential.
Do you feel that there are strong opportunities for women to grow and lead in the industry?
KPMG champions women’s professional growth through our KPMG Network of Women
(KNOW), a dynamic business resource group connecting over 10,300 members across 64 U.S. chapters. In addition, our strategic initiatives include the Rising Stars program for high-performing senior managers and directors, and the Executive Leadership Institute for Women (ELIW), a comprehensive year-long professional development series. These targeted programs are designed to nurture leadership potential, providing women with the skills, networks, and opportunities needed to advance their careers. By investing in women’s professional development, we’re not just supporting individual growth – we’re strengthening our organization’s capacity for innovation, creativity, and exceptional performance. Our commitment extends beyond internal programs, aiming to raise awareness and create meaningful opportunities for women both within KPMG and throughout the communities we serve.
You have spent over three decades with KPMG. What has made the experience so special for you?
The last 34 years have been an incredible journey, full of amazing memories and milestones. My colleagues have always encouraged me to grow and learn, and I have developed skills by collaborating with talented and supportive colleagues who willingly share their knowledge, creating an environment where ideas thrive. Additionally, the firm’s commitment to flexibility has allowed me to raise my four children while pursuing my passions. The friendships I’ve made over the years have enriched my life in countless ways. The sense of belonging and camaraderie I have felt throughout these years is something truly special. My journey here has been more than just a career; it has been a life filled with purpose, passion, and profound connections.
What advice do you offer to young people beginning their careers?
Starting your career can be both exciting and daunting. Always be open to learning and embrace every opportunity to gain new skills and knowledge, seek out mentors who can provide guidance and support, and don’t hesitate to ask questions or seek feedback. Building a strong professional network is also very important, as it can open doors to new opportunities and provide valuable insights. Remember that your career is a marathon, not a sprint, so be patient and persistent in pursuing your goals. Lastly, take care of your well-being and strive for a healthy work-life balance, as this will help you stay motivated and productive in the long run.•
Maria Tiso
WOMEN LEADERS WOMEN LEADERS
A New Age Of Emergency Response
An Interview with Gwen Lighter, Founder and Principal, GoAERO; Founder and Chief Executive Officer, GoFly Prize
EDITORS’ NOTE Gwen Lighter has a dream to bring flying machines –not to mention flying motorcycles, flying human drones, and other personal flight apparatuses –to fruition. That dream became a reality six years ago when she founded the GoFly Prize, a multimillion-dollar global challenge to create personal flying devices for anyone, anywhere. Now, she has created GoAERO, a global initiative supported by NASA, Boeing, Honeywell, Pratt & Whitney and other companies and organizations, as well as a variety of aerospace and public safety partners, to catalyze the creation of Emergency Response Flyers – safe, autonomy enabled devices that can rescue people and perform critical response missions in the face of natural disasters, medical emergencies, humanitarian crises, and more. This is why what Lighter – a graduate of Brown University and Harvard Law, who did stints at Morgan Stanley, clerked for a federal judge, founded an early instant messaging service and an accessories company – is doing is so critically important.
Gwen Lighter
left me. After years as an entrepreneur, I realized there was a convergence of breakthrough technologies – the stability and control systems from the drone world, the increased performance of batteries and capacitors, 3D metal printing, and other types of rapid prototyping – that would usher in a new golden age of aviation. These advancements also meant aviation innovation was no longer solely the domain of large corporations – entrepreneurs like me could turn flight fantasies into reality.
The catalyst for my current mission came from a deeply personal experience: my father suffered a heart attack, and his ambulance was delayed by traffic. That led me to create GoAERO, the goal of which is to develop emergency response aircraft that could make the difference between life and death in emergencies and disasters.
Will you elaborate on the origins of GoAERO and highlight its work?
ORGANIZATION BRIEF GoAERO (Aerial Emergency Response Operations), is a disrupter of disaster response and inventor of life-saving aircraft. The goal is to catalyze a breakthrough solution to build the world’s first compact, autonomy-enabled rescue aircraft that is safe and simple to fly. GoAERO (goaeroprize.com) created a three-year global competition bringing the world’s brightest minds together to focus on a singular mission – saving lives. Teams participating will design and build the first autonomy-enabled emergency response flyer, a high-tech aircraft that will help response teams reach people, places, and crises faster and easier than ever before.
Will you discuss your career journey?
There’s something magical about the act of soaring through the skies rather than remaining on the ground. I see my career journey as that idea coming to life. As a child, I was enamored with shows like Wonder Woman and The Jetsons . Though my education and early career path seemed to point in a different direction – I earned my political science degree from Brown University and my JD from Harvard Law School – that childhood dream of flight never
GoFly was my first step into making personal flight a reality. In 2017, we launched GoFly to design and build personal flyers –whether they be jetpacks, flying motorcycles, or human-carrying drones. Our goal was to create a compact, quiet flyer that could safely carry a
single person for 20 miles without refueling or recharging. We succeeded in bringing together 874 teams to pursue that dream, and while the technology wasn’t quite ready then, it laid the groundwork for what would become GoAERO.
The GoAERO team (this and opposite page)
The stark reality is that nearly five million Americans live in what we call “ambulance deserts,” potentially facing wait times of 25 minutes or more for emergency medical help. Current aircraft, while invaluable, have significant limitations – helicopter rescues can be extremely challenging in certain situations, while drones don’t have sufficient payloads and often can’t complete entire missions independently.
There are humanitarian crises and medical emergencies every single day, and FEMA’s disaster workforce operates at only about 65 percent capacity. GoAERO emerged from recognizing this critical gap. We’re harnessing
transformative technologies to save lives. For our $2.5+ million global GoAERO competition, right now we’re in the “paper stage,” which means we’re actively recruiting teams to join us to build autonomy-enabled Emergency Response Aircraft that can reach people, places, and crises where traditional methods fall short. These aircraft will be capable of conducting rescue operations without requiring onboard pilots – potentially saving more lives in disaster scenarios.
How valuable has it been for GoAERO to build partnerships with leading organizations such as NASA, Boeing, Honeywell, and RTX?
I can’t speak highly enough of our partners. These industry leaders share our vision of advancing aviation technology for the public good. They are the leading innovators in the aerospace sector, and we have all come together to use transformative aviation technology to usher in a new age of emergency response.
Did you always know that you had an entrepreneurial spirit and desire to build your own business?
I love the culture of entrepreneurship – the optimism, the constant learning, and the opportunity to solve complex problems alongside equally mission-driven individuals. The keys are being thoughtful about which missions we choose to pursue and surrounding ourselves with people who share our dedication to making a difference. Entrepreneurs need to weather the ups and downs, knowing that each challenge makes the eventual wins even more meaningful. Seeing one’s vision materialize –watching teams compete at the GoFly fly-off or building GoAERO vehicles to save lives – makes every challenge worth it.
What are your priorities for GoAERO as you look to the future?
My goal is to revolutionize emergency response by putting thousands of flyers into the hands of emergency responders and government agencies. This isn’t just about providing access to top-of-the-line technology – I want families to never worry about whether a loved one can get medical attention or escape a scary situation, whether in a remote location, trapped by natural disasters, or caught in urban gridlock. The technology we’re developing through GoAERO has the potential to transform crisis response and save countless lives. By pushing the boundaries of what’s possible in emergency response and aviation, we’re creating a future where help can reach anyone, anywhere, when every second counts.•
Example provided by GoAERO team 4Front Robotics
WOMEN LEADERS WOMEN LEADERS
Protecting Children’s Health
An Interview
with Dominique Browning, Director and Co-Founder, Moms Clean Air Force
EDITORS’ NOTE More than a dozen years ago, Dominique Browning convened a series of conversations with women who had expertise in climate policy, regulatory, and legal clean air issues, marketing, and business to discuss how to engage and mobilize people – and specifically mothers –to fight climate pollution. Moms Clean Air Force (momscleanairforce.org) was formed out of those conversations, with the mission of changing the focus of the national conversation about global warming from polar bears to people. Over the next decade, Moms Clean Air Force has grown to become a national organization of more than 1.5 million mothers, with several dozen state chapters, uniting to protect children’s health and well-being by making sure clean air, toxic chemicals, and climate rules and laws are as strong as they can be. Prior to working at the Environmental Defense Fund, Browning spent decades in the magazine world where she worked as an editor at Esquire, Texas Monthly, and House & Garden. At the Washington Post’s Newsweek in the 1980s, she broke the glass ceiling in becoming the first woman assistant managing editor of any of the U.S. news magazines. She is the author of several books and has contributed regularly to Time.com and The New York Times. She is the recipient of the Audubon Women in Conservation’s prestigious Rachel Carson Award and was recently honored with an Advocates Award from Environmental Advocates of New York.
Dominique Browning
to learn how to do everything from answering phones, taking dictation, and booking appointments for the executive women and men to whom I reported, all the way to writing direct mail copy and learning to read budgets. I went on to Esquire, from there to Texas Monthly (what was considered flyover country by New York media) and then to Newsweek, shedding administrative tasks and taking on editing duties as I grew. I loved working with good writers –and I realized I also loved managing people, finding, hiring, and cultivating talent, building teams, working the system to showcase our work, getting my finger on the pulse, and thinking three to six months to a year out about what was going to matter. At Newsweek, I was promoted to become an assistant managing editor, the first female top-level editor at any of the three major news magazines, so that was a glass ceiling cracked. I went on to edit Mirabella, and then to resurrect House & Garden for Conde Nast. That magazine folded in 2007, as the economy was
tanking, design businesses took a huge financial hit, the internet was making inroads into print, and the magazine industry slipped into a free fall from which it has never recovered. I published a book about that period of my life, wrote book reviews and essays for The New York Times, and consulted for The Wall Street Journal on their weekend paper.
Then, in 2009, I took an assignment from the Environmental Defense Fund to write an internal newsletter about their work. That was when a lightbulb switched on. I had always kept up my interest in science and health. I’m a passionate gardener, too, and so I pay attention to weather and seasons and heat and rain trends. I became increasingly anxious about global warming. I’d been paying attention to this since my Newsweek days, and we followed the evolving science in our pages. At House & Garden , a wonderful writer named Zem Joachim published a monthly column about sustainability and great design, and Bill McKibben and Sue Halpern wrote a monthly column about how they incorporated sustainability into their daily lives and their home.
Will you discuss your career journey?
On the face of it, perhaps my career path looks unusual. After abandoning dreams of becoming a doctor and dropping out of a pre-med major (I’ll come back to this), I got a job in the magazine business. Why? Not because I was a huge reader of magazines – I read one, Ms. Magazine, my feminist Bible –but because my sister happened to hear about a publishing course at Radcliffe, and I needed a direction. That course opened a fascinating world to me; I moved to New York City and started out at American Photographer , then moved to Savvy Magazine , the magazine for executive women – a new kind of creature who deserved her own manual. Those were both start-ups, and a great opportunity
While I was interviewing scientists, policy makers, and economists at EDF, I realized that no one was communicating with regular people, people like me, mothers who cared about their children’s futures and wanted to understand what they could do to fight global warming (beyond putting clothes outside to dry), but felt locked out of the conversation, unfamiliar with the jargon and scientific terms, and confused about what actions they could take that would lead to meaningful change. That was the “Ah-ha!” moment that led me to found Moms Clean Air Force. In 2011, a tiny group of us – mothers who cared passionately about tackling the climate crisis –decided to try a new approach to the problem: harness the power of mothers to protect their children’s health. Everything I learned in my magazine career, from communicating simply and clearly to editing copy and building a brand, to mobilizing around a mission and to forming, leading and running a team of creative individuals – all of that has served me so well in the building of Moms Clean Air Force.
What was your vision for creating Moms Clean Air Force and how do you define its mission?
The vision is simple: inform mothers about what is happening and invite them into Congressional offices to share their stories about how air and climate pollution were impacting their lives. Sounds simple? The first time I accompanied a group of mothers into a U.S. Senate building, they paused nervously at the threshold, and one of the women turned to me and asked, “Are you sure this is legal?”
Make no mistake: air pollution and greenhouse gas emissions are inextricably linked. So, we open doors into the Environmental Protection Agency to testify about cleaning up the air and their responsibility under a jewel in the crown of American laws, the Clean Air Act. We demand that polluters, and makers of toxic chemicals – for which we are the guinea pigs – be held accountable, and to stop harming us and our children, who are even more vulnerable than adults.
How has Moms Clean Air Force evolved over the past decade?
We have evolved over the past decade as we have taken our energy and strength into significant new areas of focus: toxic chemicals and the pollution from the petrochemical and plastics industries. Speaking of meaningful solutions: we all thought that recycling plastics was a good thing. It turns out that while glass and metals are wonderfully recyclable, plastics are so full of toxic chemicals – thousands of them – and that it is in fact dangerous to be burning them in incinerators, which is what’s happening now. Lots of toxic pollution gets into our air, so a plastics crisis becomes an air crisis. That’s a huge new area we are tackling. As we have grown, we have also intensified our work in states, especially our work stopping methane pollution from the fracking industry, the so-called natural gas industry – because as we harvest methane gas, we get toxic volatile organic compounds and other harmful ingredients.
Our work has evolved in a deeply personal way, for me. I now have a grandson, age eight,
whom I love whole-heartedly. I think about him daily, as we plan our work. I think about how the world will look when he is in his twenties, thirties, and forties, and when he himself might become a father. And my thoughts are often filled with horror at the mess we are facing. The world will become increasingly dangerous and unsettled as our weather systems intensify and our resources – our access to food and to clean water, for instance –are overwhelmed. But then my thoughts are also filled with hope, and with awe: awe at the engineering prowess and the scientific breakthroughs in clean energy, in clean transportation, and in safe chemicals; and hope that we will raise up the brave new political leaders who will usher in the necessary systemic changes needed to confront this new world. Of course, many of them will be the very moms we are training right now.
Will you provide an overview of Moms Clean Air Force’s work?
We work on the health impacts, particularly on children, of air pollution, climate pollution, toxic chemicals, petrochemicals, and plastics. We work to create strong laws and regulations to protect us from the sources of these pollutions and toxins. We work at the federal, state, and community levels, and we work especially hard to raise the voices of community members directly impacted by the production of these pollutants. Our moms tell their stories: the mom in Houston whose child’s asthma is aggravated by the diesel truck pollution from a depot right by her home; the mom in Pennsylvania who has to care for her child suffering from a childhood cancer, and worry about his exposure to toxic chemicals and air; the great grandmother in Arizona who can’t leave the house without oven mitts because metal stair railings burn her hands during those unbearable and long heat waves; the mom in Montana who has to move her family away from flooding – our stories go on and on.
How critical are metrics to track the impact of Moms Clean Air Force’s efforts?
Metrics are incredibly important. We monitor our press hits carefully – the more people we reach with our messages the better – and we work hard to keep our social media community engaged and growing. Some things are easier to measure –moms testified before the EPA over 260 times last year in support of strong clean air protections; our membership count is well over 1.5 million; our work yields thousands of media hits per year; and our social media channels have more than 500,000 unique followers with a reach of more than 10 million impressions – both statistics being much higher than the nonprofit industry average.
Some are less tangible, and they are among my favorites. I set out, in starting Moms, to change the conversation about global warming from polar bears to people. No one was talking about the impact of a warming planet on people’s health, on children’s health. Moms Clean Air Force has succeeded beyond my wildest dreams: now everyone is talking about children’s health. Global warming isn’t about something happening in a faraway place, or in a faraway future. We are feeling it every single day, on our skin, in our homes, in our towns and cities. So many more people get it now than did 10 years ago and people want something done. They understand this is a bigger problem than one person can handle on her own. We need massive transformations of our life systems. That’s underway. Not as fast as I’d like it to go, but it is happening.
What are your priorities for Moms Clean Air Force as you look to the future?
For the future our priorities are the same: Protect our children’s health. Show people the way to demand and drive change. Harness the power of love, the love we feel for our children, our families, our homes and our lands. We build on love – the most sustainable, renewable energy we have ever known.•
On October 6, 2022, Moms Clean Air Force and advocates from environmental justice, public health, and environmental organizations gathered outside the White House as part of a nationwide day of action to call on President Biden to take immediate action to cut methane pollution from the oil and gas industry
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
A Blend Of Tradition And Innovation
An Interview with Francesco Allegrini, Chief Executive Officer, Allegrini Wines
EDITORS’ NOTE In 2024, Francesco, Matteo, and Giovanni Allegrini took over the majority of the shares in their family business, which was already a leading producer of Amarone wine in Valpolicella. The company is now considered one of the most prestigious Italian wineries in the world. Currently, the three brothers own 86 percent of the company, while the remaining 14 percent is owned by their cousin, Silvia Allegrini. All of them play important roles in company management, showcasing the dedication and perseverance that inspire the company’s vision. Francesco is the CEO, Giovanni is the Cellar Coordinator and Brand Ambassador, and Matteo coordinates relations with foreign countries. Silvia is responsible for external relations and coordination with strategic partners.
WINERY BRIEF
Francesco Allegrini
ancestor, Giovanni Allegrini, set the company on its quality-focused path in the 1960s, a vision that continues to guide the brand. Launches like Corte Giara in 1989 brought Allegrini wines to a broader audience, while the new Allegrini Wine Distribution initiative expands the portfolio to include other brands. The recent development of Tenuta Merigo, a production center and tourism destination set to open in 2027, reflects the family’s blend of tradition and innovation.
What have been the keys to Allegrini Wines’ strength and leadership in the industry?
The Allegrini (allegriniwines.com) vineyards are located in three prestigious areas of Italian viticulture, namely Valpolicella, Lugana, and Soave. These vineyards dominate the landscape and produce wines that reflect the unique local terroir and style, with a focus on preserving the fruit’s integrity during the winemaking process. Starting from 2024, all of Allegrini’s wine-growing lands in Valpolicella Classica will be exclusively situated on hills. Since 1854, Allegrini has been an essential part of the history of Valpolicella Classica. The winery is located in Fumane, a province of Verona, and owes its existence to the intelligence and hard work of Giovanni Allegrini. In the 1960s, he transformed the agricultural practices of his ancestors into a thriving business and was one of the first to prioritize quality over quantity. The innovations he introduced were pivotal to the rebirth of Valpolicella and form the basis of the distinctive “Allegrini” style that has gained international recognition.
Will you highlight the history and heritage of Allegrini Wines?
Founded in 1854, Allegrini has deep roots in the Valpolicella Classica region and is recognized for its commitment to quality, particularly with Amarone. Today, the company is led by me and my brothers, Matteo and Giovanni (holding 86 percent ownership) with our cousin Silvia owning the remaining 14 percent. Our
Allegrini’s leadership is built on consistent quality, strategic partnerships, and a trusted distribution network. With a legacy dating back to 1854, the company offers a heritage that reinforces its reputation. Recently, a focus on Valpolicella Classica wines, a more structured management team, and collaborations with institutions like the Peggy Guggenheim Foundation and Altagamma have strengthened its standing. The creation of Allegrini Wine
An Allegrini vineyard (above); crates of grapes from Allegrini vineyards (top)
Distribution reflects the family’s adaptability to new market demands.
Will you provide an overview of Allegrini Wines’ offerings and vineyards?
As I mentioned, Allegrini is strictly connected to Valpolicella, and our main goal is to provide the best of the production of Valpolicella Classica, but since 2018 my father Franco also expanded the production in Lugana. So, discussing the main range of our wines:
• Palazzo della Torre Veronese IGT: This iconic wine reflects Franco Allegrini’s expertise and creativity. The grapes come from Villa Cavarena, a key vineyard restored by the family in the early 2000s.
• Valpolicella Classico DOC: An authentic expression of Corvina Veronese, made with grapes from Monte Dei Galli vineyard and ideal for everyday enjoyment.
• Amarone della Valpolicella Classico DOCG: Allegrini’s flagship Amarone, crafted using Franco Allegrini’s innovative appassimento techniques, with grapes from Villa Cavarena and a repurposed industrial area.
• Lugana DOC Oasi Mantellina: Produced in a pristine natural area, this wine showcases the unique qualities of Turbiana grapes grown on clay-rich soils.
Where do you see the greatest opportunities for growth for Allegrini Wines?
Valpolicella Classico, with its fresh, fruitdriven profile and balanced acidity, pairs well with a variety of foods and is ideal for a younger, modern audience. Its versatility makes it suitable for both casual gatherings and refined dining, positioning it as a growth driver for Allegrini.
How has technology impacted the winemaking process?
The Terre di Fumane facility embodies Allegrini’s commitment to quality. Here, grapes for Amarone are dried under controlled
conditions, with air circulation ensuring an even drying process. Franco Allegrini’s introduction of barriques alongside traditional Slavonian oak barrels and innovative appassimento techniques enriches the wine’s quality.
Will you discuss Allegrini Wines’ commitment to sustainability?
Sustainability is integral to Allegrini, with vineyards cultivated on diverse, hillside landscapes rich in biodiversity, including woods and meadows. Restoration projects preserve Valpolicella’s cultural and natural heritage. Partnerships with institutions and certifications like Equalitas, achieved in 2019,
underscore the company’s commitment to responsible practices and transparency.
How do each of you focus your efforts at Allegrini Wines, and what has made the working relationship between the four of you work so well?
Each family member has a distinct role: Me, as CEO; Giovanni overseeing production and brand representation; Matteo managing exports and international relations; and Silvia coordinating strategic partnerships and external relations. Our complementary skills create a balanced and effective team.
What are your priorities for Allegrini Wines as you look to the future?
Immediate goals include developing the Tenuta Merigo production center by 2027, enhancing the Allegrini brand with a focus on the restaurant sector, and reducing production for quality. Corte Giara will be refreshed with updated branding and expanded distribution. Structural growth also involves recruiting new talent and implementing innovative practices and systems.•
Allegrini owners Matteo, Silvia, Giovanni, and Francesco Allegrini (left to right)
Appassimento - an Italian winemaking technique that involves drying grapes off the vine to create a more concentrated wine (above); Allegrini wines (below right)
Park Hyatt New York Manhattan Suite
Park Hyatt New York (parkhyattnewyork.com), the Forbes Travel Guide Five-Star award-winning hotel on Billionaire’s Row, has unveiled its latest masterpiece, the Manhattan Suite, located on the hotel’s 25th floor. Representing a $10 million investment, this exclusive suite, complemented by two additional connecting suites, forms an expansive
3,500-square-foot retreat with three bedrooms, three bathrooms, two powder rooms, and two balconies, accommodating up to 10 guests. With sophisticated furnishings and distinctive design elements, the Manhattan Suite offers an unparalleled residential experience, exuding refined elegance and showcasing breathtaking 270-degree views of Manhattan’s iconic skyline. Debuting during the hotel’s 10th anniversary this year, the suite marks a significant milestone in Park Hyatt New York’s multimillion-dollar renovation, celebrating a decade of luxury and innovation.
Clockwise from below: Manhattan Suite office, dining room, living area, kitchen; Opposite page - Clockwise from upper left: reading area, bedroom sitting area, bedroom
The Manhattan Suite features a bespoke art collection and over 50 New York and art-inspired coffee table books, meticulously arranged to create a warm and inviting atmosphere. Curated by Tatar Art Projects, this ensemble includes works by renowned artists, authors, sculptors, designers, and artisans whose creations have graced prestigious venues such as the Guggenheim Museum. The centerpiece of the suite’s living room is an awe-inspiring 165-inch Sharp TV, a towering display that brings vibrant art to the forefront and perfectly complements the suite’s luxurious design. This striking blend of cutting-edge technology, fine art, and exquisite furnishings elevates the space, creating a setting where art and elegance coexist in perfect harmony.
Sawyer & Company, the New York-based boutique design studio, crafted the interiors to reflect the city’s creative spirit while paying tribute to the hotel’s rich artistic heritage. Drawing inspiration from New York’s dynamic essence, geometric and organic elements are blended to create
a harmonious interplay of energy and tranquility. Purposefully conceived to be both expansive and intimate, the Manhattan Suite offers a unique fusion of spacious elegance and private comfort featuring richly textured fabrics and graceful furnishings.
Nearly 18-foot floor-to-ceiling windows with breathtaking views of the striking skyline and Central Park allow natural light to fill the space during the day and the city lights to dazzle at night. The spacious living area is elegantly designed to host social gatherings or facilitate meetings, featuring a dining table for eight and a Bernardaud dinnerware collection. The kitchen is equipped with premium Miele appliances – including a built-in microwave and wall oven, induction cooktop, 24-inch fully integrated dishwasher, and a Master Cool™ fridge-freezer – bringing a sense of refined residential comfort to this luxurious setting. The primary bedroom in the Manhattan Suite also includes a private bar, complete with a renowned wine selection.
Guests can indulge in restful sleep with soft SFERRA linens on Bryte Balance king-size beds, equipped with AI-powered, multi-sensory technology that helps combat jet lag, promote quicker sleep, and ensure deeper rest. The lavish bathrooms further enhance the stay, featuring Le Labo amenities and the latest hair dryer from renowned stylist Rossano Ferretti. The opulent master bathroom offers a dual vanity, a walk-in rain shower functioning also as a steam room, an oversized marble soaking tub, heated marble floors, a Toto electric toilet, and bidets.
The Manhattan Suite experience is elevated with exclusive amenities such as a dedicated concierge, a personalized welcome gift, a refrigerator and mini bar stocked to guests’ preferences, and the option for custom embroidered robes or pillowcases. Guests can also enjoy complimentary daily breakfast, indulgent spa treatments at the award-winning Spa Nalai, and seamless airport transfers to and from local NYC airports.
For the most discerning traveler looking to experience luxury in Manhattan, the Manhattan Suite at Park Hyatt New York is the place to stay.•
HOSPITALITY HOSPITALITY
Delivering Authenticity
An Interview with Amanda Frasier, President, Standards and Ratings, Forbes Travel Guide
EDITORS’ NOTE As President of Standards and Ratings, Amanda Frasier oversees all aspects of Forbes Travel Guide’s Star Rating system. Frasier directs the continual refinement of FTG’s service and facility standards and serves as the Chair of the Standards Advisory Committee, whose members provide valuable industry input on trends in global hospitality. She also leads the production of shows and events, including The Summit, the exclusive international showcase for FTG’s Star Award winners and luxury brands to collaborate, network and celebrate. Frasier spearheads the by-invitation-only Brand Officials program, connecting thought leaders in luxury goods and services with the Star-Rated community.
Will you provide an overview of your role and areas of focus?
My role, while extremely broad and diverse day-to-day, has two key focuses that I must remain on top of no matter what else is happening. The first is the continual evolution of the standards, ensuring they remain in line with changing consumer perceptions of luxury and service, and concurrently, how that expectation is measured and how what we do is relevant and geographically nuanced as a global system.
In more recent years, I also preside over the production of our annual event, The Summit, where we proudly bring the worlds of travel and luxury together for education, powerful networking, and entertainment-filled evening shows.
ORGANIZATION BRIEF Forbes Travel Guide (forbestravelguide.com) is the only independent, global rating system for luxury hotels, restaurants, spas, and ocean cruises.
How do you describe Forbes Travel Guide’s mission?
While our method and standards have evolved to stay in touch with current trends, since 1958 the travel guide has stayed true to its mission of providing a tried-and-trusted approach to recommending the very best places to stay, dine and now spa and cruise around the world. We remain independent and unbiased – a rating cannot be bought. We remain committed to delivering authenticity that is deeply guarded and equally respected as a core brand value and hallmark of our Star Ratings.
What have been the keys to Forbes Travel Guide’s impact and leadership in the industry?
When it comes to the Star Ratings, for those that both use our list for travel planning inspiration and earn our rating, it is demonstrating consistency in the method and approach that provides a very important level of trust, which we certainly don’t take for granted. In the same way guests have that unspoken level of confidence when selecting the same hotel to return to based on how certain they are of the service levels they will receive, we take the same pride in the influence we know we have in this space and hold ourselves highly accountable to the same, if not higher, expectations.
Will you discuss Forbes Travel Guide’s ratings process?
The uniqueness of our system is what sets it apart from similar processes. We are not a facility-driven checklist, and our annual guide is not assembled based on a popularity contest.
Rather, the process starts with a selection of eligible properties being scheduled – without their knowledge – for an evaluation. The inspector we send – who has received extensive training from FTG – stays at the hotel or cruise ship or experiences the spa or restaurant and is asked to report on whether staff demonstrated the requirements we have. While there are more than 500 standards for the average hotel, we are more focused on the service versus the facility. The facility must be excellent in quality and condition, but we know it is how the staff makes the guest feel that counts for a majority of the final impression the guest will have. As such, we write standards that allow this to be measured and then captured as part of a final score. The guest we send, our inspector, does not specifically determine the final award. This provides a crucial added level of integrity to our process. The inspector provides answers and then that is computed as part of an algorithm that is centered around 30 percent facility, 67 percent service. While we are mostly objective, there is also some necessary and deliberate subjectivity accounted for as part of a Guest Experience score – up to an additional 3
Amanda Frasier
Amanda Frasier takes the stage at The Summit in Las Vegas in 2024
percent – when it comes to assessing things we know are important to a guest, such as value for money and overall impression of the sense of luxury.
Will you highlight Forbes Travel Guide’s focus on the areas of wellness, sustainability and responsible tourism?
Within the evaluation process –across hotels, restaurants, spas, and now cruise ships – we measure wellness not only as a set of defined standards, but also as a classification. This means we now place a heavier weight on the performance based on these requirements, especially in recent years with the impact the pandemic had on guests focusing on their health. Why? Because the average guest is also now more hyper-focused on well-being and in turn, expects this from the travel experience. Guests want to feel well during and after a trip, and in the luxury space, they are expecting this at an especially high level. On behalf of the guest, our standards serve to continue to hold properties accountable for these expectations and assist to continually raise the service bar.
While we don’t have a defined set of sustainability standards for 2025 in the official evaluation, we know how environmentally responsible a hotel operates is a deciding factor when selecting a place to stay. As such, we work in partnership with our Responsible Hospitality Ambassador, Hervé Houdré, to offer properties the chance to become verified on our own proprietary Responsible Hospitality platform and display that verification as a mark of excellence in this area. It lives alongside the Star Rating to help better guide travel decisions.
changing. This shift makes stepping into roles that may have once been considered male-dominated positions more approachable for women to fill.
If we even look at the way it has become more and more commonplace to combine personal and business trips – even at our own Summit, we have made it easier than ever before to travel with a guest, and we actively encourage our invitees to blend it into a personal trip. And we can’t overlook the fact we are all living longer, healthier lives, and this also provides new opportunities, especially when your family and children are older, and you are not quite ready to retire. A balance of work and personal life will certainly continue to be exactly that, a balancing act, but as society evolves, the more balanced career opportunities will also become.
You have been with Forbes Travel Guide for almost 20 years. What has made the experience so special for you?
Without a doubt the people. We have a fairly close group of employees. Some of us have worked together for upwards of 15 years, so we know each other pretty well, too. I also think the fact we are mostly all remote all over the world, connecting when we are passing through the same city or at an event, makes you appreciate each other a little bit more.
What was the vision for creating The Summit annual luxury travel conference where travel and luxury meet, and how has this event evolved?
For many years, we have celebrated the tremendous achievements of all our Star Award winners annually, and the event has always been a wonderful moment in the year to gather the industry together. However, as we have grown and evolved, and as luxury and the travel industry have grown and continue to evolve at a rapid pace, we always wanted to bring a deeper level of development programming to the show. We know making that commitment to travel and being away from your business for a number of days is a significant investment of one’s time. So, we wanted to ensure that when you attend The Summit, we provide a program rich with varied educational content, new data and trends along with incredible networking experiences that not only serve to make you a better business and leader, but also enrich your personal growth, too. We also
bring up to 100 of the world’s finest luxury travel professionals to The Summit, using our trusted platform of influence to connect travel buyers to our collection of world-class properties. And of course, we put on spectacular evening events with bespoke performances to celebrate the industry. For 2025, our event is being held in Monaco, and we have some very special surprises planned.
Do you feel that there are strong opportunities for women to grow and lead in the industry?
Yes, I do. And we are seeing more and more leadership positions filled by women in recent years. Significant C-suite and CEO roles are being filled by extremely talented and influential female leaders as a complement to incredible male leadership. I think it’s easy to say the industry needs to do more to ensure women can step into these roles, and this is true of any industry to be conscious of, especially when shifting work and time away from home is part of the role, as the travel business is notoriously known for. But I also think the changes we now see reflect society evolving and the way we live our day-to-day lives is
Of course, for those of us in a role that requires travel – which is a majority of the team – the chance to visit places and properties you may never have otherwise had the chance to do so makes for a treasured collection of experiences over the years that I never take for granted. While I don’t travel as much as I used to, when your work provides you the opportunity to get on a plane and fly to a new country or city, this is certainly a privilege, and it gives you an entirely different perspective on life.
What advice do you offer to young people interested in building a career in the hospitality industry?
Diversify your experience and do as much as you can across multiple disciplines in the industry. Whether you prefer one area of the business over another, force yourself to do the things that may not seem as appealing or important to you, so you can get the hands-on practical exposure. It will serve you more than you realize in the longer term, it will open more doors when you least expect it, and ultimately it will make you a better leader when you get to that point in your career – even if you are terrible at it. I was a terrible housekeeper, but I did it, and it taught me admiration and respect for one of the lesser-seen, but most hardworking departments, in any hotel.•
Amanda Frasier at The Summit at Resorts World Las Vegas in 2023
HOSPITALITY HOSPITALITY
The Peninsula Way
An Interview with Samir Ibrahim, Managing Director, The Peninsula New York
EDITORS’ NOTE Samir Ibrahim has been with The Hongkong and Shanghai Hotels, Limited (HSH) since September 2009 when he first joined The Peninsula New York as Front Office Supervisor. His caring approach to colleagues and strong engagement with guests were well-recognized with promotions to Director of Front Office in April 2014 and Director of Rooms in June 2016. During his tenure as Director of Rooms, he provided interim support at The Peninsula Chicago for four months in 2018 and The Peninsula Paris for 12 months later that year, before returning to The Peninsula New York in July 2019. In May 2021, he became Hotel Manager and was promoted to Managing Director in February 2024. Ibrahim earned a BBA degree in marketing from Pace University and an MA degree from Columbia University.
We are very excited about the updates and changes we have made at the hotel. It started with all the guestrooms where we brought an updated version of our Peninsula offering to provide a modern twist celebrating the New York landscape. Our rooftop bar, which is a place for all New Yorkers to congregate before the sun goes down and while the stars are in the sky, was completely refurbished with retractable awnings on both terraces. We also livened up our lobby which is the first and last place our guests experience at the hotel. We have received very kind and generous feedback from our guests about the renovation and we are excited about the future.
What are the keys to be effective with your restaurant/food and beverage offerings?
I think it is important to be flexible and to adapt to the current times. Times have changed and you need to provide the guest with multiple offerings and variety in order to be successful.
The Peninsula brand has a long history of providing a leading spa and wellness product. Will you discuss this focus?
This is a big part of The Peninsula Hotels DNA. We offer services to appeal to all guests from around the world, and to have a spa on the 21st and 22nd floor of the hotel with skyline views makes it an oasis. We offer a pool with panoramic views of Central Park. In addition, we just renovated our gym and fitness room with all new equipment. We have received great feedback from our guests on this offering.
PROPERTY BRIEF The Peninsula New York (peninsula.com/en/new-york) elevates Fifth Avenue as it unveils the completion of a comprehensive interior design renovation, debuting a refresh of 219 guest rooms and suites, alongside public spaces and select dining venues. Led by the award-winning New York City-based Bill Rooney Studio, the property-wide renovation, which the renovation completed in September 2024, includes the hotel’s lobby, r eception, Palm Court, and the reimagined rooftop lounge, Pen Top. A landmark building on renowned Fifth Avenue since 1904, The Peninsula New York drew inspiration for its renovation from the elegance of Manhattan’s Roaring 1920s era blended with a refined simplicity that is both fresh and elegant, complete with bespoke amenities and personalized services.
What have been the keys to The Peninsula New York’s industry leadership?
The expectations of The Peninsula New York will never change – to provide impressionable service and lasting memories. This is our goal for anyone who walks through the doors. This is called The Peninsula Way. It is about personalized service that leads to memories that people take with them for a lifetime.
Will you highlight the recent renovation at The Peninsula New York?
Samir Ibrahim
Lobby staircase at The Peninsula New York
How important has it been for The Peninsula New York to build its workforce and to have so many members of its team be a part of the hotel for decades?
In this business, people make the difference. It is the software first, the hardware second. The pride that the employees bring each and every day to this property is what motivates me in my position and what has gotten me to 15 years. We have doormen who have been here for 25 years, bellman who have been here for 30 years, waiters who have been here for 30 years – it is an incredible blend for success. The reason they have been here for so many years is because of the way they feel and because of the way they make others feel. I believe that this is a crucial factor to the success of any business.
How do you define the meaning of a true luxury hotel experience?
The word luxury is used often, and I believe it is about the manipulation of the five senses. How can you bring luxury to each sense? This translates into memorable, personable, impressionable, enjoyable – to me, that is the definition of luxury. The key is to be able to do it consistently.
How do you balance the impact of technology on the business with the need to maintain the human touch?
This is a people business, and the reason our guests come back again and again is because of the relationships they make with our employees and the interactions between the guest and the staff. Without the human touch, it is really not hospitality. Technology needs to be a part of enhancing the guest experience, but this cannot take away from the human touch and personal relationships.
Did you know early on that you wanted to pursue a career in the hospitality industry?
I did not aspire to be a hotelier, but I fell in love with the business because of the company culture I was fortunate to step into. I am proud to be a part of Peninsula. I always knew that my career would be in the landscape of people, communication, and positivity. I thought that I would work in the field of sports as an athlete growing up, and I realized that there are so many parallels between sports management and hospitality management. I am inspired every day to come to the hotel and try to get the very best out of a team and group of people in a similar way to how a coach tries to take a team to a championship. I love being a hotelier; I love being in this industry; and I love coming to a place where I have an opportunity to make a difference in people’s lives.
How valuable has it been to have owners who are so engaged and invested in the hotel?
It is everything. It is the fuel that feeds one’s passion for wanting to be a part of the hotel. You can feel the support of ownership in the building, and this is a big factor in our ability to be successful.
What are your views on the state of the New York City travel and tourism market?
I am a New Yorker. I was born in New York City and received an excellent education here. This is the most resilient city in the world. No matter what the City faces, it comes back stronger. It is exciting to see the streets filled with people and the travel and tourism business remaining so strong.
What advice do you offer to young people interested in building a career in the hotel business?
I tell them to be patient and to trust the process. I started at Peninsula as an overnight manager which at the time was a lowerlevel opportunity than I wanted based on my academic degrees, but I made a conscious decision to give it a chance and I have been given the opportunity to learn and grow. You need to build a foundation of understanding of what it takes to get to the top.•
Grand Suite living area
HOSPITALITY HOSPITALITY
Creating Life-Altering Experiences
An Interview with Richard Anderson, Founder, Anderson Expeditions
EDITORS’ NOTE As an eightyear-old boy visiting the Kruger Park with his family, Richard Anderson had the fortune of a near-death experience involving a lilac breasted roller, a pride of lions feasting on a giraffe, two very angry black rhino bulls, and a game ranger recovering from a triple bypass. A life exploring the wonders of Africa was, thereafter, inevitable. After university, Anderson was trained and subsequently guided in the Kruger National Park and in Northern Zululand in South Africa where his naturalist passions, including animal behavior and birdwatching, were developed. He spent time leading leopard research safaris and as a specialist private guide on various South African reserves. Pursuing his passion for exploring the bush on foot, Anderson then trained and qualified as a walking trails guide and led multi-day walking safaris in the northern Pafuri region of the Kruger National Park. After an exploration of South America’s natural areas in Brazil, Argentina, Bolivia, Peru, and Chile, Anderson was subsequently employed by a leading lodge operator in Peru to head up their guide training and guest experience division at their Amazon rainforest, Machu Picchu, and Cusco lodges. Upon returning to Africa, Anderson established himself as a pan-African safari guide, leading specialist trips throughout southern and east Africa and as far afield as the Horn of Africa and the central, west region of the continent. He has led kayaking expeditions in Madagascar, walking trails in the Kruger Park, cultural expeditions to the Omo Valley, canoe trails on the Zambezi River, and flying safaris on the Skeleton Coast. He regularly guides trips to Namibia, South Africa, Botswana, Rwanda, Tanzania, and Kenya and has recently added Ethiopia and Chad to his repertoire. This template for tailormade expeditions fitted perfectly with Anderson’s knowledge and experience of the South American continent. He has led expeditions in search of jaguars and tapirs in the Brazilian Pantanal, trekking adventures through the Andes in Peru, yacht-based explorations of the Galapagos Islands, and journeys to the “end of the world” in Patagonia and Tierra del Fuego.
that embrace conservation and community support while guiding travelers to some of Africa and South America’s most awe-inspiring destinations. Anderson Expeditions specializes in creating immersive experiences that minimize impact and maximize connection, offering three distinctive ways to explore:
• Guided Safari: Travel under the care of an Anderson Expeditions specialist guide, whose expertise enriches every moment of the journey, from start to finish.
• Independent Safari: Venture solo with hand-picked recommendations for destinations, experiences, and local guides.
• Remote Expeditions: Embark on adventurous wilderness explorations, led by seasoned experts and tailored to each traveler’s spirit of adventure.
With every private journey, Anderson Expeditions donates to local conservation or community organizations, reinforcing a commitment to sustainable travel. Repeat travelers return time and again, drawn by a deeply personalized approach, honed to each guest’s preferences.
Will you provide an overview of Anderson Expeditions and how you define its mission?
Anderson Expeditions is a company that creates life-altering experiences for our guests. We add value to the conservation and community in the parks, regions, and countries we send our clients. We also aim to create value for the people within the Anderson Expeditions team and network of guides and partners.
Our mission is to create exceptional travel experiences by leveraging our expertise, knowledge, and strong relationships with partners, guides, and communities across Africa, South America, and beyond. We focus on crafting journeys that connect our guests deeply with local cultures and landscapes, emphasizing the unique connections that define every expedition. Our approach combines expertly designed itineraries with a commitment to building meaningful relationships, ensuring each guest leaves with lasting memories and a genuine appreciation of the destinations we serve.
COMPANY BRIEF Founded by Richard Anderson, Anderson Expeditions (andersonexpeditions.com) designs tailor-made safaris and expeditions
Richard Anderson
Anderson Expeditions’ clients in a helicopter above the Okavango Delta in Botswana
How do you describe the Anderson Expeditions experience?
Anderson Expeditions is an owner-run business with a foundation in personally guiding safaris and expeditions across Africa and South America. Every team member has over 25 years of on-the-ground experience as guides and operators, ensuring a personal approach throughout the guest journey –from planning to travel. The business is small and personal, operated by an exceptionally knowledgeable and experienced team. Our team’s guiding background informs the culture and delivery of every guest experience.
Will you highlight Anderson Expeditions’ destinations?
In Africa, we have destinations in Southern and East Africa; Central West Africa (Chad, Gabon, Republic of Congo); Madagascar; Ethiopia; and the Seychelles. In South America, our destinations can be found in Peru, Brazil, Argentina, Chile, and Ecuador/Galapagos.
How important is it for Anderson Expeditions to actively support conservation and community-based initiatives as part of its journeys?
Supporting conservation and community-based initiatives is a key pillar of Anderson Expeditions’ operations. I am one of the original travel partners to the conservation entity African Parks (AP) and lead multiple expeditions and donor visits annually to highlight and support their efforts.
Anderson Expeditions also plays a critical role in promoting conservation-minded travel to areas outside traditional safari zones, such as Chad, Niassa (Mozambique), and the Republic of Congo.
Will you discuss the strength and expertise of the Anderson Expeditions team?
The strength of the Anderson Expeditions team lies in vast on-the-ground experience in safari areas and a natural EQ for matching destinations, guides, and experiences to meet the discerning needs of our clientele.
Our team is comprised of safari guides across Africa and South America; guide trainers, and camp and lodge developers/operators; and hospitality trainers in regions like Peru, Madagascar, Congo, South Africa, Tanzania, Botswana, and Uganda. Additionally, the team includes an elite group of specialist guides with
over 25 years of experience in pan-African safaris/expeditions. These guides are experts in areas such as naturalism, photography, birding, and safari operations.
Did you always know that you had an entrepreneurial spirit and desire to build your own company?
My entrepreneurial spirit developed over time as I sought to be the master of my own destiny. Working across two continents, I frequently provided travel advice and planning for guests and colleagues visiting Africa and South America. This organic demand for my knowledge led me to channel my expertise into a business that aligned perfectly with my guiding skills.
In the early years, I personally planned and led all safaris. Repeat guests and word-ofmouth referrals have been the cornerstone of Anderson Expeditions’ growth over the past 17 years. Today, the team consists of long-standing colleagues and friends from my early guiding career, maintaining the same level of tailored expertise.
What are your priorities for Anderson Expeditions as you look to the future?
Our future priorities are to:
1. Continue delivering exceptional safaris and expeditions across Africa and South America.
2. Maintain our focus on the fundamentals – top-level travel planning, personal and efficient client communication, and the best guides in the industry.
3. Remain hands-on and specialists, avoiding the impersonal nature of mega travel businesses.
4. Further grow and formalize our impact on conservation areas and communities.
5. Consider expanding our geographical offerings beyond Africa and South America.•
Anderson Expeditions’ accommodations in Ennedi, Chad
Pafuri walking safari in Kruger National Park in South Africa
HOSPITALITY HOSPITALITY
Elegance On The Beach
An Interview with Deborah Yager Fleming, Chief Executive Officer & Partner, Acqualina Resort & Residences on the Beach
EDITORS’ NOTE Deborah Yager Fleming joined Acqualina Resort & Residences on the Beach in March 2004 after having served as Vice President, Sales & Marketing, at Island Outpost where she managed marketing campaigns for 12 boutique hotels. She also garnered valuable experience in New York at The Leading Hotels of the World where she held senior management positions and implemented the design of worldwide sales strategies and innovative marketing programs.
Deborah Yager Fleming
PROPERTY BRIEF With a lushly landscaped 4.5-acres of seaside bliss, world-class restaurants, curated amenities and spacious rooms and suites, all with balconies and water views, Acqualina Resort & Residences on the Beach (acqualinaresort.com) is at the center of Miami’s Sunny Isles Beach providing an exclusive experience and an ultra-luxurious beach lifestyle. The property is the recipient of the coveted Forbes Five Star Award and the AAA Five Diamond Award.
Acqualina Resort & Residences is known for a culture of continuous improvement and reinvention. Will you discuss the recent developments that have taken place at Acqualina?
We recently completed a renovation of our entire Mezzanine floor which includes our Fitness Center, Board Room, and intimate Ballroom spaces. We set out to provide our guests and residents with an even greater level of luxury living. We are continuously inspired by our oceanfront setting and our passionate team members who go above and beyond to deliver exceptional experiences. In 2024, Acqualina was named the #1 Resort in the U.S. by U.S. News and World Report and received the #1 Hotel accolade as well. It is important to us to ensure our facilities are not only well maintained, but improved by creating an even more special environment for our customers to enjoy. With this in mind, we set out to elevate our gathering and event spaces with enhancements that include the finest materials in the world. We commissioned Isabel Tragash, principal of STA Architectural Group, one of South Florida’s leading architecture and design firms. Isabel has been our lead designer at Acqualina for more than two decades and
she was tasked to prioritize color, which has been a core element of our iconography ever since the resort opened in 2006 when we debuted our trademark red umbrellas and vibrant green lawns directly next to the sea. Our newly opened oceanfront fitness center called AcquaFit features vibrant green marble reminiscent of the turquoise sea that wraps several spaces. The fitness center was outfitted with all-new state-of-the-art cardio and strength equipment by Technogym ARTIS collection and ECO flooring.
How do you describe the Acqualina experience?
Acqualina is a Mediterranean-inspired resort open to the sea with all of the luxurious necessities and the warmth of European charm. It is beyond a resort, but more of a home environment and feel that provides a
respite, well-being, and expansive amenities for everyone in the family to enjoy. We strive to give all who walk through our doors the greatest urban resort living experience, modern conveniences, and longevity. Our beachfront setting is our hallmark and our happy, dedicated team members are graciously welcoming and many of our guests love the experience so much they buy apartments at Acqualina or at our sister residential properties.
What can guests expect from Acqualina’s new three-bedroom suite?
The new three-bedroom suite was designed in collaboration with Isabel Tragash and Virgilio Mariano, founder of Ideal Casa Italian furniture. The new suite features sleek furniture, modern bathrooms in marble with covetable amenities, exquisite light fixtures in every room and an expansive private terrace that offers breathtaking views of the Atlantic Ocean. The suite exemplifies Acqualina’s commitment to offering an unmatched stay for
Acqualina’s lush grounds feature outdoor living room settings with sumptuous furniture on seashore paspalum grass and are dotted with umbrellas in the resort’s signature red color (top); The new three-bedroom suite
guests, particularly those who are looking for extra room without sacrificing style. We created spaces that call to our coastal surroundings yet stand out with sophisticated elements that resemble a high-design villa in Europe. The entryway of the suite extends to two separate living areas, where a soothing neutral backdrop showcases ocean views. The living spaces and dining room are dotted with Ideal Casa Italian furniture offering both a rich heritage and contemporary design, including a statuesque console with walnut drawers and silver finishes. The main living area features a sculptural sideboard and fluted coffee table with a bronze glass top, and velvet diamond-designed “Alison” armchairs. The living space is further enhanced with two mosaic calm abstract area rugs. The suite offers a full gourmet kitchen outfitted with everything one would need for a long stay. The three full bedrooms feature Acqualina’s white sateen linens and a duvet cover in a champagne trim, and elegant drapery. The bathrooms all have Veno Oro marble and modern fixtures. A favorite part of the suite is that you can see the sunrise from the terrace that faces the ocean and the sunset from the terrace that faces the Intracoastal waterways.
What have been the keys to Acqualina’s strength with its food and beverage product, and will you highlight this offering?
We offer an exquisite selection of outdoor dining experiences overlooking the Atlantic Ocean. Costa Grill, which is exclusive to hotel guests and Acqualina residents, is a true gem with a unique location directly adjacent to the beach, offering a diverse menu of Floridian cuisine with Mediterranean influences. The
dining tables are shaded by elegant palms and vibrant red umbrellas. Costa Grill provides stunning views of the Atlantic Ocean in a casual, family-friendly dining atmosphere. Our three restaurants open to the public do not disappoint and include the renowned Il Mulino New York, the acclaimed Italian restaurant, that captivates diners with its energetic ambiance. There is indoor and outdoor dining on an expansive terrace with a retractable roof. Just off the Acqualina lobby is Ke-uH, a Japanese fusion cuisine restaurant serving a menu tapas style, using only the finest quality ingredients. This elegant and modern dining setting offers guests indoor and outdoor seating with views of the Atlantic Ocean. We also offer beachfront dinners perfect for couples and families.
Acqualina is proud to feature Avra Miami, a Greek and Seafood destination restaurant located at The Estates at Acqualina and connected to Acqualina Resort by an exclusive sky bridge. The airy space boasts a sophisticated yet warm atmosphere and features a glamorous aesthetic. A fun fact – each of our dining venues features ocean views.
Will you highlight Acqualina’s event space and capabilities?
Our renovated Mezzanine level is meant to feel as though you are in a Grand Penthouse Apartment with the most luxurious textiles, glamour, and pristine white sand cream colors. I love the luxe feeling of how designer Isabel Tragash manages to blend different materials that complement each other and play off of our oceanfront setting. Our furniture pieces offer clean lines and natural shapes. Each piece is sophisticated and timeless. The materials throughout the space are onyx, marble, stone,
and wood providing high quality to all of the areas. The color palette features various shades of warm white with champagne and bronze metal trims. The custom flooring features large-format marble tiles and bespoke rug inserts. The color and textures are very soothing. Every detail from the luxurious wallcovering to the accents in champagne pull you into each event space. We incorporated modern touches and technology in all of the glamorous meeting rooms. The ballroom can accommodate 100 people for a reception with the adjacent oceanfront view terrace offering space for another 50 persons. The ballroom can be sectioned into smaller spaces that hold up to 40 persons. Our Board Room accommodates 14. Our new meeting and event spaces are perfect to celebrate your personal and professional milestones at Acqualina. We set out to balance modern elegance with a timeless aesthetic, selecting neutral colors with accent shades. The result is elegance on the beach.
Will you discuss Acqualina’s investment in its team and commitment to training and service standards?
We make our team member engagement initiatives a priority with recognition and gratitude for each person on the team. We embraced artificial intelligence and automation, giving our team more time to spend with our customers. We focus on elevating successful learning and development programs and initiatives using technology to create courses that ensure the continuous development of our leaders. The main objective is to ensure continuous development and succession planning for our workforce and provide team members with the tools to deliver a Five Star performance with remarkable consistency. This has helped us continue to achieve a 95 percent guest satisfaction score. At Acqualina, we have always pursued relentless excellence embracing Kaizen principles of continuous improvement, respect, and teamwork to build a highly effective organization. We are constantly looking for ways to gather data to determine areas for improvement in processes, quality, efficiency, etc. We embrace collaboration to generate potential solutions and process improvements, and test and implement the most promising solutions. We also monitor results, adjust as needed, and standardize successful changes.
What has made leading Acqualina so special for you?
The team members that I am lucky to call my colleagues who deliver great care and attention not only to our customers, but to each other as well and our common will to go the distance. Being surrounded by dedicated individuals fuels me and having the unwavering support from my partners Eddie, Jules and Stephanie Trump for their trust and confidence and for always believing that nothing is impossible. It is a dream come true to be part of a story behind every facet of what we have accomplished from the creation of the brand to our continued growth.•
The reimagined ballroom at Acqualina is the perfect backdrop for events of all kinds
HOSPITALITY HOSPITALITY
The Power Of Personalization
An Interview with Abe Liao, Managing Director, The Watergate Hotel
EDITORS’ NOTE Abe Liao is the Managing Director at the famed Watergate Hotel. Previously, Liao served as Vice President of Operations at Aimbridge Hospitality, where he oversaw up to 20 hotels across the continental United States, with a specialization in independent and soft-branded hotels. Prior to Aimbridge, Liao was Regional General Manager at Lore Group in Washington, DC, overseeing both Riggs Washington DC and Lyle Washington DC. During his tenure, he led Riggs DC to numerous accolades, including its inclusion in Travel + Leisure’s World’s Best Hotel Awards and Condé Nast Traveler’s Readers’ Choice Awards. Liao’s career is underscored by a deep commitment to community and hospitality excellence. As a sitting member of the Board of Directors for the Hotel Association of Washington DC, he continues to contribute to the local hospitality landscape. In addition to his professional accomplishments, Liao remains actively involved in the local community.
Next Whisky Bar, and spectacular Top of the Gate rooftop bar and lounge with 360-degree views. Another property hallmark is the exclusive Argentta Spa and fitness facility, complete with a lavish indoor pool. The hotel is conveniently located near many of Washington, DC’s most popular destinations including The John F. Kennedy Center for the Performing Arts, a mere one mile walk to The White House and National Mall, and in the near vicinity to Georgetown shopping, George Washington University, Embassy Row and the picturesque Dupont Circle.
What interested you in leading The Watergate Hotel and made you feel it was the right fit?
I was attracted to the legacy and history of the hotel. Its legendary stature not only in Washington, but globally, really made me feel like it would be an amazing opportunity. While the hotel is well known for “the scandal,” it is also an intriguing place to gather, meet, celebrate, relax, and indulge,
whether you are a single traveler, or attending a 400-person gala.
Will you highlight the history of The Watergate Hotel?
The history of the hotel permeates in all that we do. The history of The Watergate Hotel lives in our bold design, naming of spaces, branding, and imagery. We also have a Scandal Suite, where we pay homage to the actual event.
PROPERTY BRIEF Under the ownership of international real estate developer Euro Capital Properties, The Watergate Hotel (thewatergatehotel.com) features select interiors by illustrious designer Ron Arad along with intriguing sculptural furnishings from Italian furniture company Moroso. The Watergate Hotel boasts 336 stylish guestrooms, including six exquisite Diplomat Suites, 24 premier suites and two stately Presidential Suites, as well as 27,000 square feet of flexible meeting and event space, including a brand-new ballroom and 10,000 square feet of outdoor terraces overlooking the Potomac River. Hotel guests and local residents alike can enjoy access to dining at Kingbird restaurant, in addition to its energetic bar, The
Abe Liao
Scandal Suite and sitting area details
What have been the keys to The Watergate Hotel’s industry leadership?
The Watergate Hotel has solidified its place through a consistent legacy of exceptional customer experience and exciting amenities. As a truly independent hotel, we are able to provide our guests with unique experiences and able to evolve our amenities as trends change, but also remain true to ourselves.
Will you highlight The Watergate Hotel’s suite offering?
We have an amazing suite product with one of a kind sweeping views of the Potomac River, Georgetown, and the Kennedy Center. There is no other location like it. With various suite room types, we have something for all guests and their preferences. We are also well designed to configure groups of rooms, up to six rooms behind one door as an example.
How has The Watergate Hotel approached its food and beverage offerings, and what are the keys to being successful in this part of the business?
We stay up to date on industry, food and drink trends, ensuring we are current and as an independent hotel, we can quickly adjust and adapt our offerings to meet and exceed guest expectations. Kingbird and The Next Whisky Bar feature exceptional design, and Top of the Gate has unparalleled views of any hotel in Washington, DC. Paired with innovative food and drink offerings, seasonal activations and offerings, they are venues of choice for locals and visitors alike.
How critical is providing personalized service and customizing the guest experience in delivering a luxury guest experience?
This is at the center of all we do, every day. Personalization is luxury.
Did you always know that you wanted to work in hospitality and what has made the industry so special for you?
This wasn’t my profession of choice, but at an early age, my mother was my inspiration. She spent 35 years in the hotel business, retiring when she was an Area Director of Banquets for two hotels here in the DC area. She encouraged me to pursue a career in the industry, but insisted I start from the bottom and work my way up. This has been exactly my journey, which I have always viewed as a gift. Learning all the roles on my way to Managing Director has allowed me to relate and connect with colleagues at all levels of the business. As any good leader, or specifically a hotel leader, would say, our teams are everything. We cannot accomplish anything without team members at all levels of our business contributing at a high level. People have been at the core of our business since its inception and will always be at the core of hospitality.
What advice do you offer to young people interested in a career in the hotel business?
Be humble, don’t be afraid of the work, put in the hours, be genuine, be honest, take notes, find your mentors, care deeply about your team, hold yourself and those around you accountable, have incredible integrity, show some grit, and celebrate the successes and don’t repeat the mistakes.
The Next Whisky Bar (above and left)
HOSPITALITY HOSPITALITY
Intertwined With New York City’s Vibrant History
An Interview with Sofia Vandaele, Regional Director of Operations, Luxury and Lifestyle, New York City and General Manager, InterContinental New York Barclay
EDITORS’ NOTE Sofia Vandaele launched her career in her native country of Belgium and held numerous sales and marketing roles working at properties including Sheraton Hotels Brussels and Starwood Hotels Central London. She continued to advance her career with managerial positions in competitive markets including Sheraton Belgravia Hotel (London, United Kingdom); W New York, The Court & The Tuscany (New York City); W New York – Downtown (New York City) and The London NYC. Prior to The Barclay, Vandaele served as General Manager at Hilton Paris Opera (Paris), where she led a $50 million renovation at the 268-room full-service hotel. Presently General Manager of The Barclay since 2018, Vandaele leads a team of 400 staff for the flagship luxury property. A hospitality veteran with 25+ years of experience, Vandaele serves on numerous boards including Hotel Association of New York City – Board of Directors and Executive Committee member (2018); New York Tourism and Conventions –Board of Directors and Executive Committee member (2020); and IHG Americas DE&I Board Member (2019).
with the city’s electric history since. Originally part of Grand Central Terminal’s urban design plan, the hotel has remained intertwined with New York City’s vibrant history for nearly 100 years. As the centennial celebration approaches, Barclay’s Journey to 100 is highlighting stories of the hotel and its guests, sharing cherished memories and historic events.
Evolving with the times, The Barclay has undergone spectacular renovations and technological enhancements throughout the years but has not lost its historical luster.
The property draws guests from all around the globe and is located off elegant Park Avenue, in the heart of midtown Manhattan’s East Side near the city’s most exclusive Fifth Avenue and Madison Avenue shopping, dining, Broadway theaters, museums, Rockefeller Center, Times Square, Central Park, Grand Central and the United Nations headquarters.
We often say, The Barclay is close to everything and not in the madness of anything – easy to get around town from here for whichever reason you visit The Big Apple.
How valuable is it to have such a strong suite product and do you see this as a differentiator for InterContinental New York Barclay?
InterContinental New York Barclay boasts 704 well-appointed guestrooms, 32 of which are suites. These include our B-Suite Collection, an array of luxurious accommodations with a residential feel. The crown jewel of the collection is The Harold S. Vanderbilt Penthouse. It’s truly the most majestic suite on Park Avenue and has played host to politicians, celebrities, and other dignitaries. The suite is 2,700 square feet and includes an oversized living space with floor-to-ceiling windows, two bedrooms, a gym, and a private 1,300 square foot terrace with unobstructed views of the Chrysler Building. The suite has been the location for award winning movies
PROPERTY BRIEF Built in 1926, the classic, yet contemporary InterContinental New York Barclay (icbarclay.com) has completed an extensive renovation and is welcoming guests with a heightened level of personalized service, residential warmth and luxury, and a vigorous Sustainable Hospitality program. The completely redesigned property boasts 704 well-appointed guestrooms, including 32 suites and an opulent Presidential Suite, as well as a luxurious Harold S. Vanderbilt Penthouse Suite; The Parlour, featuring a selection of fine, crafted spirits; and more than 20,000 square feet of flexible function spaces. Two elegant ballrooms serve as premium venues for memorable New York weddings, benefits, and galas, affirming The Barclay’s position as the hotel of choice for the business, diplomatic, cultural, and social circles.
Will you provide an overview of InterContinental New York Barclay and how the property is positioned in the market?
InterContinental New York Barclay opened its doors in 1926 and has been intertwined
Sofia Vandaele
and shows including Billions and Succession It’s the ultimate New York City suite and is an absolute differentiator for InterContinental New York Barclay.
How has InterContinental New York Barclay approached its restaurant/food and beverage offering, and what are the keys to being successful in this part of the business?
We offer The Parlour Bar & Restaurant, which is a nod to the hotel’s 1920s origin evoking the spirit and the glamour of old New York. The food and beverages at The Parlour celebrate the city and the hotel’s history and culture, focusing on seasonality and leaning into local and sustainable ingredients, many of which are sourced right outside of the city. The property welcomes beehives to the rooftop each spring and our chefs harvest honey alongside herbs grown on site for use in our cocktails menus, a differentiator from other New York City hotel restaurants. While The Parlour and our Club InterContinental both serve delicious food and drinks, our bartenders, servers, and other staff are the key to being successful. The level of intuitive service is unmatched.
Will you discuss InterContinental New York Barclay’s focus on offering personalized service and a customized guest experience?
InterContinental New York Barclay customizes the guest experience in a number of ways. For example, Perle, a digital concierge who personifies our text messaging services offers one-click high touch service to guests, providing information on everything from the best places to dine out in the city to our various on-property offerings. Perle is named in honor of Perle Mesta, one of our most famous guests,
and is our beloved virtual hostess. Additionally, guests can peruse our online amenity category, picking and choosing which in-room amenities are right for them during their stay with us. We also recognize how incredibly important it is to have in-person interaction and have a dedicated guest relations and concierge team at the ready to help with any needs and wants. This team is focused on providing incredible occasions to our guests – from helping pull off the perfect birthday surprise to executing a beautiful anniversary dinner – and no detail is spared. InterContinental Hotels & Resorts also offers brand-wide initiatives for our guests as well. For example, we, along with the InterContinental brand, have a partnership with Timeshifter, a jet lag app that uses the latest circadian science to adjust to a new time zone.
How critical is it for InterContinental New York Barclay to build a diverse and inclusive workforce to mirror the diversity of the guests it serves?
It is absolutely critical for InterContinental New York Barclay and for IHG Hotels & Resorts. The industry itself still has a way to go, but it’s wonderful to see it becoming more diverse and inclusive overall. I personally sit on the DEI board for IHG Hotels & Resorts Americas and make a daily effort to encourage a culture of support, inclusion and respect, valuing each and every associate, regardless of department and title. We have implemented “Journey to Tomorrow,” as part of IHG’s brandwide initiative, that includes yearly goals that ladder up to a variety of important factors, including diversity, equity, and inclusion. Journey to Tomorrow champions a diverse workforce where team members of all cultures share ideas, support one another, and, in turn,
contribute to making a positive impact on each other’s day-to-day.
How do you define the role of the general manager and what are the keys to being effective in the role?
It’s difficult to clearly define the day-to-day of a general manager as we wear many different hats. No two days are the same, which makes this job incredibly exciting, but not without its challenges. I have three key pillars of responsibilities as a general manager, which are work colleagues, hotel guests, and property stakeholders – which includes ownership, hotel competitors, and the community which we service and operate in. I believe the key to being effective in this role is to be an open, honest, and inclusive leader, regardless of the situation. Growing up in Belgium in a hospitality environment (of my parents restaurant) and in a destination with a unique culture – a culture of compromise, for example – shaped me by providing me with certain personality tools and traits – understanding, adaptability, empathy, etc. Enforcing authority and control does not make a great, or even a good, general manager. An effective general manager listens, learns, and then leads – in my case, again, it’s the guests, colleagues and stakeholders that impact me and vice versa. I also believe that it is pertinent to focus and celebrate the small victories and joys, otherwise it’s very easy to get caught up in the negative minutiae that can impact the day-to-day.
Did you know at an early age that you wanted to pursue a career in the hospitality industry, and what has made the industry so special for you?
I was drawn to the hospitality industry from a young age, growing up in Belgium, and I loved interacting with different personalities and being of service. My parents had a restaurant where I experienced hospitality in some shape or form my entire life. I seemed to have “Barclay Service” instilled in me from the beginning. I then studied hotel management at university, which solidified my desire of making hospitality my chosen career path, and began my initial sales and marketing career with Starwood Hotels & Resorts (now part of Marriott International) in Brussels and quickly worked my way up to Hotel Manager just a short few years after working with Starwood. I then joined the Sheraton Belgravia team as the Hotel Manager, which catapulted my career trajectory in hospitality management – from London, to New York, Paris and back to New York City.
What advice do you offer to young people interested in building a career in the hotel industry?
Meet as many people and experience as many places as possible. Say yes to as many opportunities as you can. You never know what will impact you positively in the future. Channel your passion – both ROI and ROE (Return on Effort) are incredibly important and make a big difference in building a career. Finally, focus and refocus regularly – stay clear on what you are striving towards and your goals at hand. This sometimes requires you to tweak your lens, like a camera, and retool your path forward.•
InterContinental New York Barclay’s bar and restaurant, The Parlour, is a perfect intimate hideaway within the lobby
HOSPITALITY HOSPITALITY
An Unsung Economic Powerhouse
An
Interview with Julia Simpson, President and Chief Executive Officer, World Travel and Tourism Council
EDITORS’ NOTE Julia Simpson is President and Chief Executive Officer of the World Travel and Tourism Council. She spent 14 years in the aviation sector on the Board of British Airways and Iberia and as Chief of Staff at International Airlines Group. Before joining British Airways, she was senior adviser to the UK Prime Minister. She held a number of key positions in the UK government and public sector, including Director at the Home Office and Department for Education and Employment; Assistant Chief Executive at the London Borough of Camden; and Head of Communications at the Communication Workers Union. Simpson is on the Board of the London Chamber of Commerce.
ORGANIZATION BRIEF
economic and social worth? Kissinger noted how fragmented the travel and tourism industry was, which meant its immense value often went unrecognized. So, a small group of leaders formed WTTC with likeminded CEOs from across the world who represented all aspects of our business. Today we have Chris Nassetta from Hilton, Tony Capuano from Marriott, Elie Maalouf from IHG, Sébastien Bazin from Accor sitting alongside Pierfrancesco Vago from MSC Cruise, Manfredi Lefebvre from Abercrombie and Kent Travel Group, Greg O’Hara from Certares, Audrey Hendley from American Express, among many others. The list of luminaries comprises almost 200 top leaders.
What excited you about the opportunity to lead WTTC and made you feel it was the right fit?
It matters. It brings joy. It brings wealth. It breaks down prejudice. I worked in aviation for 14 years. The sector is made up of great people. I have a small but brilliant team who are agile, creative, and make stuff happen. And I have one of the most influential and interesting boards ever, led by Greg O’Hara.
Do you feel there is an effective awareness of travel and tourism’s value and economic impact?
The mission of the World Travel and Tourism Council (wttc.org) is to maximize the inclusive and sustainable growth of the travel and tourism sector by partnering with governments, destinations, communities, and other stakeholders to drive economic development, create jobs, and reduce poverty while fostering peace, security, and understanding in the world. It is a membership organization representing the global travel and tourism private sector. From the outset, its members realized that hard economic facts were needed to help governments and policymakers truly understand the value of travel and tourism. Therefore, research into the growth, trends and challenges of travel and tourism underpins WTTC’s work.
How do you define the role of the World Travel & Tourism Council (WTTC)?
Travel and tourism is an unsung economic powerhouse. Pre-pandemic, our industry created one in ten jobs on the planet and contributed one in ten dollars to the global economy. So, our role is to explain the economic value of this great sector to governments. We are growing – but more than ever we are growing responsibly. While many countries recognize our value, a lot of developed economies take the industry for granted.
Will you highlight the history of WTTC and how the organization has evolved?
Over 30 years ago a group of great CEOs including Bill Marriott, James Robinson, and Colin Marshall went to see the former United States Secretary of State Henry Kissinger. They asked, why didn’t the U.S. government recognize our
We are now invited to G20s and G7, COP and hold our own world class Global Summit. We get the U.S. government to speed up visas. Saudi Arabia has thrown its weight behind our groundbreaking work on sustainability. We support a sector that will be worth $11 trillion this year, growing at almost double the rate of global GDP.
“The way this industry inspires, connects, and empowers individuals and communities is absolutely unique.”
Will you provide an overview of WTTC’s initiatives?
Data is our DNA – Economic, Social and Sustainability. We are the oracle. We have products like Hotel Sustainability Basics – a universally recognized environmental verification scheme for small hotels. We have research on AI – the opportunities and challenges; on decarbonizing oceans; on social impacts from COVID; on how to implement destination stewardship in popular destinations. We are thought leaders with practical solutions.
Awareness has certainly improved over the years, but there’s always more to be done to showcase just how significant the industry is. Travel and tourism is often undervalued, yet it contributes more than $11 trillion to the global GDP and supports nearly 350 million livelihoods worldwide. That’s no small feat, and we are committed to helping more people, and most importantly governments, recognize these vital contributions.
Will you highlight the talent and expertise of WTTC’s workforce?
The WTTC team is truly exceptional, filled with professionals who bring expertise across travel and tourism, policy, sustainability, and economic research. Their dedication to our mission is what drives our initiatives and partnerships, all with a shared vision for a thriving, sustainable future for our industry. It is an honor to lead such a talented and committed group.
What has made the travel and tourism industry so special for you?
For me, travel and tourism is about so much more than economic value; it’s about people. The way this industry inspires, connects, and empowers individuals and communities is absolutely unique. I’ve seen firsthand how tourism can change lives, preserve cultures, and drive social progress, and it is this impact that makes it a privilege to contribute to its growth.
What are your priorities for WTTC as you look to the future?
Looking ahead, my priorities will focus on accelerating our path towards net zero and sustainability, championing digital transformation to enhance traveler experiences, and advocating for policies that ensure travel and tourism remains resilient in the face of global challenges. By continuing to push for responsible growth, WTTC will remain a key player in shaping a sustainable, inclusive future for tourism.•
Julia Simpson
STEVE WOZNIAK
Apple Co-Founder
HPU’s Innovator in Residence
JOE MICHAELS
Former Director of NBC’s “TODAY”
HPU’s Broadcaster in Residence
MARC RANDOLPH
Netflix Co-Founder
HPU’s Entrepreneur in Residence
CYNT MARSHALL
Dallas Mavericks CEO
HPU’s Sports Executive in Residence
GAME CHANGERS
ELLEN ZANE CEO Emeritus of Tufts Medical Center
HPU’s Health Care Executive in Residence
DR. JOHN C. MAXWELL
Bestselling Author and Internationally Renowned Leadership Expert
HPU’s Executive Coach in Residence
HPU’s environment of excellence attracts CEOs, tech titans and global change agents who love mentoring students at The Premier Life Skills University.
BYRON PITTS Co-Anchor of ABC’s “Nightline” HPU’s Journalist in Residence
JINAN GLASGOW GEORGE Founder and Managing Director of NEO IP
HPU’s Intellectual Property Expert in Residence
RUSSELL WEINER
Domino’s CEO
HPU’s Corporate Executive in Residence
DEAN CAIN Famed Actor, Producer and Television Presenter HPU’s Actor in Residence
SUE DOWNES
CEO and Co-Founder of MyEyeDr. HPU’s Health Care Expert in Residence
DEE ANN TURNER
Former Chick-fil-A Vice President for Talent
HPU’s Talent Acquisition Expert in Residence
WILLIAM “BILL” E. KENNARD Chairman of AT&T’s Board of Directors and Former U.S. Ambassador HPU’s Global Leader in Residence
BOB RYAN Renowned Sports Columnist for The Boston Globe
