LEADERS Magazine October, November, December 2023 Volume 46, Number 4

COLEMAN

RUBENSTEINTEJADAMOORE HILTON SEGEL GRIFFIN

Type XX 2067

The Breguet Type XX has accompanied the most experienced pilots since 195 4, landing on the wrist with perfect precision. Make History with us.

On the Cover

Kenneth C. Griffin

Citadel

David M. Rubenstein

Carlyle

Jennifer Tejada

PagerDuty

Governor Wes Moore

Maryland

Liz Hilton Segel

McKinsey & Company

Alan Hassenfeld

Hassenfeld Family Initiatives

Ira Coleman

McDermott Will & Emery

Maggie Hardy

84 Lumber and Nemacolin

John S. Koudounis

Calamos Investments

Reverend Al Sharpton

National Action Network

Richard A. Rosenbaum

Greenberg Traurig, LLP

Governor Maura Healey

Massachusetts

Clive Davis

Sony Music

Wei Hu

Bank of China U.S.A.

Bill McDermott

ServiceNow

Warren Buffett

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).

LEADERS Magazine

Publisher and Executive Editor: David W. Schner

Editor: Darrell J. Brown

Advertising Executive: Laurie McClure Ferber

Printing: Calev Print Media – Freeport Press

Photo Credits: Cover Griffin, 8 - ©2017 Paul Elledge; Cover Rubenstein, 12 - ©Robert Severi 2019; Cover Tejada 160 - ©Scott R. Kline Photography Inc.; Cover Hilton Segel, 80 - ©Craig Gordon; Cover Coleman, 92 - ©2016 Gittings; Cover Koudounis, 163 - © Miles Boone; Cover Sharpton, 182 - ©Christopher Moore; Cover McDermott, 154 - ©2023 Mark DeLong Photography; 12 Washington Monument - ©Tami Heilemann; 18 Arsht - ©AETPHOTO715 - Alberto E Tamargo; 19 Arsht Center - ©Seth Browarnik, WorldRedEye.com; 20 Smithsonian - Courtesy of The Smithsonian; 23 - ©Ameen Qaisran 2016; 28 Dalio - ©Bridgewater Associates; 28 candid©NewYork-Presbyterian; 29 top - Grameen America; 29 bottom, 30 - OceanX; 32 author - ©Rogue Visuals FZ LLE 2018 - Christopher Pike; 32 candid - ©Tom Hampson, Visual Eye Creative; 34 King Charles - ©Pyramedia 2016; 49 author - ©Brian McConkey Photogaphy; 43 - ©People Magazine 2009; 44 - ©The Hollywood Reporter/Billboard 2020; 49 - ©2023 Wright Photo Studios; 50 author©Jeffrey Holmes 2007; 64-65 - ©6Corners Studio; 72 author - © Lee S. Weissman; 90-91 building - ©Don Hamerman 2013; 92-93 interiors - ©David Sundberg/Esto; 94 - ©Ken Jones Photography; 98 - ©Rene Perez/NYU Langone RED+F; 99 - ©Jeff Goldberg/ Esto; 100-101 buildings - ©2021 Max Touhey; 106 - ©Jason Torre; 107 - ©Montefiore Medical Center; 112- ©2013 Paul Morse; 126-127 buildings - ©NewYork-Presbyterian/Weill Cornell Medical Center & NewYork-Presbyterian/Columbia University Irving Medical Center; 128 author - ©Juliana Thomas; 128-129 candids - ©John Griffin/Stony Brook University; 132 - ©2021 Pamela Einarsen; 144-145 building - ©Chris Sanders; 151 top, 152 - ©Joe Andrucyk; 154-155 candids - ©2022 Terrell Maxwell; 158 candid - ©Dan Broll; 159 - ©Ryan Angel Meza/Ryan Angel Studio; 170 hospital - ©2015 St. Jude Children’s Research Hospital; 174 -©Kat Schleicher Photography 2020; 180 building - ©Udo Spreizenbarth; 168 - ©Liam Storrings for CORE; 169 - ©Jeff Tabb for CORE; 194 Bal Harbour©2016 Doug Castanedo; 198 stadium - ©Michael Clemens/Las Vegas Raiders; 199 - ©Jason O’Rear/Las Vegas Raiders; 204 Ken Kleinberg - ©Daniel Doperalski; 204-205 candids - ©Ammiel G. Najar; 208 - ©Dusty Brown Photography; 214-215 candids - ©2020 Leila Sutton; 223 - ©Abigail Volkmann; 230 author - ©HappyHaHa.com; 23 Palace marqee - ©J. Gregory Raymond; 240 author©Pope Photography Inc; 241 - ©2023 Tracy Wilcox/PGA TOUR; 245 top - ©Kat Goduco Photo; 246-248 candids - ©Joshua Qualls; 252 author - ©Jason Michael Lang; 252-253 wine, winery - ©Wildly Simple Productions; 256-258 - ©Nemacolin Woodlands Resort; 260 top, 261 - ©Troy Campbell 2020; 263 bottom - ©Gonzalo Caceres

LEADERS (ISSN 0163-3635 ) is published quarterly by Leaders Magazine, LLC, a Sandow brand; www.leadersmag.com. Leaders Magazine, LLC, Sandow Media, LLC and their respective affiliates, directors, officers, employees, contributors, writers and editors (collectively, “Publisher”) accept no responsibility for inaccuracies, errors or omissions with information and/or advertisements contained herein. The Publisher has neither investigated nor endorsed the individuals, companies and/or products that advertise within the publication or that are mentioned editorially. Publisher assumes no responsibility for the claims made by the Advertisers or the merits of their respective products or services advertised or promoted in the publication. Publisher neither expressly nor implicitly endorses such Advertiser products, services or claims. Publisher expressly assumes no liability for any damages whatsoever that may be suffered by any purchaser or user for any products or services advertised or mentioned editorially herein and strongly recommends that any purchaser or user investigate such products, services, methods and/or claims made thereto. Opinions expressed in the magazine and/or its advertisements do not necessarily reflect the opinions of the Publisher. Neither the Publisher nor its staff, associates or affiliates are responsible for any errors, omissions or information whatsoever that have been misrepresented to Publisher. The information on products and services as advertised in the publication are shown by Publisher on an “as is” and “as available” basis. Publisher makes no representations or warranties o f any kind, expressed or implied, as to the information, services, contents, trademarks, patents, materials or products included in this magazine. All pictures reproduced in the publication have been accepted by Publisher on the condition that such pictures are reproduced with the knowledge and prior consent of the photographer. As such, Publisher is not responsible for any infringement of any third party’s intellectual property or other rights arising out of any publication. LEADERS® is a registered trademark of Leaders Magazine, LLC. © Leaders Magazine, LLC 2023. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording or any information storage and retrieval system, without the written permission of the Publisher.

“Someone’s sitting in the shade today because someone planted a tree a long time ago.”

BANK OF CHINA U.S.A.

Leveraging our financial strength and global network to provide our clients trusted advice, financial support, and impeccable services across all industries.

The Joy of Giving Rob Hale, Co-Founder and President, Granite Telecommunications

48

A Learned Philosophy

Marty Edelman, Senior of Counsel, Paul Hastings LLP

50

Dare to Dream Miles S. Nadal, Founder and Executive Chairman, Peerage Capital

52

Leadership That Works

Douglas R. Conant, Founder & CEO, ConantLeadership

58

Bridging Gaps and Building Solutions

Liz Elting, Founder and Chief Executive Officer, Elizabeth Elting Foundation

Raise

60

64

Faith,

A Conversation between Nido R. Qubein, President, High Point University and Dr. Condoleezza Rice, 66th Secretary of State, United States of America

A Staple in the Modern World Paul V. McEnroe

186

A Community-First Response

Ann Young Lee, Co-Founder and Chief Executive Officer, CORE

188

Addressing Global Challenges Ayanda Dlodlo, Executive Director: EDS25, The World Bank

190

A Mental Health Journey

The Honorable Adam Smith, U.S. Congressman

192

Long-Term Investment

Matthew Whitman Lazenby, President and Chief Executive Officer, Whitman Family Development LLC

194

Technology, Analytics and Information Jane Possell, Executive Vice President and Chief Information Officer, CNA

196

Creating Valuable and Memorable Moments Qiava Martinez, Senior Vice President, Chief Sales Officer, Las Vegas Raiders

198

Personal Growth and Positive Change Gordon R. Caplan, Chief Executive Officer, Dutchess Management LLC

200

Making Kidney Disease a Medical Priority Kenneth Kleinberg, President and Director, and Lewis Kleinberg, Director, University Kidney Research Organization (UKRO)

204

Creating a Flywheel Effect

Jeffrey Queen, Chief Executive Officer, and Andrew Queen, Executive Chairman, Integrated Dermatology

206

The Best of Humans and Technology Greg Williams, Co-Founder, Chairman, and Chief Executive Officer, Acrisure

208

Tungsten Mining Lewis Black, President and Chief Executive Officer, Almonty Industries

Deeply Innovative and Highly Traditional Jill Kafka, Executive Director, Partnership Schools 214

Navigating a Path to Success

Bob Arnold, President and Chief Executive Officer; Leslie P. Sexer, LCSW, Chief Program Officer; Dennis Torres, Chief Health Officer; Bill Brucker, Chief Advancement Officer; Jim Vivier, Chief Operating Officer, Family Centers

218

Independence with Infrastructure

Jim Gold, Chief Executive Officer, Steward Partners Global Advisory

222

A Global Healthcare Brand Experience

Tahera Jaffer, Co-Founder and Chief Executive Officer, Health Innovation Investors Group

224

An Ecosystem of Opportunity

Tawan Davis, Founding Partner and Chief Executive Officer, The Steinbridge Group

226

A 96-Year-Old Gem

Michael E. Moran, Jr., President and Chief Executive Officer, Stamford Center for the Arts

230

Helping the C-suite Tell Their Stories Christopher Ullman, President, Ullman Communications

232

Creating Pathways to Success

Jill Gierasch, Superintendent, Cold Spring Harbor Central School District

234

A Poetic Exercise

Jan Dilenschneider

236

Control the Controllables

Greg Harden

238

Where Art and Spirituality Meet MaryLou Pagano, Executive Director, Sheen Center for Thought and Culture

240

Putting in the Work Keegan Bradley, Professional Golfer, PGA TOUR

241

A Venue Like No Other: Five Years of State Farm Arena

Brett Stefansson, Executive Vice President and General Manager; Sofi Armenakian, Head of Sustainability; and Camye Mackey, Executive Vice President and Chief People, Diversity and Inclusion Officer, State Farm Arena

242

Team Massachusetts

The Honorable Maura Healey, Governor, Massachusetts

246

Timeless Elegance Frédéric Panaïotis, Chef de Caves, Champagne House of Ruinart 250

On the Leading Edge Paul Hobbs, Founder, Owner, and Winemaker, Paul Hobbs Winery 252

The Future of Luxury Travel Tina Edmundson, President, Luxury, Marriott International, Inc. 254

Real Life Magic

Maggie Hardy, Owner & Chief Executive Officer, 84 Lumber, and Owner & Chief Executive Officer, Nemacolin

256

A Collection of Collections Trey Matheu, Managing Director, Nemacolin

258

Dream Makers Culture Deborah Yager Fleming, Chief Executive Officer & Partner, Acqualina Resort & Residences on the Beach 260

Delivering Exceptional Experiences

Louise Bang, Regional Vice President, Sales and Distribution, Caribbean and Latin America, Marriott International, Inc.

262

Be a Disruptor Stratis Morfogen, Restaurateur, Brooklyn Dumpling Shop and Brooklyn Chop House 264

Extraordinary People Working Together

EDITORS’ NOTE Kenneth Griffin is the Founder, Chief Executive Officer, and Co-Chief Investment Officer of Citadel, one of the world’s leading alternative investment firms. Intrigued by finance, Griffin began investing in 1986 as a freshman at Harvard. Four years later, he founded Citadel, driven by a focus on the combination of exceptional talent, advanced predictive analytics, and powerful software engineering. Today, the Citadel team of over 2,500 professionals is globally recognized as a market leader, investing on behalf of the world’s preeminent research institutions, universities, and healthcare organizations, with the mission of delivering superior long-term returns.

In 2002, Griffin and his partners established Citadel Securities, now one of the leading global market makers. Serving more than 1,600 clients, including many of the largest sovereign wealth funds and central banks, Citadel Securities has delivered enormous benefits to investors around the world. Over the past two decades, through its trading, research, and technology, Citadel Securities has created more transparent, resilient, and competitive markets both in the U.S. and abroad. Griffin is Non-Executive Chairman of Citadel Securities.

A passionate philanthropist, over the past three decades Griffin has provided more than $2 billion to advance initiatives with the power to transform lives. Griffin recently launched Griffin Catalyst (GriffinCatalyst.org), a civic engagement initiative encompassing his philanthropic and community impact efforts that advance solutions to the world’s greatest challenges.

Griffin Catalyst supports six key priorities: Education, Science and Medicine, Communities, Upward Mobility, Freedom and Democracy, and Enterprise and Innovation.

Working within these areas, Griffin Catalyst:

• Partners with visionary leaders and teams who are game changers in their fields.

• Makes strategic investments in highpotential initiatives with the power to transform lives.

• Mobilizes public and private resources to drive impact at scale.

FIRM BRIEF Citadel’s (citadel.com) ambition is to remain the most successful investment firm of all time. Across five core strategies, the firm strives to identify the highest and best uses of capital to generate superior long-term returns for the world’s preeminent public and private institutions. Based on performance through December 2022, Citadel was named the most profitable hedge fund of all time, posting $65.9 billion in net gains since inception.

How would you describe your approach to philanthropy?

My approach to philanthropy is similar to my approach to business: I look to partner with talented leaders and their teams who deliver results and advance solutions that are going to make a real difference in people’s lives.

Education is an important area of focus for me. Education is the foundation of opportunity in our country – it is the on ramp to the American Dream. If we are going to have

a thriving democracy, we need to have a population that is well-educated, and by championing high-quality education today, we empower our next generation of leaders to solve the problems of tomorrow.

Pushing the frontiers of science and medicine is another important area of focus. I am proud to have partnered with our nation’s leading medical institutions in our collective battle against cancer, neurodegenerative diseases, and other serious conditions. I know this work will deliver meaningful benefits to current and future generations.

How do you measure the success and impact of your giving?

We measure our success through the lens of how we better people’s lives. A great example of this is our support of Success Academy, the highest-performing free charter school network in New York City. Under the leadership of Eva Moskowitz, the team at Success Academy has a profound impact on the lives of their students who predominantly come from low-income neighborhoods.

When Success Academy’s eighth graders took multiple Regents exams this year – state

Kenneth C. Griffin

An Interview with Kenneth C. Griffin, Founder, Chief Executive Officer, and Co-Chief Investment Officer, Citadel

“Education is the foundation of opportunity in our country – it is the on ramp to the American Dream. If we are going to have a thriving democracy, we need to have a population that is well-educated, and by championing high-quality education today, we empower our next generation of leaders to solve the problems of tomorrow.”

tests that are meant for 11th and 12th graders –not only did over 90 percent of the middle schoolers pass the exams, but astonishingly, the pass rate significantly exceeded that of New York City’s high school students. Today, if Success Academy’s 53 charter schools were their own public school district, the district would be the highest performing in the state of New York.

I’m honored to support Eva and her team in their extraordinary work, and I hope it serves as a model of excellence and achievement for K-12 schools across our nation.

Where did your interest in and passion for philanthropy develop?

My parents and grandparents have been an incredible source of inspiration, and the lessons and values I learned from them continue to shape my philanthropic efforts. As the first in his family to go to college, my father, through his incredible work ethic, taught me the importance of grit and perseverance. My mother instilled in me a deep love of learning and the importance of making an impact.

My grandmother grew up on a family farm, without running water – and my grandfather didn’t have much more – but it was their public high school education that gave them the toolkit to forge their success in America as small business owners. Together, they built a heating oil distribution company, and they were actively involved in the community as both business and civic leaders. I still remember my grandmother sharing the story of how they provided heating oil for those in need during the winter.

Inspired by my family, and the incredible freedoms we enjoy as Americans every single day, my philanthropic support has been heavily focused on fighting for every child’s right to a high-quality education and enabling more people to pursue the American Dream.

You also give your time, energy, and ideas to the causes you support. What’s one example of such involvement that makes you particularly proud?

My team was deeply involved in the war against COVID. When the world began to shut down in early 2020, I learned that one of my colleagues and her family were unable to leave Wuhan. Working with the State Department, my partners and I provided support and financial assistance to bring our colleague’s family and 800 other Americans who remained in Wuhan safely home.

At home, we were instrumental in our work with political leaders and the FDA to drive a faster review process for potentially life-saving therapeutics. We also funded early vaccine development and therapeutics research globally, working with top research hospitals in New York City and London, and with the global Coalition for Epidemic Preparedness.

But the most important contribution we made was laying the groundwork for what would become Operation Warp Speed. My partners and I worked with the White House to advocate for the pre-purchase of vaccines before their efficacy was known so that pharmaceutical companies would aggressively invest in production capabilities on an accelerated timeline. By the time that safe and effective vaccines were approved, their immediate availability allowed Americans to receive shots faster than anyone had thought possible – ultimately saving hundreds of thousands of lives.

What was your vision for creating Citadel, and what have been the keys to the firm’s success?

I founded Citadel in 1990, a year after graduating from college. At the time, I saw an opportunity to use advanced quantitative analytics to value securities in a way that few others had implemented at that point. While we adopted what was then an uncommon approach to investing in the early 90s, looking back, our story over the last 30 years can be best summarized in four words: extraordinary people working together. The single most important contributor to Citadel’s success is without a doubt our people.

The power of our meritocracy is rooted in our willingness to not only make financial bets, but also to take bold bets on people. We have consistently promoted extraordinarily talented people very early in their careers into roles of

“While we adopted what was then an uncommon approach to investing in the early 90s, looking back, our story over the last 30 years can be best summarized in four words: extraordinary people working together. The single most important contributor to Citadel’s success is without a doubt our people.”

Ken Griffin greets Geah, the first Success Academy student accepted to Harvard, after his $25 million gift to increase enrollment at the public charter school network by 50 percent, unlocking access to high-quality education for 10,000 more New York City students

great responsibility. Gerald Beeson, my longesttenured partner and now Citadel’s global Chief Operating Officer, joined the firm as an intern in 1993. Peng Zhao, who became the CEO of Citadel Securities at the age of 34, joined us in 2006 after completing his PhD at UC Berkeley.

What sets our people apart so often is the energy and the intellect they bring to the table. And after more than 30 years, I am convinced that our best days as a firm lie ahead because we have never had a stronger team.

How would you describe Citadel’s business, and how has it evolved over time?

At our core what we do is engage in research –uncovering opportunities that the market underappreciates – and we generate our profits by committing our capital against those opportunities.

In our formative years, our research was largely driven by quantitative analytics that were not commonly used; today our research is largely driven by gifted market specialists who engage in deep fundamental research, often supported by the powerful analytics we have developed over the decades.

Did you always know you had an entrepreneurial spirit and desire to build your own business?

For as long as I can remember, I’ve been interested in business. In high school, I started an educational software distribution company which taught me at a very early age important lessons on the challenges of running a small business. During college, I had the chance to work for one of the world’s most important

technology companies debugging software. It was a terrific experience, but I didn’t enjoy the bureaucracy and lack of accountability. Founding Citadel was my way of securing employment at the kind of firm I wanted to work for: a place where you could make decisions quickly and decisively, and where you were valued based on the power of your ideas and the results you drove rather than your seniority within the organization.

What drove your interest in building an investment management firm?

I’ve always had an interest in understanding how financial markets work. In the third grade, I wrote that I wanted to learn how the stock market works. I still have a copy of this paper, and it hangs on the wall of my office. Four decades later, I am still striving to understand how the market prices stocks.

I started to invest in the markets as a college freshman in 1986, and during my college days I witnessed the meteoritic rise of private equity. In 1989, KKR took over RJR Nabisco, and I thought this was a transformational moment in the history of American business. I was certain I wanted to find a career in private equity after college.

But my early success in trading pulled me away from this ambition, and soon after graduating from college, I founded Citadel in 1990 and have never looked back.

What do you feel are the keys to effective leadership?

Effective leaders know that success is driven by great teams that deliver valued products and services.

First, effective leaders hire great people. There’s no such thing as an exceptional team comprised of average people –it simply doesn’t exist. Second, effective leaders empower their team members to make decisions and solve problems. This is key to developing people. Third, effective leaders create an environment where ideas are debated in the pursuit of knowledge and understanding. Companies that embrace reality are able to better meet the needs of their customers.

With all that you have accomplished in your career, what continues to motivate you?

I love working on many of the most important problems in financial markets with a team of extraordinarily gifted colleagues. It is fun to be part of a team that is always learning – pushing for and making an impact.

What advice do you offer young people beginning their careers?

Remember that the most valuable lesson you will learn in college is learning how to learn, and do not adopt the mindset that when you graduate from college you are “done” learning. In your career, you will have to constantly push yourself and expand your horizons if you want to be the best at what you do. Seek out challenges, find mentors early, and never let the learning phase of your life end.•

Ken Griffin addresses students and their families at Miami Dade College’s 2023 commencement ceremony after making the largest individual gift in school history to establish the Griffin Scholarship Fund, which will expand opportunity for thousands of hard-working, low-income students from Miami-Dade County

MAKING A DIFFERENCE MAKING A DIFFERENCE

Sprint to the Finish

EDITORS’ NOTE David Rubenstein is Co-Founder and Co-Chairman of the Board of Carlyle. Previously, he served as Co-Chief Executive Officer of Carlyle. Prior to forming Carlyle in 1987, Rubenstein practiced law in Washington, DC with Shaw, Pittman, Potts & Trowbridge LLP (now Pillsbury Winthrop Shaw Pittman LLP). From 1977 to 1981, he was Deputy Assistant to the President for Domestic Policy. From 1975 to 1976, he served as Chief Counsel to the U.S. Senate Judiciary Committee’s Subcommittee on Constitutional Amendments. From 1973 to 1975, Rubenstein practiced law in New York with Paul, Weiss, Rifkind, Wharton & Garrison LLP. Among other philanthropic endeavors, Rubenstein is Chairman of the Boards of the John F. Kennedy Center for the Performing Arts, the Council on Foreign Relations, the National Gallery of Art, the Economic Club of Washington, and the University of Chicago, and serves on the Boards of Memorial Sloan-Kettering Cancer Center, Johns Hopkins Medicine, the Institute for Advanced Study, the National Constitution Center, the Brookings Institution, the Lincoln Center for the Performing Arts, the American Academy of Arts and Sciences, and the World Economic Forum. Rubenstein serves as Chairman of the Harvard Global Advisory Council and the Madison Council of the Library of Congress. He is a member of the American Philosophical Society, Business Council, Board of Dean’s Advisors of the Business School at Harvard, Advisory Board of the School of Economics and Management at Tsinghua University, and Board of the World Economic Forum Global Shapers Community. Rubenstein is a magna cum laude graduate of Duke University, where he was elected Phi Beta Kappa. Following Duke, he graduated from the University of Chicago Law School, where he was an editor of the Law Review.

FIRM BRIEF Carlyle (carlyle.com) is a global investment firm with deep industry expertise that deploys private capital across three business segments: Global Private Equity, Global Credit, and Global Investment Solutions. With $381 billion of assets under management as of March 31, 2023, Carlyle’s purpose is to invest wisely and create value on behalf of its investors, portfolio companies, and the communities in which it lives and invests. Carlyle employs more than 2,200 people in 29 offices across five continents.

Where did your interest in philanthropy develop?

When I was growing up, my parents did not really have any money so philanthropy was not a word that was spoken much in my house. The focus at that time was on making sure we could pay our bills every week. When Carlyle became successful, I had more money than I needed for my family and realized that I should do something more than just build a big bank account. I began to think about people and organizations that had been helpful to me and decided that I should start getting involved and giving back. It was really a recognition that, in the end, someone with modest financial means in the beginning of life and a long last name that is ethnic probably could not have been so successful and made significant money in many countries around the world. I wanted to give back to society and to the country that provided me with an opportunity.

How do you approach where to focus your philanthropic work?

There is clearly great need in many areas and I get approached all the time, but you can’t

do everything. I set four standards for myself as I entered the latter years of my life, 20-plus years ago when I turned 50, as I am now 74. These standards are: I want to start something that otherwise would not get started; finish something that otherwise would not get finished; find something that I have an intellectual interest in so that I would not only be giving money, but also giving my time, energy and ideas; and find opportunities where I will likely see progress in my lifetime. These are the standards that guide my philanthropic work.

When you mention getting involved in areas where you will see progress in your lifetime, does this relate to the concept you use about it being a “sprint to the finish?”

My father made it to 85 and my mother made it to 86, so I do not have genes that are likely to take me to my 90s. I am not the greatest physical specimen and I do not work out as much as I should, although I think about working out often. I want to get things done, and I have observed that as you age into your 60s, 70s, and 80s, the brain does not work quite as well and the body does not work quite as well. It is a struggle to see which is going to go first, your body or your brain. I use the term “sprint to the finish” as I am trying to get things done

David M. Rubenstein

An Interview with David M. Rubenstein, Co-Founder and Co-Chairman, Carlyle

David Rubenstein and Sally Jewell, Secretary of the Interior, examine repairs to the exterior of the Washington Monument. Rubenstein donated $7.5 million for the refurbishment following damage caused by an earthquake in 2011

while I am able. You can never take life for granted. A friend of mine, Jim Crown, who was a leader in philanthropy, died recently in a car crash on a racing track in Colorado at the age of 70.

I do not want to slow down and smell the flowers, because at some point I will not be able to get things done the way I can now.

What led to the concept of “patriotic philanthropy” and what has made this such a major focus of your philanthropic work?

Many things in life happen by serendipity, and I think that some of the best things in life happen this way. When you were a young boy, you probably didn’t say that you wanted to run a magazine called LEADERS, and that you wanted to interview all these people in business and government. You kind of fell into it, and now you are really happy doing it and are very successful at it.

I didn’t say to myself that I was going to get involved in this area called patriotic philanthropy –what happened was that someone I knew told me that I should go to a viewing of the Magna Carta back in 2011, and when I got there I was told that it was not just a viewing, but that it was going to be auctioned the next night at Sotheby’s. The curator said that it would probably leave the United States after the auction, and I decided that I wanted to try to keep it in the United States, which is what happened when I bought it at the auction. The Magna Carta is now on long-term loan to the National Archives as a gift to the country and as a modest repayment of my debt to this country for my good fortune of being an American.

I was then approached by people about other important documents, such as the Declaration of Independence and the Emancipation Proclamation, and I started buying these documents to preserve them. Later, when the Washington Monument was damaged by an earthquake and it was clear that it would be difficult to get the funds from Congress to fix it, I decided to put up the money. This led to

my involvement repairing other important buildings, such as the Lincoln Memorial, Monticello, the Arlington House Mansion at Arlington National Cemetery and Mount Vernon, among other sites. Patriotic philanthropy is about doing things to remind people about the history and heritage of our country – to preserve documents that are important and to preserve buildings that are important. While you can go on the computer and see what is in these documents or look at these buildings, I believe that it is important for people to see the original document and actually visit the building because it reminds people about

the country’s history. There are many problems the country is facing today, and I can’t solve most of them, but I want to contribute what I can to remind people about our history so that they are more informed citizens. Thomas Jefferson said, “An informed citizenry is at the heart of a dynamic democracy,” and unfortunately our citizenry is not well-informed about our history.

Will you elaborate on your thoughts about the importance of studying and understanding history?

In the year 2000, the National Science Foundation conducted a study about whether we were falling behind in the sciences in competing with China, and the conclusion, not surprisingly, was that we were falling behind, which led to the creation of the acronym STEM. We decided that we needed to have more STEM education, and people became obsessed with the idea that if you did not have a STEM education, you would not be able to get a job, so the focus was on science, technology, engineering, and math. The social science people did not have a good acronym, and people started to believe that if they studied history, it would not help them get a job. The result is that history majors in the United States have gone from approximately 70 percent to around 2 percent today, which means people are not learning about history.

If you look at the degrees of people on Wall Street today, some studied STEM, but clearly not all. I think that you learn to think creatively and effectively problem-solve from studying the social sciences, but it has been an uphill battle getting this message out. The most popular major today at almost every university is computer science –when we went to college, this was not the case.

How do you focus your philanthropic efforts in education?

I think that as a parent, other than the love that you give to your child, there is nothing more

David Rubenstein announces a $10 million gift to build a new visitor center at the Jefferson Memorial in Washington, DC

David Rubenstein announces an $18.5 million gift to build a new visitor center at the Lincoln Memorial in Washington, DC

important than an education. Every parent wants their child to be well-educated because when you have a good education, everything else is relatively insignificant. When you are Jewish and were chased out of Nazi Germany, if you had an education, you could rebuild your life.

I got a very good education in great schools because I was able to get scholarships, and I feel it is very important to help people who can’t afford school. I have tried to give back to the universities that I have been involved with, and to do it in a meaningful way with my money and my time. I received a scholarship to attend Duke University, and have supported Duke having served as chairman of the board. I received a scholarship to go to the University of Chicago and serve as chairman of the board of the school, and have also given them a substantial amount of money for scholarships to repay the scholarship and opportunity that they gave me. My two daughters went to Harvard, and I have been a large donor to Harvard, and have been a part of the Harvard Corporation for the past six years. I also support a scholarship program for the top high school students in Washington, DC. I want to help people get a good education and benefit from the value that a quality education provides throughout their lives.

Where did you develop your passion to support the arts?

I have been involved in Lincoln Center for more than 20 years, and for the past 13 years have been chairman of the Kennedy Center. I believe that the arts are very important since they give you a perspective that you don’t get in other subjects. If you look at other societies, such as in Asia, they usually want their children to learn the arts at a young age. Many young people learn to play a musical instrument because there is an understanding that these skills will help you in other parts of your life. Unfortunately, in our country,

the first thing that gets cut in the school budget is arts education.

The arts are important for a few reasons: first, what is civilization about other than enabling people to express themselves in the way that the arts enable them to do, whether it be visual arts or performing arts; second, people who watch the arts learn and grow, and the arts make people happy. Happiness is one of the most elusive things in life – very few people are as happy as they would like to be – and one of the things that clearly makes people happy is the arts. Nobody leaves a performing arts center crying because they went there. Nobody leaves an art museum crying because they went there. People love the arts because it shows them how people can express themselves and provides ways for them to think about how to better express themselves too.

What about your commitment to support health?

There is not enough money that any human being has to dramatically change the way health is implemented in this world – it is such a gigantic problem. I have focused on diseases that I thought were not getting the money they needed, such as pancreatic cancer, which is a very deadly type of cancer. I created a pancreatic cancer center at Memorial Sloane Kettering. Another area is ALS, and I am working with Dan Doctoroff to support his effort leading Target ALS to figure out ways to eliminate ALS.

While much of philanthropy is focused on writing checks, you give your time, energy, and ideas to the causes you support. How important is it for your philanthropic activities be more than just about donating money?

The word philanthropy comes from an ancient Greek word that means loving humanity. It is not just about rich people writing checks.

I believe that if you want to be a good philanthropist, give your time, energy and ideas, since they can be just as valuable as your money. The woman who created Teach for America, Wendy Kopp, did not have a lot of money, but she had a great idea. It is frustrating when they publish these lists of philanthropists by how much money they give – it should not only be about how much money was given.

You also commit your time to several television shows. What interested you in getting involved with television?

You clearly enjoy interviewing people because it allows you to meet different people and to test your wits against other people – it has an intellectual component to it. I remember when we were developing the show for Bloomberg, and Mike Bloomberg said that we would call it The David Rubenstein Show. I said that it was a long ethnic name that probably wouldn’t work, but he said it would be okay. It was easy to trust Mike since he has done pretty well with his name.

I am often amazed at how many people watch the show and assume that I am a full-time interviewer. People seem to like my style and I enjoy having the opportunity to meet different people and speak with people that I likely otherwise would not have a chance to do so. Heads of state, business leaders, or my most recent interview with Kim Kardashian, which is someone you have probably not even had a chance to interview yet.

I enjoy the show because I have to prepare for it which keeps my brain active and allows me to continue to learn.

With all the success that you have achieved, how important has it been to never forget where you came from?

I grew up in a very small, Jewish area in Baltimore. I actually looked it up recently and our house was 800 square feet with two bedrooms and one bathroom. It was very modest, and I always like to remind myself of my roots because it shows that no matter where you come from in our country, you can do well. I did believe and I still do believe in the American Dream – sadly, many people in our country no longer believe in it. I sometimes drive back to my old neighborhood to see where I came from, and it makes me appreciate that I got lucky in life.

Do you think about your legacy?

I haven’t seen what the obituary writers at The Washington Post have written about me, but they have probably written something. I suspect, in the end, that patriotic philanthropy will get more attention than Carlyle because my approach to philanthropy has been unique while many people have built private equity firms. People can obsess about their legacy, but I don’t think about it too much. I am just trying to get things done and not do things that are going to embarrass my children.

My legacy will probably be my three children who are all pursuing what I call the highest calling to mankind – private equity – and hopefully part of my legacy will be helping them learn the business, and also setting an example for them about the importance of philanthropy.

David Rubenstein speaks at the unveiling of the newly-restored U.S. Marine Corps War Memorial, which he funded with a $5.37 million gift

When you reflect on the years building Carlyle, did you enjoy the process and are you able to appreciate what you accomplished?

At the time, I was in the middle of building it and did not realize it would be quite as successful as it became, and I keep thinking about all the mistakes I made – not all of the successes. When we started out, I remember telling the leasing agent that I only wanted 5,000 square feet since we were never going to have more than ten people in the firm, which obviously changed. I always think about how I could have made Carlyle so much better if I did not make certain mistakes, since I am not someone who likes to pat themselves on the back – my focus is on how I could do things better.

How do you define success?

If your parents are alive and they are proud of what you have done, that is success. What is life all about other than seeing your children be successful? My parents were alive to see much of what I accomplished, which was one of the great pleasures in my life.

Success is making other people feel that you have done something useful with your life. We are only on the planet for a relatively short period of time, and I think you want to do something that justifies your existence. No one really knows why they were put here, but you feel better if you know that you did something that makes humanity a little better. Success to me is about contributing to other people.

Did you know early in life that you had an entrepreneurial spirit and desire to build your own company?

I did not really know what an entrepreneur was. My goal in life was to be a lawyer, and to go into government and politics and work in The White House. I started that path when I was in my 20s – I did not think about business or making money. If you look at most people who have been successful at building a company, they were not focused on making money, but rather about making their idea work. When I was growing up, the entrepreneurial environment that we now have didn’t exist.

What were the keys to Carlyle’s success?

We were different because we were based in Washington and people thought about us a little differently. We did not have an investment banking background, which brought a different perspective to what we did. The thing that really worked well was that we had a concept that is common today, but was novel at the time – to be more than a buyout firm. Carlyle was a firm that had many different types of private equity investments – buyout, venture capital, growth capital, real estate – and was a global firm having separate units in Asia, Japan, the Middle East, and so forth. The niche we came up with was to build a multi-discipline, global investment firm, which had not existed at that time.

What advice do you offer to young people beginning their careers?

I tell young people to experiment. Try different things – I did not start Carlyle until I was 37 years old. Find something you are passionate about – to be successful you need to love what you do. Make a difference – contribute to humanity in some way.•

David Rubenstein has purchased several copies of the Declaration of Independence (produced in 1823) and places them on public display at prominent institutions including the National Archives and the Smithsonian Institution (above); David Rubenstein purchased a 1297 Magna Carta for $21.3 million and put it on permanent loan to the National Archives (right)

be elegant be refined be glam be home.

MAKING A DIFFERENCE MAKING A DIFFERENCE

Game Changers

EDITORS’ NOTE Adrienne Arsht is a business leader and impact philanthropist who takes an active role in spearheading and supporting programs and initiatives that are game changers. In the arts, her donations include the Adrienne Arsht Center for the Performing Arts of Miami-Dade County, the John F. Kennedy Center for the Performing Arts Adrienne Arsht Theater Fund, Lincoln Center’s Adrienne Arsht Stage in Alice Tully Hall, and the Metropolitan Museum of Art METLIVEARTS performance series. Arsht funded the creation of fully paid internship programs at the Adrienne Arsht Center for the Performing Arts in Miami and the Metropolitan Museum in New York City. With her gift, The Met is the country’s single largest art museum offering 100 percent paid internships to nearly 120 undergraduate and graduate interns each year.

The topic of resilience inspired her donations to the Smithsonian Institution to launch the Adrienne Arsht Community-Based Resilience Solutions Initiative, a multi-year program to research tropical resilience and educate the public about the role resilience plays in shaping the world around us. Arsht also spearheaded the creation of the Adrienne Arsht Center for Resilience at the Atlantic Council, renamed the Adrienne Arsht-Rockefeller Foundation Resilience Center, with the $30 million Rockefeller Foundation gift that she matched.

She endowed the creation of the Adrienne Arsht Latin America Center at the Atlantic Council which focuses on the role of Latin America and the Caribbean in the trans-Atlantic community.

She is a Trustee of the John F. Kennedy Center for the Performing Arts, Honorary Trustee of the Metropolitan Museum of Art, Trustee Emerita of Lincoln Center for the Performing Arts and of the University of Miami; Executive Vice Chairman of the Atlantic Council, and a member of the National Advisory Board of the Sandra Day O’Connor Institute for American Democracy, a member of the Council on Foreign Relations, former President of the Vice President’s Residence Foundation and a former Board Member of the Blair House Restoration Fund. Arsht is Chairman Emerita of TotalBank, for which she served as Chairman of the Board growing the bank to over $1.4 billion in assets and sold to Banco Popular Español in 2007.

The Chronicle of Philanthropy ranked Arsht number 32 on its 2022 America’s biggest donors list, and Worth Magazine named her as one of the Worthy 100 of 2022.

A graduate of Villanova Law School, she moved to New York City and joined the legal department of Trans World Airlines (TWA) and became the first woman in the company’s property, cargo, and government relations departments. She is the daughter of The Honorable Roxana Cannon Arsht, the first female judge in the State of Delaware, and S. Samuel Arsht, a prominent Wilmington attorney. Arsht is a graduate of Mount Holyoke College. Upon graduation from Villanova Law School, Arsht was the 11th woman admitted to the Delaware bar – her mother having been the 5th. She was married to the late Myer Feldman (d.2007), former counsel to Presidents John F. Kennedy and Lyndon B. Johnson.

Was the concept of philanthropy instilled in you early in life?

Yes, I learned from both my parents at an early age about being active in the community and that philanthropy is about making a difference and doing something others might not take on.

How do you decide where to focus your philanthropic efforts and what do you look for when evaluating giving opportunities?

I aim for gifts that can be “game changers.” I often will decide to support something if nobody else seems to want to do it. The Adrienne Arsht Foundation will be created upon my death, encompassing my entire estate. I have asked a few friends to oversee the donations and spend out the fund. I have said to them, “Give based on my spirit and the things I care about,” and use their judgment based on the current needs.

As in so many things, my parents are my model. My parents left their entire estate including their house and its contents to the newly created Arsht Cannon Fund in Delaware. Their only stipulation was that its grants must be used in Delaware.

Adrienne Arsht

An Interview with Adrienne Arsht

Adrienne Arsht with her parents, Roxana Cannon Arsht, Samuel Arsht, and Justice Sandra Day O’Connor

At first that mandate was difficult for me, because I didn’t live in Delaware anymore. I didn’t know the needs, and I really struggled.

Ultimately, I decided to focus on the Hispanic population in Delaware. My parents’ fund now supports literacy programs, bilingual services, and mentorship organizations. I did that because I was familiar with the Hispanic community from my time living in Florida, and because the immigrant experience was part of my parents’ story.

What led to your interest in the study of resilience and the creation of the Adrienne Arsht Resilience Center?

A large part of my interest in resilience was prompted by the suicide of my sister, Alison. She was two years younger than I, and in 1969 at the age of 25, she was in the Soviet Union as a foreign-service officer. She was arrested by the KGB. They released her the next day, and she was able to get to the U.S. Embassy and was then flown to Washington, DC. The “evidence” against her was an altered taped conversation that was a set up by the Russians. Alison came back shattered. Today, we might recognize it as PTSD, but then there was little knowledge of what she was experiencing and how to help. She committed suicide when she was 29. We now know, Alison was one of the first to be set up by the Russians. Years later others like Nicholas Daniloff of U.S. News and World Report and Wall Street Journal reporter Evan Gershkovich had comparable experiences. And so, I wondered, how two siblings similarly raised could have different reasons to live or die.

When I founded the Adrienne Arsht Center for Resilience in 2016, it was to study resilience in many areas: financial systems, infrastructure, the human body, emotional and psychological resilience, disaster recovery, military training, immigrant, and refugee survival. A large part of resilience is preparing in advance for future challenges. In 2019, I matched a gift from the Rockefeller Foundation

to endow the Adrienne Arsht-Rockefeller Resilience Center. Arsht-Rock is a leader in identifying, implementing, and scaling solutions to the urgent crises of climate change, heat, and migration.

Last year, I gave the initial funding to the Smithsonian Institution to launch the Adrienne Arsht Community-Based Resilience Solutions Initiative. This contribution will fund a multiyear project to study resilience and sustainability connecting complex tropical systems and the people who depend on them. The funding will further programs focused on resilience across the entire Smithsonian, and a virtual tour focused on resilience-themed objects and stories throughout the Smithsonian system.

What was your vision for developing the Adrienne Arsht Latin America Center and how do you define its mission?

The bank I purchased in Miami, TotalBank, was founded by Cuban Americans and Spaniards, and most of the clients were Hispanic. That experience of working in the Hispanic community made me increasingly interested in our neighbors to the South. It’s a very ignored part of the world, and I’m trying to change that.

When I moved back to DC in 2008 after selling TotalBank, it became immediately clear to me that there was a need to find a way to integrate the interests of Latin America with Europe and the United States to shape the global future and create a broad community of common values. I gave $10 million ten years ago to establish the Adrienne Arsht Latin America Center at the Atlantic Council. This Center created a Council dedicated to forging an effective role between Latin America and the Caribbean in the transatlantic community.

Adrienne Arsht at the Atlantic Council

Adrienne Arsht at the dedication of the Adrienne Arsht Center for the Performing Arts in Miami

Were you always attracted to the arts, and will you discuss your many philanthropic projects supporting the arts?

My passion for the performing arts comes from my parents and I think it is part of the human DNA. There was always music in the house. My mother played the piano. I took piano and ballet lessons. Every Saturday we would listen on the radio to the Texaco live broadcast of the Metropolitan Opera. I was fortunate to go to theater in Wilmington, Delaware, and New York City to experience Broadway. I cannot imagine a world without the arts. When giving to the arts, you are preserving the essence of civilization for now and for hundreds of years to come. It is thrilling to know that a gift to the arts will be shared by people in a future we can’t even imagine. The arts are part of who we are and helps define us. They have been treasured for centuries and will continue indefinitely.

Performing Artists are almost by definition resilient. They have a saying, “The show must go on.” I spend a lot of time talking to artists, and I like to ask, “Tell me times when the show had to go on.” There was Baryshnikov, who smashed his foot during a performance and yet continued partnering the ballerina until the act ended. Jean-Yves Thibaudet, the great French pianist, was performing when the piano started to move across the stage. The stagehands had forgotten to lock the wheels. Between movements, Jean-Yves got off the piano bench and locked the wheels. Ask your artist friends for their “Show Must Go On” story.

Will you discuss your recent philanthropic commitment to create an internship program with The Metropolitan Museum of Art and the Adrienne Arsht Center in Miami?

My realization of the necessity to pay interns occurred when I was a child, and my father told me of his experience at the University of Pennsylvania

Law school. My father, S. Samuel Arsht, was a student at the University of Pennsylvania Law School. He excelled academically and was offered a prestigious but unpaid position on the Law Review. He could not afford to accept this coveted position because he had to earn money, which he did by hitch-hiking back and forth to Wilmington to teach Hebrew School. An internship should be a stepping-stone to the future, not a barrier to entry.

Paid internships are an important step toward increasing opportunities and supporting equity. Unpaid internships are barriers for lowincome students and people of color who may not be able to afford to work for free. With my gift, The Met is now the single largest art museum in the country to offer 100 percent paid internships to its nearly 120 undergraduate and graduate interns, enhancing access and removing financial barriers to student participation in the program. In April 2022, I announced an endowment gift at the Adrienne Arsht Center for the Performing Arts in Miami to fund fully paid internships creating greater and more equal access to hands-on professional experience in arts management and administration.

Why has it been so important for you to attach your name to your philanthropic projects?

Putting your name on something lets the world know what matters to you. By making a naming gift you take a stand, you show other people what you support. When I get a solicitation from any charity, I always look up the board members. You want to see who believes in the organization, and when you see it’s somebody you respect, someone whose core values you share, that tells you something about that organization.

My gift to save the performing arts center in Miami told the community, “Take a second look.” The performing arts center was considered a white

Adrienne Arsht in front of the Adrienne Arsht Stage in Alice Tully Hall at Lincoln Center

Adrienne Arsht at the Smithsonian for the announcement of the Adrienne Arsht Community-Based Resilience Solutions Initiative in October 2022

elephant at the time. It had been a financial sinkhole since it opened, but when I made my gift, the energy in the organization changed. We hired new management and turned the center around.

The land for the Arsht Center was in an underdeveloped section of the city. It’s hard to imagine now, but institutions like Lincoln Center, the Metropolitan Museum, and the Kennedy Center were also built in places that nobody else wanted. The Arsht Center ultimately changed the city. All the surrounding land is now high value. It’s the center of activity for people. The apartments in the neighborhood are selling out quickly. Other businesses have bought land in the vicinity. Hotels are coming up in the neighborhood. It revitalized downtown Miami. In the 16 years since my involvement, the Center

has generated more than $10 billion in local economic impact. A performing arts complex offers an extraordinary value to a city. It brings the arts in their many forms to every one of every generation and every interest. The Arsht Center is a perfect example and has played a key role in the resurgence and transformation of the immediate area, the city of Miami, and beyond.

Do you think men and women approach giving differently?

Absolutely! Men know that they will always have lots more money to give and use. Women fear/believe that they will end up “bag” ladies. They temper their giving based on this. For the record, I too am afraid of being a bag lady, but I am fulfilling my “pledge” to give all my money away.

As a leading female in philanthropy, what do you tell other women about the importance of giving?

If you want to have a place at the table where decisions are made, you need to earn that place. That is done by contributions whether philanthropic, political or otherwise. It’s the old saying, “put your money where your mouth is.”

Women shy away from recognition for their philanthropy. They seek anonymity. I want to set an example for women so they know it’s ok to give, and the value of giving and putting your name on causes in which you believe. I hope that my actions are respected and in turn will inspire them to give.

What does success mean to you?

I’ve often said that success and courage are two terms which one rarely applies to oneself. Other people give you those characteristics. I define success as losing 3 pounds.

When you think of legacy, is the impact that you have made on countless lives through your philanthropic work what means the most to you?

I want to be remembered as a good friend and someone who had courage. My mother was compared to Joan of Arc – someone willing to die for a cause. I hope that I would do the same.

Are you able to enjoy the process and take moments to reflect on your accomplishments?

Not really – that takes time away from moving forward.•

Adrienne Arsht selling lemonade with her sister Alison (above); Adrienne Arsht with her father, Samuel Arsht – climbing a ladder as a little girl (top right)

MAKING A DIFFERENCE MAKING A DIFFERENCE

The Story of a Nation

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

The 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 worldclass 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 start-up 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 highlight the vision for Diriyah and provide an overview of the project?

Diriyah tells the story of Saudi Arabia’s three centuries of history. The historic efforts of the House of Al Saud made Diriyah a renowned gathering place for cultural exchange, a hub for traveling merchants, and a sanctuary for its inhabitants. Now, emboldened by the Kingdom’s Vision 2030 aspirations, Diriyah Company is fulfilling its role as a dynamic developer of the Diriyah masterplan. The work

across the development is to forge a premier destination to live, work, visit, shop, dine, and celebrate the Najd rich history, unique heritage, and magnificent culture.

To achieve this, a 14 square-kilometer masterplan has been formulated under the direction of The Crown Prince, Mohammed bin Salman Al Saud, Chairman of Diriyah Company, a $63.2 billion investment pipeline, as well as a staff of over one and a half thousand are reflecting nearly three centuries of history. It is an unprecedented giga-project that symbolizes the future of urban planning in the Kingdom –modern, dynamic, rooted, and authentic. Diriyah stays true to its history as it builds for the Kingdom’s future.

What can guests expect when visiting Diriyah?

We are harnessing the power of Diriyah’s centuries of culture to offer a rooted, sustainable and community lifestyle unmatched anywhere in the world.

At Diriyah, you can explore the story of a nation. Our museums and galleries chart the evolution of life in our valley, but those memories are not just confined to glass. Diriyah is

Jerry Inzerillo

An Interview with Gerard “Jerry” J. Inzerillo, Group Chief Executive Officer, Diriyah Company

An aerial view of Bujairi Terrace, the Middle East’s latest premier cuisine offering

alive – from Ardah traditional performance classes for young Saudis to the replanting of the flora and fauna that once flourished here, we are celebrating all that it has to offer.

From retail to hospitality, we have worked to craft destinations that take visitors on a journey. Bujairi Terrace, our dining district, has become the spot for anyone who wants to explore global cuisine in Riyadh and some of the best Saudi fusion restaurants. Alongside this, our hospitality offering will bring the world’s most renowned brands to our community. From Ritz-Carlton, Rosewood, and Six Senses to Four Seasons, Raffles, and Orient Express – luxury is the standard.

As we look forward to the next exciting Diriyah season, where we prepare to welcome the world again, “The City of Earth” is already a must-visit spot for anyone in the region.

Which project or areas of work have you been most proud to launch at Diriyah?

As Group CEO, I am involved in the full breadth of work that takes place across Diriyah. Whenever people ask me about what I am most proud of here, or which project has meant the most to me, my answer is always the same – At-Turaif, our UNESCO World Heritage Site. Restoration work first began on the iconic founding place of the First Saudi State in the 1990s. The Custodian of the Two

Holy Mosques, King Salman bin Abdulaziz Al Saud, then Governor of Riyadh, recognized the incredible importance of protecting and celebrating its place in history. Built in the unique mud-brick Najdi architectural style that is so synonymous with Diriyah, its hallowed walls were the scenes of some of Saudi Arabia’s most pivotal moments.

Since the beginning of the amalgamation of the Arabian Peninsula, to the modernday success through Vision 2030, At-Turaif is a symbol of the perseverance and strength of the Saudi people. Its story, like theirs, is one of triumph over adversity and a shared commitment to common goals and aspirations.

To have the opportunity to complete the vision of King Salman and to open this ancient treasure to the world for the first time, which we did in December 2022, was a true honor and one I will always value.

How important is it to connect all Saudis to Diriyah’s rich heritage and for Diriyah to become one of the world’s great gathering places?

This is fundamental to the work we are delivering at Diriyah. How many nations have such a seminal and central founding place? In the case of Diriyah, all Saudis have an opportunity to connect with and experience life in the

home of their ancestors. The ancestral seat of the House of Al Saud, Diriyah is a symbol of national pride.

Diriyah is also the cradle to Saudi Arabian modernity and its architectural and landscape legacy makes it unique and valuable in the Kingdom, the region, and the world. It is a place of reverence and respect and all who are working to showcase and celebrate its beauty are driven by the feeling of pride and personal connection that is felt towards it. We feel truly privileged to work in a place of such national and historical significance.

How do you take the culture and heritage of Diriyah and transform it into a global cultural hub?

Diriyah has always been a center for cultural exchange and celebration, particularly in At-Turaif as it was a beacon of knowledge for all the people of Diriyah, and we are simply showcasing what it has to offer. Saudis are warm and welcoming people. When I first moved here, I was struck by their generosity of spirit and strength of community. All who travel to the Kingdom are met by kind and charitable people. Diriyah embraces that spirit and is a place where visitors can forge connections that will stay with them for a lifetime.

As we bring the world to Diriyah, The City of Earth, we are harnessing the power of

At-Turaif, a UNESCO World Heritage Site

our shared love for community to craft a hub for the meeting of cultures and the exchange of traditions. A place to discover not just the history of Saudi Arabia and its people, but also somewhere to indulge in a quality of life and unmatched variety of experiences, Diriyah will be regarded as one of the world’s great gathering places.

How do you describe the impact that Diriyah will make on the future of the Kingdom?

Saudi Arabia’s Vision 2030 agenda is unlocking the potential of the Kingdom in a manner never before seen in this region. From investment and infrastructure to education, healthcare, travel, and tourism, it is turbocharging the Kingdom’s economic growth at an unprecedented rate. Diriyah contributes to that growth and the positive impact on society that it is aiming to deliver in many ways, but I think there are two that should be highlighted.

The first is tourism. Vision 2030 aims to increase the contribution of the tourism sector from its current rate of about 3.2 percent to more than 10 percent by the end of the decade. Diriyah, a PIF-owned giga-project, has an investment pipeline of $63.2 billion and is set to add around $7.2 billion to the Kingdom’s GDP annually. In the process, it will create 55,000 jobs and attract 27 million visitors a year. This is a huge contribution for one project and demonstrates the true scale and importance of the work we are doing.

The second is in the nurturing of Saudi talent. As Diriyah progresses, its contribution stretches across many sectors of the economy. From construction and design to marketing, architecture, archaeology, hospitality, retail, and business, we are developing skills in young Saudis in myriad sectors and practices. This will enable thousands of them to pursue careers and interests that would not have been available without the development of Diriyah.

This is evidenced most clearly by the make-up of our workforce. Almost 86 percent of Diriyah Company’s staff are Saudi, and 14 percent are Diriyah locals. This is essential as at its core, Diriyah is about Saudis, their history, and their heritage – who better to understand and celebrate this remarkable place? Gender is also an important component of our contribution to the future of the Kingdom. Thirty-six percent of our staff are women, 16 percent of whom hold management roles within Diriyah Company. This champions a core pillar of the Vision 2030 strategy, with female empowerment across the Kingdom a key aspect of extending new opportunities to all Saudis.

Diriyah is a catalyst for the wider success of Vision 2030 and demonstrates the incredible potential of its agenda. We are playing a central role in the transformation of the Kingdom and all of us are working to deliver a quality of life and work that will inspire and motivate all Saudis to seize the opportunities being made available to them.

You have been involved in philanthropy throughout your career and give your time and energy to support many causes. Where did your interest and passion for philanthropy develop?

I have had the privilege of working in hospitality for over five decades. My work, like my life, has been driven by service. I value people. I value elevating the lives of those I come in contact with and improving the community around me. When we work to help one another, we also improve ourselves. Philanthropy, like service, is rooted in helping your fellow man. For me, it has always been the next logical step in my work in hospitality.

I frequently discuss the nobility of service. Few have the vision, courage, and character to devote their time to others, especially in a meaningful and heartfelt way. I was very fortunate to be able to spend time with Mother Teresa in India. She spoke often of the power of a simple act of kindness. She is, of course, famous for remarking, “If you cannot feed a hundred people, feed just one.” Her words and actions stuck with me and inspired me to do what I can for others. A final thought on this subject would be that “man gives awards, but God gives rewards.” Whether you are religious or not, community is a powerful tool for good. I believe in being a good neighbor and am proud of what I have been able to do for others around me.

What does success mean to you?

Well, like many, I recognize that success is highly subjective. I often speak to people who, when starting their careers, have dreams of great wealth or power. In my case, it is in the service of others, much like in my philanthropy, that I find success.

Steve Harvey said that “Success is not comfortable. To be successful you must become comfortable with being uncomfortable.” I like that line. It has meaning. When you truly wish to be successful, you must be willing to sacrifice in order to achieve. Whether that is sacrificing

time with loved ones to go above and beyond at work, sacrificing leisure time to learn a new skill, or choosing to take the more challenging path for greater return over the one that will bring quicker rewards, being uncomfortable is often necessary.

I began my career as a busboy. I have spent more than 50 years climbing through my industry. I was raised to believe that you only get out what you put in, and I have carried that belief throughout my career.

You have led teams for over 50 years across the tourism and hospitality sectors. What have you learned about what makes a successful leader?

What a great question. Leadership is such an interesting topic. As human beings, we have spent a great deal of time looking for an answer to that question – what makes a successful leader?

On a personal level, I have found two traits that often make a person a more successful leader. First is being able to motivate people. If you can inspire others around you to give their best, you will lead your team to its greatest success. The second is being able to listen. No individual holds all the answers, in fact often a leader can be the one with the least answers. It is in listening to and understanding the views, thoughts, and ideas of those around them that a leader harnesses the collective potential of their team.

So, listen and inspire. If you can do those two things, you have the chance of being a successful leader.

With all that you have achieved in your career, are you able to enjoy the process and take moments to celebrate the wins?

Absolutely. In fact, I would go as far as to say it is one of the main reasons that I have been able to sustain happiness in my career. After all, if you don’t celebrate the wins, what is the point of playing the game?

However, herein lies an opportunity. When my daughter asks me about what it takes to succeed, I always use the Olympic gold medal analogy. To win an Olympic gold medal, you need to be talented. That is, of course, a given. However, while a one-off win, a “one-hit-wonder,” may be possible purely with a little talent and luck, a second takes more. To win a second Olympic gold medal, you must learn the lessons of the first. Where can you improve? What can you change and how can you change it?

So yes, I have celebrated the wins, but I have also used them to teach me about how to secure the next.

What advice do you offer young people beginning their careers?

Challenge yourself. Churchill once said that, “Success is not final, failure is not fatal: it is the courage to continue that counts.” If you believe in yourself and are willing to push yourself further with each new opportunity, your success is limited only by your determination. So, challenge yourself and, as the saying goes, “Shoot for the moon. Even if you miss you will land among the stars.”•

“At Diriyah, you can explore the story of a nation.”

Inspired Giving

EDITORS’ NOTE Alex Cohen is the President of the Steven & Alexandra Cohen Foundation, the nonprofit organization that she and her husband, Steve, co-founded in 2001. She is the inspiration behind the Foundation, directing its giving toward underserved communities, Lyme and tickborne disease research, children, psychedelics and mental health, the arts, and sustainability. Cohen is also the President of the Amazin’ Mets Foundation, which she created in 2021 after she and Steve purchased the New York Mets. Cohen is known as “Tia Alex” to Mets fans and is an advocate for women in sports. On game days, you can find her giving out tickets to families around the stadium, hosting community leaders, nurses, teachers, and hospital workers at Citi Field, and chatting with fans. Cohen was born in Harlem, New York and grew up in Washington Heights. After studying communications at New York’s Manhattan College, she worked in the financial industry until she married Steve in 1992. Since then, she has spent her time raising their family and focusing on their philanthropic endeavors. Cohen was named one of the “50 Most Powerful Women in U.S. Philanthropy” by Inside Philanthropy and serves on the Bob Woodruff Foundation Honorary Leadership Council.

give back to our community. We are committed to inspiring philanthropy and community service by creating awareness, offering guidance, and leading by example to show the world what giving can do. Our grants support public 501(c)(3) nonprofit organizations that help people in need or solve complex problems.

How has the Foundation evolved over its more than 20 years in existence?

We have a personal connection to every cause that we support – we call it “Inspired Giving.” This allows us to always meet the greatest needs of our community and change course when necessary. I’m proud of the support we’ve been able to provide to important causes over the past 20 years.

Inspired Giving has led us to create new initiatives like the Giving Tour, where we boarded a bus traveling cross country to track down good people doing good work and support them in any way we could. Now a core initiative of the Steven & Alexandra Cohen Foundation, the Giving Tour aims to make major gifts and inspire giving at a local level in “forgotten America,” particularly in the areas that don’t typically receive funding or major interest. Some of my favorite memories are

traveling across the country and meeting inspirational people and organizations on our Giving Tour trips.

We also recently explored new ways to give through avenues like our Awareness Date Giving initiative and opening our first-ever request for proposals.

What areas does the Foundation support?

We support areas including underserved communities, children’s health and education, Lyme and tickborne disease research, psychedelics and mental health, the arts, and sustainability.

You also serve as president of the Amazin’ Mets Foundation, which you created in 2021 after your husband, Steve, and you purchased the New York Mets. Will you discuss the work of the Amazin’ Mets Foundation?

As the philanthropic arm of the New York Mets, the Amazin’ Mets Foundation aims to serve our community and inspire others to make a lasting impact, on and off the field. We support needed services and opportunities for children, families, and underserved groups in the neighborhoods around Citi Field and the Mets affiliate teams.

We’ve renovated a neighborhood baseball field, supported local little league teams, and opened the Cohen Family Wellness

FOUNDATION BRIEFS

The Steven & Alexandra Cohen Foundation (steveandalex.org) is committed to inspiring philanthropy and community service by creating awareness, offering guidance, and leading by example to show the world what giving can do. The Foundation’s grants support nonprofit organizations based in the United States that either help people in need or solve complex problems. The Foundation also spearheads grassroots campaigns to encourage others to give. As of December 2022, the Foundation has provided over $1 billion of charitable support.

The Amazin’ Mets Foundation (amazin metsfoundation.org) is the philanthropic arm of the New York Mets. Since its inception in 2021, the Amazin’ Mets Foundation has funded over $6.9 million in grants to over 120 organizations in the community, including the communities surrounding affiliate teams.

What was the vision for creating the Steven & Alexandra Cohen Foundation and how do you define the Foundation’s mission?

We created the Steven & Alexandra Cohen Foundation in 2001 to help people in need and

Alexandra M. Cohen

An Interview with Alexandra M. Cohen, President, Steven & Alexandra Cohen Foundation

The Cohen Family Wellness Center was funded by a $5 million contribution from the Steven & Alexandra Cohen Foundation and a $50,000 contribution from the Amazin’ Mets Foundation. In partnership with The Child Center of New York, the new Queens facility fills a critical gap in services for young New Yorkers with mental health challenges

Center in partnership with the Steven & Alexandra Cohen Foundation and The Child Center of NY in Woodside, Queens. The new Cohen Family Wellness Center is an innovative 10,000-square-foot facility that offers multiple levels of mental healthcare for young New Yorkers with serious emotional disturbance or substance abuse issues. It is expected to serve tens of thousands of residents per year. Other recent initiatives include supporting the construction of the first ADA compliant playground in Port St. Lucie County.

We are committed to our neighbors and want to make sure that if there is a need in the community, people know that they can reach out to us.

Where did your passion for philanthropy and giving back come from?

I learned so much from my mother at an early age. Growing up in Washington Heights, she always showed me that kindness isn’t a choice – it’s a responsibility that we have to support our neighbors and community. Whenever I have felt vulnerable throughout my life, the thought of helping others has always been a source of strength and solace. Going

through hard times myself has always made me want to go above and beyond so that others don’t have to suffer.

What are the different ways that you feel you can make an impact in philanthropic work?

While we frequently support larger capital campaigns, some of our most impactful work is done by providing smaller grants to local community-focused organizations that help people obtain essential items like diapers, food, and a roof over their heads at a time when they need it most.

Most importantly, we are passionate about contributing to change-making organizations so that they can keep doing what they do best –helping communities rise and solving complex problems.

While much of philanthropy is focused on writing checks, you give your time, energy, and ideas to the causes you support. Will you share more about that?

Our goal is to make a positive difference in people’s lives, whether through making a grant or spreading kindness through our day-to-day interactions. We frequently volunteer, and also encourage others to give their time by volunteering or sharing a talent or skill. It doesn’t take much to spread kindness – a simple interaction can change someone’s day.

With the impact that you have made and lives that you have touched over the years with your philanthropic work, are you able to reflect and take moments to appreciate what you have accomplished?

I’m very grateful – but it’s our amazing grantee partners that deserve the credit. We are honored to support their important work and help people in need.•

Alex Cohen at Citi Field where she frequently welcomes local community heroes to attend games

Alex Cohen is pictured volunteering at God’s Love We Deliver, a Steven & Alexandra Cohen Foundation grantee. Volunteers prepare and deliver meals to New York City residents in need

Alex Cohen is pictured with the Mets Vet Dogs, two service dogs in training for disabled veterans and first responders. The Amazin’ Mets Foundation sponsored the dogs through a partnership with America’s Vet Dogs. The Mets are the first MLB team to welcome a future service dog

Contributing to Evolution

EDITORS’ NOTE A global macro investor for more than 50 years, Ray Dalio founded Bridgewater Associates out of his two-bedroom apartment in New York City and ran it for most of its 47 years, building it into the largest and most successful hedge fund in the world. Dalio remains an investor and mentor at Bridgewater and serves on its board. He is also the long-running New York Times bestselling author of Principles: Life and Work; Principles for Dealing with the Changing World Order; and Principles for Navigating Big Debt Crises . He graduated with a BS in finance from C.W. Post College and received an MBA degree from Harvard Business School. He has been married to his wife, Barbara, for more than 40 years and has three grown sons and five grandchildren. He is an active philanthropist with special interests in ocean exploration and helping to rectify the absence of equal opportunity in education, healthcare, and finance.

Where did your interest and passion for philanthropy develop?

I was introduced to philanthropy by my son, Matt. When he was 11, he lived in China, and when he was 16, he visited some orphanages and learned that some of the orphans would die if they didn’t get surgeries that cost $500 on average. So, for every $500 he could raise, he could save a life and for every $500 he didn’t raise, a child would die. He asked me to help and went around to neighbors to ask them for money which led him to start the China Care Foundation. That’s what first got me involved with philanthropy.

It came at a time in my life when I was primed to give some of my money away to help others because I had earned enough to take care of my family’s needs. I came from a family that had very little money but everything I needed so I viewed spending a lot of money on myself and my family as decadent. Also, I wanted to help others who were desperately in need because I could relate to them. For all these reasons, including my love of working on this with my son and my wife who got involved too, I was hooked.

How do you think about philanthropy?

I think of it as an attractive option for what to do with one’s money that naturally comes

along once one has enough money to take care of oneself and one’s family. At that point, the choice is between spending on helping people or other things that make the world better, or spending more than necessary on oneself and one’s family. I personally find it unhealthy and decadent to overspend on oneself, and healthy and enjoyable to help others and the world more broadly. When people reach a point of earning more than they or their family need, I think that philanthropy is a natural, logical, and emotionally satisfying choice – at least that is how it was for me. I’m not one who believes that philanthropy is something that people should feel obligated to do because it’s what “good” people do. I think of philanthropy as an activity that one should do because one loves doing it, though I do believe that to have a good community, mutual caring and generosity is essential – and that’s what philanthropy is.

To paint the picture, I will give you an example. My wife loves to help the poorest

students in the poorest school districts in Connecticut. These are students who would drop out of high school without her and her team’s help, but they graduate and get jobs because of it. She would also be tormented if she didn’t do that. She loves working with teachers and administrators in financially depressed school districts to help in ways the educational system is unable to. For example, when COVID came along, 60,000 students in Connecticut did not have computers, so they were not able to engage with remote learning, and so she got the computers for them. Now imagine her and our spending choice: to help these students in the way I just described or to spend more money on herself. Very simply, she could never be happy spending money on luxury items rather than helping those kids.

All my family members have a similar perspective about the choice between having more luxury or helping others.

How do you decide where to focus your philanthropic efforts?

We do it as a family activity in which each family member makes their own philanthropic choices based on their own passions. Early on,

Ray Dalio

An Interview with Ray Dalio, Founder and Member of the Board, Bridgewater Associates, LP

Julia Iyasere, Executive Director of the Dalio Center for Health Justice at NewYork-Presbyterian, with Ray Dalio and Steve Corwin, President and CEO of NewYork-Presbyterian

I thought about where we would get the most bang for the buck, but I quickly learned that one can’t do that – it’s comparing apples to oranges. How does one compare the per dollar invested return of saving a part of the natural world to that of helping kids who would otherwise have had a terrible life and hurt society become adults who have good lives and contribute to society? There is no way I can prioritize that way, and it’s much less satisfying than pursuing one’s passion. That’s why our giving is eclectic, rather than focused on a single mission.

How important is it for the family’s philanthropic work to not just be about writing checks, but also about giving time, ideas, and expertise to these projects?

Our foundation’s rules require that grantors must spend time becoming knowledgeable of an area in order to be entitled to give in it, but how one chooses to allocate one’s time between determining the best organizations to support by writing checks versus actually doing the hands-on charity work or running charitable endeavors is up to each person. Lately, this depends on where one is in one’s life cycle –most importantly, on how much time one has. Volunteering time or running a charitable endeavor with employees requires a lot of time and that limits the number of things one can do. Some family members don’t have that time because they have work demands and families to handle that don’t give them the flexibility they need, so they choose supporting organizations that they like and know well. Also, I personally think that devoting a lot of time to philanthropy is naturally a later in life endeavor, not only because one has more time for it, but also because the natural cycle is to learn, then earn, and then give away. Learning prepares one for earning, and earning teaches one the practical aspects of money, which prepares

one for philanthropy. Also, it’s good to make money and know how to take care of oneself before giving away money to help take care of others. Anyway, it’s up to each person to decide whether to give money and/or give time, and in what amounts.

Do you need to have metrics to measure the impact of your philanthropic work?

Yes. Metrics are very important, especially since the clear metrics of running a for-profit enterprise don’t exist when one is giving money away. For example, I support ocean exploration because I believe that it is

tragically underexplored which leads to a tragic loss of knowledge and resources we can use, damaging the world’s largest and most important asset, and missing out on a lot of excitement. Right now, about 120 times as much money goes into space exploration as ocean exploration, and the cost effectiveness of ocean exploration is much greater than that of space exploration. I think we can change that, so one of our metrics is to raise the amount the world spends on ocean exploration relative to space exploration. Part of how we are trying to do this is by increasing the number of people who are excited by the ocean and supporting the exciting exploration of it, so we have an ocean exploration ship that is creating media for major platforms like National Geographic, Disney, and social media. As metrics, we use the number of eyeballs watching our and others’ shows about the oceans, the number and quality ratings of papers written by those scientists we are supporting to do missions on our ship, the number of patents and commercial developments made, etc.

What are the reasons for the lack of funding for ocean exploration?

I think it is primarily a lack of awareness. While the ocean counts for 72 percent of the Earth’s surface, its surface acts like a sheet that prevents people from seeing into it. When people go beneath the sheet and see what is there, they are drawn to it, understand how it relates to us better, and want to protect it. Our research shows that when people understand what’s there, funding and excitement for ocean exploration increases. Government support for space exploration is so vast because space is critical for global communications, espionage, and war. At the same time, I believe what we can get from ocean exploration – in terms of new discoveries, medical compounds, etc. – is

Dalio Philanthropies supports microfinance and other financial inclusion initiatives including Grameen America

OceanX is a mission to support scientists to explore the ocean and to bring it back to the world through captivating media

invaluable and essential for our well-being. I believe that as more discoveries are made and more excitement is created, which is now much easier to do because of big advances in ocean exploration technologies, more exploration will happen and there will be more excitement about it.

Is it hard to be patient when you are addressing long-term issues that do not have a quick fix?

Not for me. While of course I’m excited by achieving big audacious goals that I believe I can achieve, I get very excited by making incremental advances toward them. I have experienced accomplishing much more than I ever set out to achieve by making moderate sequential gains that at the time seemed like big gains to me, but were tiny in comparison with the whole achievement. It’s like climbing a mountain. I’m not focusing on where I am relative to the top of the mountain. I’m thrilled when I get 10 feet higher, and I keep focused on getting the next 10 feet higher and being thrilled about that.

Where are you focusing your philanthropic efforts in addition to ocean exploration?

Helping those unfairly disadvantaged is a big focus. For example, in response to the inequities we saw during COVID, we funded the health justice institute at NewYork-Presbyterian Hospital. We are also big supporters of microfinance, we fund research to improve dealing with mental illness, we support teaching meditation to those who desperately need it and can’t afford it – it’s tough for me to summarize because our foundation typically gives grants to over 400 organizations each year.

How have you approached your transition from business to philanthropy?

My transition from starting and running a business and then passing it along is the same to me as my increasingly shifting my focus from doing business to doing philanthropy. I believe that there is a natural life arc in which one learns, acquires, passes along, and dies, and I’m in the passing along stage. It’s what I’m into, which can be called philanthropy, though

I define it more broadly than just passing along money to include passing along principles that I learned that helped me. At this stage in my life, it’s a great joy and necessity to give what I have that is of value to others so they can take it, improve on it, and later do the same for others.

In some ways philanthropy is the same as business, and in some ways they are different. There are some skills that are unique to being successful in specific areas and others that are essential for being successful in all areas. In fact, certain skills virtually guarantee being successful in any area if one has them. While I can’t cover them all in a few words, which is why I wrote a book, Principles: Life and Work, to convey them, I can give you two big ones: First is the ability to visualize well what one wants, and second is the ability to work with people who can do most of what it takes to succeed at getting what one wants.

As for the question of how much time to spend on philanthropy, given my stage in life, I just do the things I love doing or fight the battles I’m forced to fight. To me, philanthropy is a category of things that I have a hard time distinguishing from other things that I’m compelled to do.

How do you define success?

Unlike most people, I don’t define success as having obtained a lot of money, power, and fame. In fact, I believe that going after these things in the pursuit of trying to be successful can become an obsession that’s unhealthy and can lead one to have a failed life. It’s up to each person to define for themselves what the elements are that will make their lives successful, so I won’t give the one and only definition of success. But for me, and what I believe for most people, success is evolving well and contributing to evolution, and in the process of doing this having meaningful work and meaningful relationships.•

OceanX expeditions bring together incredible scientists and revolutionary marine tech to unlock the secrets hiding in our oceans

Dalio Philanthropies and OceanX have worked with hundreds of scientists at scientific research institutions including Woods Hole Oceanographic Institution, the American Museum of Natural History, California Academy of Sciences, Yale University, Harvard University, and local scientists and research institutions in various locations globally

MAKING A DIFFERENCE MAKING A DIFFERENCE

The Forgotten Child of the Capital System

EDITORS’ NOTE Badr Jafar is also President of Crescent Petroleum. He is the Managing Director of Crescent Group, which has been operating from the UAE as a family business group for 50 years, and is the parent company of Crescent Enterprises and Crescent Petroleum. Jafar serves as Chairman of Gas Cities, a joint venture between Crescent Petroleum and Dana Gas PJSC, and as Chairman of Pearl Petroleum, a partnership between Crescent Petroleum, Dana Gas, OMV of Austria, MOL of Hungary, and RWEST of Germany. In 2010, Jafar founded the Pearl Initiative, a nonprofit organization in cooperation with the United Nations Office for Partnerships, to promote a corporate culture of transparency and accountability across the Gulf Region of the Middle East. He has been appointed as a member of the United Nations Secretary General’s High-Level Panel on Humanitarian Financing, a member of the UNESCO International Commission on the Futures of Education, a member of the Board of Overseers of the International Rescue Committee (IRC), and a member of the Board of the International Peace Institute (IPI). Jafar is also appointed to serve on the Advisory Committee and as Special Representative for Business & Philanthropy for the 28th Conference of the Parties (COP28) to the United Nations Framework Convention on Climate Change (UNFCCC). Jafar has a longstanding engagement with the World Economic Forum, and was recognized as a Young Global Leader in 2011. Jafar is currently acting as a member of the WEF Stewardship Board on New Economy and Society, the WEF Stewardship Board on Digital Economy and New Value Creation, the WEF Board of Leaders for a Sustainable Middle East and North Africa and is Co-Chair of the WEF Family Business Community. Jafar also serves as a Champion of the WEF EDISON Alliance, WEF Reskilling Revolution and GAEA – Giving to Amplify Earth Action, a global initiative to fund and grow new and existing public, private and philanthropic partnerships (PPPPs) to help unlock the financing needed to reach net zero, reverse nature loss and restore biodiversity by 2050. He is a member of the International Institute for Strategic Studies (IISS) Advisory Council. Jafar holds a master’s degree in engineering from the University of Cambridge and a business degree from the Cambridge Judge Business School.

COMPANY BRIEF Crescent Enterprises (crescententerprises.com) is a multinational company headquartered in the United Arab Emirates. It operates under four platforms: CE-Operates, CE-Invests, CE-Ventures, and CE-Creates, which span diverse sectors including ports and logistics, power and engineering, food and beverage, business aviation, and across verticals such as private equity, venture capital, and business incubation.

What does the concept of philanthropy mean to you in practice?

Philanthropy is an ancient human practice, going back probably as far as human beings have lived together in groups. The word itself is composed from the original Greek root philo - (meaning a love of) and anthropos (human) to create philanthropia or “love of humankind”. The Romans translated philanthropia as simply humanitas , humanness. It is used interchangeably with charity, or caritas , from the Latin altruistic love.

In practice, philanthropy has often been translated as almsgiving, the sharing of resources with others who are less fortunate. I don’t like this term as much as it originates from the word eleos , meaning “pity or mercy” which I find to be degrading. Of course, there are many other terms used in different cultures and faiths, including: zakat (to purify or cause to grow); sadaq , Daana in Buddhism and Hinduism, Tzedakah in Judaism. All essentially the same principle but with some philosophical nuances and variances in practice. Today, the act of philanthropy can encompass many things: individual charity, religious almsgiving, corporate sponsorship, traditional grantmaking by endowed foundations, and strategic philanthropy practiced by individuals or foundations. It’s not just about the money. It can take forms beyond the simple giving of money and include donations of goods and services, volunteering, mentoring, and sharing of intangible assets like data (e.g. medical philanthropy with open sourcing intellectual property, such as vaccine tech). The big differentiation I like to make between charity and philanthropy is seeing philanthropy, or more specifically

Badr Jafar

An Interview with Badr Jafar, Chief Executive Officer, Crescent Enterprises

Badr Jafar and Prime Minister Rishi Sunak of the UK

strategic philanthropy, as impact-driven giving that is evidence-based and uses disciplined planning, execution, and diligent follow-through in order to achieve intended results.

When you think about it, the discipline applied is no different to strategic investing, where you take calculated risks based on data (wherever available) and analysis, and make sure you properly track your returns to inform your future investment behavior. Except in this case, it is social or environmental returns you’re concerned about, not financial returns.

What drives your personal approach to philanthropy?

Having initially been unsuccessful in launching a number of start-ups when I left Cambridge in the early 2000s, I eventually succeeded with a fashion e-commerce startup and made my first $1 million selling the business to a Japanese conglomerate. I spent half that money on launching a failed business, a quarter of it in a portfolio of stocks that lost most of its value in the dot-com crash, and gave a quarter of it away on a host of different causes, primarily humanitarian causes – but with a lot of experimentation.

Over the years, I’ve become far more disciplined and focused in my approach to giving, with the overarching focus on providing “better rods,” or tools, instead of “giving fish,” or even “teaching to fish.” For me, this manifested in building better infrastructure to support strategic giving across global growth markets, such as through a number of Centers for Strategic Philanthropy; HasanaH – a community-driven digital platform aimed at empowering donors of all faiths; and Pearl Initiative – a nonprofit organization focused on promoting the business case behind corporate governance. My hope is that this will lead to more programs and institutions in these markets dedicated to enhancing

the regulatory frameworks upon which philanthropy is practiced, better localized research and data that reflects local priorities, and stronger governance models to organize philanthropic work and make it easier to pool resources for longer-term impact.

Will you share your thoughts around where you think the MENA region is today versus where it was 15 years ago with regards to philanthropy and the role it plays in supporting society?

It is estimated that more than $5 trillion of wealth in the top 30 growing economies, which includes the MENA region, will be passed from one generation to the next within the next decade. This suggests a substantial increase in philanthropic activities within

these societies in the near future. This next generation of philanthropists is reshaping the practice of giving by demanding more hands-on approaches and embracing boundary-blurring innovations to achieve greater impact. They aim to align their philanthropic endeavors with national priorities, giving philanthropy a greater role to play in shaping the future of strategic giving in the Arab region.

This underlines the need for greater transparency and accountability to ensure philanthropists can correctly measure their impact over time. Emerging digital tools and platforms are making giving significantly more accessible, and disruptive technology is enabling the gathering, processing, and understanding of philanthropic data more efficiently than ever before.

The Arab region is renowned for its generosity, presenting a huge opportunity to establish the necessary structures and platforms to nurture a new generation of philanthropists and philanthropic ventures by forging partnerships with government and business sectors to address our most urgent challenges using the principles of strategic philanthropy that is transparent in its application and results-driven.

What are the future key trends shaping philanthropy and how is philanthropy deployed in different parts of the world?

I think there are a few super exciting trends and shifts shaping philanthropy. Over the next 15 years, $68 trillion is expected to be passed down to the next generation globally, making it the largest intergenerational wealth transfer in history. Coupled with a rapid increase in private wealth generation within growth markets, we will see a corresponding major boost in philanthropy from these regions.

Meanwhile, this next generation of philanthropists is transforming the practice of philanthropy, with a growing emphasis on accountability and transparency. As evidence-based intervention becomes the norm, demands on quality data collection and analysis will increase.

A convening on Climate and Nature Positive Philanthropy hosted by H.S.H. Prince Albert II of Monaco and Badr Jafar in Davos in January 2023

Bill Gates with Badr Jafar during a visit to the UAE in November 2019

Technology is also redefining the way that we coordinate activities around giving. With the growth of digital platforms in this sector, we are seeing a shift from a “one-to-many” model of philanthropy –i.e. wealthy donors supporting a vast number of beneficiaries – to a “many to one” model, where entities seeking help can source smaller donations from an infinite pool of “retail” donors.

As more philanthropy becomes strategic in nature and works on system change as opposed to symptomatic relief, we are witnessing more collaboration within the sector where philanthropists share learnings, such as the Giving Pledge, but are also co-investing their philanthropic capital towards common goals –thereby enhancing economies of scale, and creating true communities of giving.

You have been appointed by the UAE COP28 Presidency as a special representative for business and philanthropy. How does COP28 plan to engage the climate philanthropy community?

The COP28 Presidency fully recognizes that addressing the climate crisis is an enormous undertaking, with projections of $4 trillion to $9 trillion per year required to support our net-zero and nature-positive goals. No single funding source will have the capacity or solutions to meet these needs. However, philanthropic resources can play a critical role in catalyzing both public and private finance to unlock the trillions of dollars that are needed towards both adaptation and mitigation outcomes. COP28 in the UAE will raise the bar in terms of ambition and the creation of a global architecture for all capital actors to act together at speed and at scale.

Overall, the trends for greater philanthropic engagement are positive. ClimateWorks data shows philanthropic foundation funding for climate mitigation more than tripled in the past five years, growing to $3 billion per year.

During that same period, the number of grantees receiving climate mitigation funding nearly doubled. However, the top regions to receive climate change mitigation funding last year were the United States, Canada, and Europe, according to the ClimateWorks report. Africa and Latin America combined represented less than 10 percent of total foundation funding.

A key focus for COP28 will be to ensure proper engagement from these regions of the world that stand the most to gain from climate action to help funnel more funds into these regions and from within these regions. This

effort will need to be anchored in frameworks of collaboration and co-creation, built around a common sense of purpose and urgency.

For many years you’ve been working to promote strategic philanthropy across the emerging markets including the Middle East. How do you see those efforts feeding into elevating the role of climate philanthropy across these markets and what needs to happen to see more engagement in this space?

While I am no expert on philanthropy or on climate change, I am a good student of both and I believe so strongly that philanthropy can catalyze the change needed to move the global system on all key challenges facing humanity and our habitat, including the climate and nature challenge.

I have been saying for years that philanthropy is the forgotten child of the capital system – now we seem to have found that child, all grown up, thus we must stop treating it like a child and engage with it properly. We must dispel the myth that philanthropic capital is too small to make a difference – private philanthropy is at least $1 trillion annually, which is more than five times ODA (official development assistance) from governments.

But the real focus should not be on the quantity, but the quality of this large pool of capital – strategic philanthropy has the ability to deploy flexible, risk-tolerant, and patient capital in ways that uniquely leverage business and government capital and create that multiplier effect. This is especially relevant to climate philanthropy. Climate philanthropy can be the glue that binds business, government, and civil society together in concerted action to achieve our net zero and nature positive goals.

When it comes to emerging markets, in general the Global South – home to 75 percent

Badr Jafar presents His Majesty King Charles III with the Pearl Initiative Champion of Sustainability Award in 2016

Badr Jafar visiting Kutupolang Camp in Bangladesh with the Big Heart Foundation in 2017

of the world’s population – is going to bear the brunt of climate change with issues like extreme heat, water scarcity, and poor air quality already creating systemic challenges. This is despite the fact that the richest 10 percent of the world, mostly in the Global North, have per capita carbon footprints 11 times higher than the poorest 50 percent.

While current levels of philanthropic funding in these markets towards climate causes stand very low as a percent of overall funding – probably less than 2 percent – we have a number of major opportunities on the horizon that gives me confidence this will accelerate very quickly. This includes a highly encouraging shift towards the institutionalization of philanthropy across these markets, an increasing recognition of the interconnectedness of climate and a wide range of societal issues including implications for public health, food security, biodiversity, economic equity, and social justice, and a major generational transition taking place within these markets with $5 trillion expected to pass from one generation to the next within the next 15 years in Asia alone –all with the next generation being far more attune to the risks and opportunities with climate adaptation and mitigation efforts.

I believe we are at an inflection point, and we will see a massive scaling up of philanthropic action towards this cause in these markets in the years to come.

You have established a number of strategic philanthropy centers in different regions around the world. What is the motivation behind these initiatives?

The overall motivation in establishing these strategic philanthropy centers is to enhance the impact of philanthropic capital within the regions themselves, but also as it is dispersed to the rest of the world.

Philanthropists from across the MENA region and other emerging markets, such as Latin America, Sub-Saharan Africa, and developing Asia, are becoming increasingly active on a global scale, contributing significant funds towards global causes. The strategy behind these is based on a three-pronged approach:

To start with, research is a fundamental pillar. We aim to invest in understanding strategic philanthropy better and addressing knowledge gaps within the field. The goal is to create a repository of data and case studies, accessible to everyone, that can help guide decision-making and strategy development for philanthropic investments. We believe in learning not only from each other’s successes, but also from our mistakes.

Secondly, these centers serve as a convening platform, fostering collaborations and partnerships. The objective is not just about co-investing funds, but about building a network of like-minded individuals and organizations who can share ideas, practices, and resources. The centers aim to be hubs for these dialogues, facilitating connections that might not otherwise have been made and catalyzing the potential for a multiplier effect.

Finally, education is an essential aspect of our mission. We aspire to develop capacity within the philanthropic sector, offering training programs, workshops, and seminars. These initiatives serve to equip both new and established philanthropic communities with the skills and understanding they need to make more effective and impactful contributions.

Thirteen years ago, you founded a nonprofit organization called the Pearl Initiative, that is focused on promoting the business case behind corporate governance. The organization has a program for the philanthropic/nonprofit sector,

in collaboration with the Bill & Melinda Gates Foundation, aimed at ensuring a better impact across charitable activities in the region. How difficult do you expect it to be to affect change in a sector that has long operated without proper governance measures, and will you highlight some of the program’s key achievements?

We do see considerable challenges in affecting change in the philanthropic sector – but also considerable opportunities. Firstly, there is a clear desire here in the region for people to “do good.” At a minimum, philanthropic contributions include the religious obligation to give money to charity, Zakat, and most wealthy families in the GCC make additional contributions –Sadaqa. The philanthropic donations of the 100 largest family businesses in the GCC amount to around $7 billion annually, while the UAE is among the top nations in the world for giving on a per capita basis. Considering the sums already being invested in philanthropic activities, by maximizing their effectiveness we could see considerable improvements in vital areas such as healthcare, education and job creation.

The Pearl Initiative launched the Corporate Governance in the Philanthropic Sector program in 2017, since greater trust and transparency can bring about a multiplier effect on impact. The program was launched to evaluate impact and formulate the appropriate corporate governance frameworks for the philanthropic and nonprofit ecosystem in the Gulf Region through understanding how and why individuals and institutions, including corporations, family businesses/ foundations, and other organizations in the region donate to charity and implement philanthropic activities and programs.

In 2021, the Governance in Philanthropy program launched the “Circle,” a peer-to-peer network of principal donors and corporate donors from across the Gulf region looking to do more with their philanthropic giving. The Circle network aims to support donors at all stages of their giving journey to connect, learn, and collaborate. The network was established by and is jointly powered by the Pearl Initiative and Philanthropy Age. In the past two years, the program has engaged with this growing network of philanthropic actors through the provision of expert knowledge resources, bespoke tools, and workshops to inspire and encourage strategic giving and reduce a duplication of efforts across the donor community. The network convenings aim to foster collaboration and partnership among members, with a bigger goal of moving the community from intent to action.

With regards to some of the notable program achievements, since 2021 it has hosted 18 workshops and convenings featuring key global thought leaders, and launched a refreshed Circle site, circlemena.org, hosting over 55 resources in both Arabic and English that have been accessed by over 1,300 users. The program also formed partnerships and collaborated with mission-aligned regional organizations, such as Al Qasimi Foundation, Intisar Foundation, SPI at NYU Abu Dhabi, Abu Dhabi Music & Arts Foundation, and the Zovighian Partnership.•

Filming of Tomorrow/Bokra (charity anthem) with Quincy Jones and children in Rabat, Morocco

Putting a Smile Where There Are Tears

EDITORS’ NOTE Alan Hassenfeld is Chairman Emeritus of the Board of Hasbro, Inc., where he began his career in 1970. He was appointed Vice President of Marketing and Sales in 1978, became President of the company in 1984, and Chairman and Chief Executive Officer in 1989. He passed on the responsibilities of CEO in May 2003 in order to fully concentrate on his position as Chairman. He is the former Chairman of the Right Now! Coalition and Admiral of Rhode Island Commodores. Hassenfeld has a BA degree from the University of Pennsylvania and is the recipient of ten honorary doctorates and has been inducted in four Halls of Fame.

ORGANIZATION BRIEF Hassenfeld Family Initiatives is a philanthropy whose goals are to globalize safety and human rights within the area of children’s products, be a catalyst for positive change for the embetterment of society and especially children, and undertake initiatives to improve the economy, education, and business opportunities in Rhode Island, nationally, and globally.

Where did your passion for philanthropy develop?

It was definitely instilled early in my life. When I was growing up, our family always had dinner together – my mother, father, brother, sister, and myself. We talked about the news and current events, but we also talked about how fortunate we were and how we must give back. My parents would tell stories about their parents, and how my grandfather was engaged in the Rhode Island community. They also instilled in us the notion that you need to go out and see how other people live to understand their needs as you try to be helpful. I think the combination of the importance of giving back being passed down from generation to generation in our family, along with our involvement in after-school programs, poverty programs, food banks, among others, helped us to understand that we could be that person on the street or that person in need of food which really shaped my focus and commitment to philanthropy.

I learned early in my life that a leader has to lead by getting his or her hands dirty, and

if you are raising money for a certain program, it is critical to understand what other people are living through. You should only ask others to get involved once you have spent the time getting to know the people and fully understanding what is needed, and then you can be a catalyst to get others to do the same. Never ask others to do something you would not do. How do you decide where to focus your philanthropic efforts? We do not necessarily do things the way other foundations do. Many people want grant proposals and want to know metrics, but much of what I do is my gut feeling which comes from meeting with people and listening to them. I think the job of all of us living in the country today is that while money is clearly important, being a catalyst for trying to vision the future and making a difference is what is most important. An example is the Surgeon General’s report about the rise in the number of teenage girls contemplating suicide. I looked at that in conjunction with the questions about the impact of social media on mental health,

and decided to have the School of Public Health at Brown University look at how we can be a convener to address this issue. There are many brilliant people working on this subject, and we want to bring everyone together to collaborate, rather than working in silos.

What was your vision for creating the Hasbro Game Park as part of The Strong National Museum of Play?

The most important part of this effort is The Strong National Museum of Play in Rochester, New York. I think that The Strong is the greatest repository in the world for toys, games, and libraries on play. The National Toy Hall of Fame is located there as well as the Toy Industry Hall of Fame. Hasbro is celebrating its 100-year anniversary this year, and I wanted to do something for Hasbro, not with Hasbro, as part of this milestone. I also wanted to identify a number of my family members – my grandfather and his brothers, my father and mother, my sister and her kids, my wife – as part of this effort. It is about honoring Hasbro as well as keeping the family tradition going, and my hope is that the Hasbro Game Park makes children smile and have fun when they visit.

Alan Hassenfeld

An Interview with Alan Hassenfeld, Founder, Hassenfeld Family Initiatives

Hassenfeld Children’s Hospital’s Spot the dog taxi statue by Donald Lipski

Your family made a major commitment to create Hassenfeld Children’s Hospital at NYU Langone, and Hasbro Children’s Hospital in Rhode Island. Will you discuss these projects?

As we look at all of the issues that we would like to make better in the world, all of the success of Hasbro and my family comes from children and their families. There is a saying that our greatest natural resource is our children, and I want to give back to what made us successful. The relationship with NYU Langone has been extra special, and I am proud of our niece, Susie, who is on the board, and Catherine Manno for her leadership at the hospital. It has been amazing to work with the talented people of Hassenfeld Children’s Hospital at NYU Langone, and at Hasbro Children’s Hospital in Rhode Island, who are making such a difference in the lives of children.

We also have the Hassenfeld Child Health Innovation Institute at Brown University that seeks to integrate research, clinical practice, public health efforts, and educational programs with the goal of improving child health and addressing child poverty.

You have also been very involved with the Bamboo School in Thailand. How did this project come about?

That school is a dream, and the Thai government, working with Mechai Viravaidya, who is world-renowned, is using it as a model for other schools not only in Thailand, but we recently signed an agreement for two schools in Cambodia. I got involved first because you cannot say “no” to Mechai, and second because of my deep belief in what they are doing. The school teaches from a very early age the importance of financial responsibility and giving back to the community. When I visit the Bamboo School, I see the kids teaching the villagers how to do hydroponics, how to grow

things differently, how to tell which crops are most profitable – it is just a beautiful model where kids are not only learning the ABCs, but they are also learning how to help the community and the importance of giving back. I am very proud of this program.

While much of philanthropy is focused on writing checks, you give your time, energy, and ideas to the causes you support. How important is it for your philanthropic activities to be more than just about donating money?

The day you stop learning, you are no longer a human being. As I mentioned earlier, you need to get out and experience what other people are going through. You need to peel back the onion to understand what the people accessing your efforts need, and it makes such a difference in your ability to help these people in a meaningful way. If you are supporting a food bank, the only way to do this effectively is to know why the people are using the food bank, how the food bank is addressing today’s rising

costs, what else the food bank may need –seeing is believing. I allocate a certain amount of time to visit the sites of the things I want to be a part of.

What do you see as the responsibility that companies have to be engaged in the communities they serve and to be a force for good in society?

Companies have a responsibility to all of their shareholders. I define shareholders as their employees, communities, the shareholders who own stock, and customers. If companies want to continue to be a force, both profitably in their business and as global citizens, they must plant the seeds of the future. Part of those seeds are having good relationships with your community, your shareholders, your customers, but most importantly, your people. The greatest asset any company has is its people – treat them well, and they will make you look like a genius.

What have been the keys to Hasbro’s industry leadership and continued relevance for 100 years?

Hasbro has been successful because of its people, and we always tried to maintain the culture of being a family company as much as possible. It is about storytelling – I go to Hasbro a few times a year to meet with our newer people and explain to them about the people who came before them, like the pioneers who came to America who created the roads, bridges, and railroads. I love to tell stories and want people to understand that one of the most important parts of Hasbro’s culture is caring about our people.

How do you define success?

One of the mantra’s I live by, and I think Hasbro lives by, is putting a smile where there are tears. Success for me is making a difference and being a catalyst for positive good. It is so important that we all try to envision the future, and to try and make it better than what we are faced with right now.

I so enjoy visiting a school and seeing a smile on a kid’s face, and it is important to take the time to appreciate what you are doing. I am doing philanthropy because it is the right thing to do if you are fortunate enough to be able to help other people in need.

It is simple – for me, when my heart smiles, that is success.•

“Success for me is making a difference and being a catalyst for positive good. It is so important that we all try to envision the future, and to try and make it better than what we are faced with right now.”

Ribbon cutting for the Hasbro Game Park at The Strong National Museum of Play in Rochester, New York

Henrik Simonsen

Henrik Simonsen

FINDLAY GALLERIES

FINDLAY GALLERIES

NEW YORK | ON VIEW NOVEMBER

Born in the Danish countryside in 1974 and now working from his studio in Berlin, Henrik Simonsen is a contemporary artist with a distinctive style. In his work, detailed drawings and vivid colors combine to give the viewer a unique vision on landscapes. Inspired by traditional Scandinavian art and design, his paintings echo nature’s bold shapes and complex structures.

Born in the Danish countryside in 1974 and now working from his studio in Berlin, Henrik Simonsen is a contemporary artist with a distinctive style. In his work, detailed drawings and vivid colors combine to give the viewer a unique vision on landscapes. Inspired by traditional Scandinavian art and design, his paintings echo nature’s bold shapes and complex structures.

“Like the subject matter, the process of creating [my paintings] is an organic process where the elements are allowed to ‘grow’ onto the canvas. The first mark will suggest others, and in this way, I will move around the canvas until it is completed. The canvas will have washed-off paint poured onto it, graphite drawn on it, and oil paint applied to it. There is no set order to the process above, and any of them can be repeated several times.” – Henrik Simonsen.

“Like the subject matter, the process of creating [my paintings] is an organic process where the elements are allowed to ‘grow’ onto the canvas. The first mark will suggest others, and in this way, I will move around the canvas until it is completed. The canvas will have washed-off paint poured onto it, graphite drawn on it, and oil paint applied to it. There is no set order to the process above, and any of them can be repeated several times.” – Henrik Simonsen.

While exacting in detail and technically virtuous, his paintings transcend the material world, touching upon the mysterious and spiritual. The fractal forms of his trees, the rhythms of the leaves and the detailed petals in his flowers are all a reminder of the natural world’s beauty, and yet, they are not realistic or naturalistic works; they are contemporary works that transform the everyday allowing the viewer to see nature in a new and extraordinary way.

While exacting in detail and technically virtuous, his paintings transcend the material world, touching upon the mysterious and spiritual. The fractal forms of his trees, the rhythms of the leaves and the detailed petals in his flowers are all a reminder of the natural world’s beauty, and yet, they are not realistic or naturalistic works; they are contemporary works that transform the everyday allowing the viewer to see nature in a new and extraordinary way.

Selected Exhibitions

Selected Exhibitions

2022 Findlay Galleries, Palm Beach, USA

2022 Findlay Galleries, Palm Beach, USA

2020 Findlay Galleries, Palm Beach, USA

2020 Findlay Galleries, Palm Beach, USA

2014 A Visual Diary - Wally Findlay Galleries, Palm Beach, USA

2014 A Visual Diary - Wally Findlay Galleries, Palm Beach, USA

2012 Between the Trees - Wally Findlay Galleries, New York, USA

2012 Between the Trees - Wally Findlay Galleries, New York, USA

2009 Kruishoutem Museum, Belgium

2009 Kruishoutem Museum, Belgium

2006 Chase Charity Exhibition Royal College, London, UK

2006 Chase Charity Exhibition Royal College, London, UK

2006 Royal Opera House, London, UK

2006 Royal Opera House, London, UK

2004 Carlos Galai Art Foundation, Colombia

2004 Carlos Galai Art Foundation, Colombia

2000 Gjethus Museet, Frederiksvaerk, Denmark

2000 Gjethus Museet, Frederiksvaerk, Denmark

Simonsen has exhibited with such modern masters as Bridget Riley, Victor Pasmore, Stephen Conroy and Frank Auerbach. His highly acclaimed solo show at the Royal Opera House in 2006 was followed by a commission for the Kruishoutem Museum in Belgium, where he was presented as part of their permanent collection alongside artists such as Carl Andre, Anthony Gormley and Gerard Richter.

Simonsen has exhibited with such modern masters as Bridget Riley, Victor Pasmore, Stephen Conroy and Frank Auerbach. His highly acclaimed solo show at the Royal Opera House in 2006 was followed by a commission for the Kruishoutem Museum in Belgium, where he was presented as part of their permanent collection alongside artists such as Carl Andre, Anthony Gormley and Gerard Richter.

Findlay Galleries is proud to be the exclusive representative of Simonsen’s work in America and is pleased to announce an exhibition of new works at our New York gallery this fall.

Findlay Galleries is proud to be the exclusive representative of Simonsen’s work in America and is pleased to announce an exhibition of new works at our New York gallery this fall.

Henrik Simonsen

Red Soil, 1962

oil on canvas

Henrik Simonsen painting in his Studio

Henrik Simonsen Red Soil, 1962 oil on canvas

Henrik Simonsen painting in his Studio

MAKING A DIFFERENCE MAKING A DIFFERENCE

Creating a Better Chicago For All

EDITORS’ NOTE Michael Reinsdorf is the CEO and President of the Chicago Bulls. He is an NBA Governor and serves on the NBA Media Committee and the NBA Planning Committee. Reinsdorf is a member of the Commercial Club of Chicago and serves on the boards of the Ann & Robert H. Lurie Children’s Hospital of Chicago Foundation, the Executives’ Club of Chicago, AfterSchool All-Stars, After-School Matters, World Business Chicago, The Economic Club of Chicago and on the Board of Trustees for Northwestern University and the Museum of Science and Industry. Reinsdorf is on the University of Chicago Crime Lab Investor’s Council which strives to understand and reduce crime and violence in the City of Chicago through government agencies and nonprofit organizations. He is the former Chairman of the Harrisburg Senators, a Double A affiliate of the Washington Nationals. He is also the former Chairman of the Stockton Thunder, an ECHL hockey team in Stockton, California. Reinsdorf is a graduate of the University of Arizona. He and his wife, Nancy, who serves as President of Chicago Bulls Charities, have three children and reside in Chicago.

How do you define the role of an NBA team president and how do you focus your efforts leading the Bulls?

As team president, I focus on building strong teams across basketball and business operations who will help us achieve our mission to inspire and unite people through legendary experiences. For the business, we are focused on a set of strategic priorities that include cultivating our local and global fan base, evolving our customer experience, embracing our civic responsibility, and investing in our culture.

Ultimately, our job is to make our fans proud of the team. While we know our brand has a deep history, we work hard each day to earn the trust and respect of our fans and community.

How do you describe the Chicago Bulls culture?

One of our priorities is to invest in our culture. Our leadership team is focused on fostering a collaborative and inclusive culture for Bulls employees. We know our brand is enabled by our people, which is why we consistently listen to employees to deliver a healthy and supportive culture, be it in the locker room or a conference room.

As part of this investment, we work to foster a diverse and inclusive workplace from the way we hire people to our employee resource groups. It’s something we pay attention to every day.

The Chicago Bulls organization commits time and resources to philanthropic work. What has made philanthropy so important, and how do you decide which areas the organization supports?

One of the best parts of running a team is the opportunity to be a true partner to the community. These are values that were instilled in the organization by my dad and that my wife, Nancy, and I do our best to carry forward today. A little over ten years ago, Nancy and I gathered our executive team to evaluate our philanthropic resources and how we could make a positive impact in the community. This group developed the framework for our community engagement strategy that we still use today.

The Chicago Bulls are focused on community violence prevention through four focus areas: education, community investments, health and wellness, and opportunity access. We are committed to using

the Bulls’ platform to elevate organizations, big and small, that address critical issues in our city. The ability to do this work would not be possible without the generous contributions from our corporate partners, individuals, and fundraising programs that contribute to the team’s annual grant program. You are known as a person with clear goals and objectives. Do you look at your philanthropic work the same way?

Focus is a critical element of every efficient and effective organization. You must be able to identify where your contributions make the most impact and stick to a plan to achieve a positive outcome. We look for groups that share our goals and with expertise and authentic connections to the community we look to serve. We listen first and then work with these organizations to develop programs that will lead to impactful change by addressing the most pressing needs. This strategy has helped us stay focused and continue growing partnerships that are extremely effective and make meaningful impacts.

Thanks to the Bulls’ highly engaged fans and corporate partners, we can continue to identify newto-us organizations and strengthen long-standing relationships with highly impactful community partners.

Michael Reinsdorf

An Interview with Michael Reinsdorf, President and Chief Executive Officer, Chicago Bulls

During January 2023, Chicago Bulls player Alex Caruso helped deliver meals to families and personally donated $10,000 to Dion’s Chicago Dream – a local nonprofit dedicated to creating financial, physical, and emotional stability for residents of Chicago by helping fight food insecurity in the city

Do you see it as a responsibility for business leaders and leading organizations to support the communities they serve?

Our business is built on a connection to the city and our fan base, and it is important that we use our resources and influence to make a positive impact. We know it is our responsibility to support the communities we serve and use the Bulls’ platform to elevate organizations who address critical issues in our city. We feel lucky to be in a position to give back and are focused on extending our philanthropic work beyond donations to make real and lasting impact in our community.

We understand that true progress requires partnership, which is why we were founding members of the Chicago Sports Alliance, a coalition of Chicago sports teams who collectively support efforts combating gun violence. Through this coalition with our friends at the Blackhawks, White Sox, Cubs, and Bears, we support local, evidence-based solutions to gun violence through financial donations and by sharing team resources.

Will you highlight the Bulls’ history of giving back and the engagement of the Bulls’ players in the team’s community efforts?

At the Bulls, we have a long history and focus of providing time, materials, resources, and financial support to organizations that we believe can make an impact in our community. In fact, the Bulls were the first team in the NBA to create a Community Relations department. Giving back is in our DNA. It is something my dad instilled in the organization from the start. We are proud that embracing our civic responsibility extends beyond our community relations team and is something that is embraced by the organization as a whole.

Our engagement is enhanced by our passionate players and alumni who are eager to join us in our efforts to create a better Chicago for

all. Last year, the Chicago Bulls hosted or participated in more than 175 different community events with 70 players and alumni engagements. We look forward to continuing this momentum through this season and beyond.

For example, for the past two summers, Ayo Dosunmu hosted a block party for Chicago kids. This year’s event was hosted in Little Village, a neighborhood that has historically experienced high instances of violence. At the event, we partnered with local nonprofits like Beyond the Ball,

Urban Male Network, and My Brother’s Keeper who have deep connections to the community and understand how to use basketball to address the effects of trauma and to create safe places for youth to play, grow, and learn.

Will you discuss some of the programs the Bulls participate in relating to youth education?

Our education programs are aimed at communities where there is a high rate of community violence. They are designed to increase resources that improve learning for youth and young adults and are aimed at enhancing student engagement, academic outcomes, and school experiences to create a more equitable learning environment.

We are really proud of the team’s work in education. For example, last year we partnered with United Airlines to launch a community program that provides Latiné youth opportunities to explore professional pathways across the STEM industries –the program is set at Infinity Math, Science, and Technology High School in Little Village; and for many years we have partnered with After School Matters, an organization that strives to provide teens in Chicago’s neediest neighborhoods with meaningful, firsthand opportunities for personal and professional growth.

Outside of these tentpole programs and partnerships, we continue to show up through our program, Bulls in Schools. Through this program, we invest in Chicago Public Schools and organizations to support the academic, social, physical, and emotional development of youth through PE takeovers, classroom exchange, and mentoring at Chicago Bulls College Prep, a local high school across from the United Center.

We know that when we address root causes of community violence and invest in education, we create additional opportunities for Chicago youth to thrive.•

Chicago Bulls guard and Chicago native Ayo Dosunmu hosts an annual community event honoring the memory of his childhood friend, Darius Brown, who was killed while playing in a pickup basketball game when he was 13 years old. This year’s event was hosted in partnership with Beyond the Ball and Urban Male Network, two organizations who provide safe spaces for Chicago youth to play

In partnership with the Chicago Bulls, famed Chicago streetwear designer, Don C, collaborated with students from Infinity High School from Chicago’s Little Village neighborhood in designing a deck of playing cards inspired by their Latiné heritage

A Life in Music

EDITORS’ NOTE As the record industry’s most innovative, outspoken, and influential executive, Clive Davis has had a profound effect on the world of music, acting as both its champion and its critic, and as perhaps its most visible and respected spokesman. Davis’ contributions to music are, to a large extent, responsible for bringing the industry to where it is in the new millennium.

In the first phase of his career, Davis was General Counsel of Columbia Records and was appointed Vice President and General Manager in 1966. In 1967, he was named President of the company. The Monterey Pop Festival in June 1967 confirmed what Davis had been feeling about rock: the new music was a powerful force, the artistic expression of an emerging culture. He personally signed Janis Joplin’s Big Brother and the Holding Company to Columbia. After that, he was directly responsible for the signing of many more landmark artists in the rock field, among them Blood, Sweat & Tears, Chicago, Santana, Boz Scaggs, Loggins & Messina, Laura Nyro, Billy Joel, Bruce Springsteen, Aerosmith, and Earth, Wind & Fire. In addition to bringing this fresh, brand new talent to Columbia, he signed such artists as Neil Diamond, Pink Floyd, Herbie Hancock, and The Isley Brothers.

While building the rock roster, Davis was also strengthening the label’s catalog in all fields of recorded music, achieving historic success in the areas of R&B, country, jazz, and pop music. He played a key role in the careers of Simon & Garfunkel, Sly & The Family Stone, Bob Dylan, Barbra Streisand, and Andy Williams. Davis figured prominently in shaping career turning points for Miles Davis and Herbie Hancock, and he signed Weather Report. Under his aegis, the company made a strong entry into R&B. Davis’ deal with Gamble & Huff brought to the company the famed Philadelphia International label, which had an enormous string of hits and set the course for black music in the ’70s.

Davis left Columbia Records in May 1973 and, after writing the book, Clive: Inside The Record Business, a national best-seller in both hard cover and paperback, he founded with Columbia Pictures, Arista Records in the fall of 1974. The Arista Records hot streak began immediately. Only three months after the company opened its doors, Barry Manilow’s smash hit

“Mandy,” found by and named by Davis, went straight to #1.

Under Davis’ leadership, Arista launched the careers of Whitney Houston, Barry Manilow, Patti Smith, Kenny G, Sarah McLachlan, Monica, and Dido. The label also attracted such important artists as Aretha Franklin, The Grateful Dead, The Kinks, Lou Reed, Eurythmics, Dionne Warwick, Daryl Hall & John Oates, and Carly Simon.

Just two years after the formation of Arista, Davis held his first Pre-Grammy Gala. Initially, an intimate invite-only celebration of music held the evening prior to the Grammy Awards, the Pre-Grammy Gala quickly became the hottest ticket of the year, rivaling Swifty Lazar’s infamous Oscar parties for elegance, prestige, and star power. A glittering event, which celebrates its 48th anniversary in 2024, Davis’ Pre-Grammy Gala consistently draws the biggest and most powerful names in music, film, television, sports, politics and corporate America. It is renowned historically for unique musical performances and one-night-only duets, all personally selected and curated by Davis himself. The Pre-Grammy Gala will be the subject of The Greatest Party Ever, a feature documentary being produced by the mega-hot Jesse Collins.

Arista’s Nashville division, started in 1988, quickly became the talk of the industry with the discovery of a stellar lineup of stars led by Alan Jackson, Brooks & Dunn, Diamond Rio, Pam Tillis, and Brad Paisley. With over 150 major industry awards, Arista Nashville set the pace for country music.

Analogous to his agreement with Gamble & Huff in the ’70s, Davis made his agreement with L.A. Reid and Babyface to form LaFace Records in October 1989. During this time, LaFace built an outstanding roster of hitmaking artists including TLC, Toni Braxton, Usher, OutKast, and Pink.

In 1994, Davis and producer/entrepreneur Sean “Puffy” Combs entered into a 50/50 joint venture that resulted in the creation of Bad Boy Records with an artist roster that grew to include Notorious B.I.G., Faith Evans, Mase, 112, and, of course, Puffy Combs. Along with LaFace Records, Bad Boy became the most successful Hip-Hop and Rap label of the ’90s, with a shelf full of Grammy, Soul Train, and other industry awards. Bad Boy amassed sales of more than 12 million albums in its first three years, including five RIAA platinum and multi-platinum titles and ten RIAA gold.

Throughout the ‘90s, Arista staked its place in music history time and time again. Specifically, superstars such as Whitney Houston, Santana, Monica, Sarah McLachlan, and Deborah Cox broke records with their long-running charttopping positions. In fact, Arista carved its niche as the only record label in the Soundscan era (whose tracking began in May 1991) to occupy the top three spots on Billboard’s Hot 100 at one time. This occurred for a five-week period in 1995, when TLC’s “Waterfalls” held strong at #1, while Monica’s “Don’t Take It Personal” and “One More Chance” by Notorious B.I.G. alternated at the second and third position. Arista later staked its claim to the top three positions on Billboard’s Hot R&B chart in February 1999 with “Heartbreak Hotel” by Whitney Houston, “Angel Of Mine” by Monica, and “Nobody’s Supposed To Be Here” by Deborah Cox, which stayed at #1 for a historymaking 14 weeks. All three singles were executive produced by Clive Davis.

The nine-time Grammy winning album, Supernatural, sold over 26 million copies worldwide, produced the #1 hits “Smooth” (which to this day is the second highest single in history) and “Maria Maria” (#1 record on Billboard’s Hot 100 Singles for 12 weeks), marked the reunion of Carlos Santana and Clive Davis and the two accepted, as producers, the Grammy for Best Album of The Year.

Also, in 2000, Davis was inducted into the Rock and Roll Hall of Fame as the only nonperformer along with other legends such as Eric Clapton, Earth, Wind & Fire, and James Taylor. Almost simultaneously, it was announced that the celebrated Arista chief would be the recipient of the Trustees Lifetime Achievement award by NARAS at the Grammy Awards.

The landmark year continued when NBC Television broadcast a two-hour primetime special saluting Arista Records and Clive Davis entitled 25 Years Of #1 Hits: Arista Records Anniversary Celebration featuring performances by Santana, Whitney Houston, Aretha Franklin, Toni Braxton, Puff Daddy, Annie Lennox, Sarah McLachlan, Alan Jackson, Barry Manilow, Brooks & Dunn, Kenny G, Patti Smith, Monica, and many others. This once-in-a-lifetime concert special benefited AmFAR, City Of Hope, and T.J. Martell Foundation.

In August 2000, Davis began a new phase in his career, announcing the formation of J Records. The label quickly became the buzz of the industry with platinum success story after success story, beginning with Alicia Keys whose debut album

Clive Davis

An Interview with Clive Davis, Chief Creative Officer, Sony Music

Songs In A Minor sold over 10 million copies and swept the Grammys. Her second album, The Diary of Alicia Keys, debuted at #1 and has since sold over 8 million copies worldwide.

J Records emerged as a dominant music force with chart topping albums by Maroon 5 whose debut album sold over 10 million copies worldwide, Annie Lennox, Luther Vandross, and Rod Stewart, whose five Great American Songbook Volumes returned him to the top of the charts selling over 18 million copies worldwide, with all five volumes being co-produced by Davis.

Davis’ passion for music, though, is matched by a passion for helping his fellow man. The recipient of many humanitarian honors from organizations such as the T.J. Martell Foundation, the Anti-Defamation League, and the American Cancer Society, Davis began his tireless efforts in the battle against AIDS in 1985. One of the foremost leaders in the battle against the disease, Davis has spearheaded the donation of millions of dollars to AIDS charities over the past 15 years. In early 1990, it was Davis who stepped in to save the faltering Rock In A Hard Place AIDS benefit show. With the resources of 15 years of star Arista talent, Davis decided to turn the company’s 15th anniversary concert into a benefit. Featuring a stellar lineup of stars from the worlds of music, television and film, That’s What Friends Are For: Arista’s 15th Anniversary Concert Benefit took place in March 1990 at New York’s Radio City Music Hall. The event raised another $2 million to fight AIDS.

In 1995, Davis was once again named Humanitarian of the Year by the T.J. Martell Foundation, the first ever to receive this honor twice. And in 1998, Clive Davis was bestowed a Humanitarian Award from the American Foundation for AIDS Research (AmFAR), the nation’s leading nonprofit organization dedicated to the support of HIV/AIDS research. In celebration, an affair which also recognized the

humanitarian efforts of Barbara Walters and Tom Hanks, took place where a dazzling array of Arista superstars including Whitney Houston and Sean “Puffy” Combs performed in honor of their friend and label head.

In 2002, Mary Schmidt Campbell, dean of the Tisch School of the Arts at New York University, and Clive Davis, announced a $5 million gift by Davis to the School for the creation of a new Department of Recorded Music. The Clive Davis Department of Recorded Music is the first of its kind to offer a four-year, degree-granting undergraduate program that recognizes the creative producer as an artist in his own right and musical recording itself as a creative medium. That same year, Davis was saluted by the New York Landmarks Conservatory as a “Living Landmark” along with Barbara Cook, Peter Martins, and Mike Wallace, and he also received the coveted NARAS Heroes Award. The Heroes Award honors outstanding individuals whose creative talents and accomplishments cross all musical boundaries and who are integral to the vitality of the music community.

In June 2003, the National Academy of Popular Music/Songwriters Hall of Fame, the organization dedicated to recognizing the work and lives of those composers and lyricists who create popular music around the world, made Davis the recipient of its 2003 Hitmaker Award, awarded the previous year to Garth Brooks.

In 2008, Davis was appointed Chief Creative Officer for all of Sony Music Entertainment, a change in operational responsibility, but an expansion of the artists he would now creatively be responsible for.

In 2010, NARAS announced that it will name the prestigious state of the art theater inside the Grammy Museum the “Clive Davis Theater.”

In 2011, New York University awarded an Honorary PhD of Fine Arts to Clive Davis. Also in

2011, Davis made an additional gift of $5 million, expanding the Department of Recorded Music into an Institute. The additional support and elevation in status will continue to make it possible to recruit additional stellar working professionals as faculty, establish a generous scholarship fund, and support programs to recruit the best and the brightest young talent from around the world, thus securing the Clive Davis Institute of Recorded Music recognition as a global leader in producing talent for the music industry.

Born in Brooklyn, New York, Davis was a Phi Beta Kappa graduate of New York University, where he received his BA magna cum laude , and he graduated with honors from Harvard Law School.

Where did your passion for the music industry develop?

If you told me when I was in college or in law school, or even during the first five years after law school, that my career would be influenced by and inspired by music, I would not have believed it. I had no inkling and no thought about a career in music. You need some lucky breaks in life, and along with a few challenges, I must say that I have had my share of lucky breaks. The first law firm that I worked at dissolved because their major client was bought by another company, and I had to look for a new law firm to join. I had shunned the bigger law firms even though I qualified for the Law Review at Harvard, and joined Rosenman, Colin, Kaye, Petschek, and Freund, and one of their clients was Columbia Records. An alumnus of the firm had become Chief Lawyer for Columbia Records, and he was going to assume a new role as the Head of International for Columbia Records. He reached out to our law firm and asked who was doing non-litigation work which was me. I was making $11,000 and I knew at the time that my future opportunities with the law firm were limited because I did not have any moneyed contacts – my parents died when I was 18, I had $4,000 to my name, my friends were as they say, “ordinary people,” so I would most likely spend my career as a servant lawyer.

I had very young children, a boy and a girl, and the job offer was for $25,000 and included a guarantee that I would become chief counsel within a year, which was a major attraction. These factors led to my decision to join Columbia Records. It may not have seemed that the record business would be a good fit for someone who wore khaki pants and tweed sports coats and came from Ivy League schools, but it was not well known that I had grown up on the streets of Brooklyn, went to public schools, received a scholarship in order to attend NYU – I grew up in a melting pot.

What have been the keys to your leadership and success in the music industry?

I think it is a combination of factors. I found with that lucky break to join Columbia Records that I had a natural gift that I never knew I possessed – I had a natural gift for understanding contemporary pop music. Although I could not read music or play an instrument, when I heard songs I just naturally knew if it had the ingredients

Clive Davis Pre-Grammy Gala artist group portraits from People Magazine in 2009

to be a hit song or a hit record. Another factor was that I trusted my instinct which led me to sign Janis Joplin, Chicago, Santana, Aerosmith, Earth, Wind & Fire, and many others. I just instinctively knew what to look for and feel for and what to project as to artists that would have long careers. The artists that I have worked with have all had decades long careers. I also have a work ethic that continues to this day when I do not really need to work, but the reality is that I do not know how to do anything else.

The best advice I was ever given in my life was from my mother. When I was 12 years old, I was a great student and loved reading books. She told me that while she loved the fact that I was succeeding academically in the basic subjects in school, I needed to get out and know people. You need to develop people strength and common sense and learn about the ideas and attitudes of people, which only comes from getting out and being with people. The advice was that while it is great to be a scholar, you don’t want to be an ivory tower. You also need to be a people person. That has been extremely valuable throughout my career.

What are your views on the state of the music industry today?

It is far better today than it was ten years ago. Since I was fortunate to get a scholarship to go to school, when I was able to give back, I chose education. I created the Clive Davis Institute of Recorded Music at NYU that is the first program of its kind to provide professional business and artistic training toward a BFA in Recorded Music. The Institute has more applicants than ever before. Students who enroll have a wide range of aspirations, whether it be to become a CEO of a record label, a music producer, a performing artist, songwriter, publisher, social entrepreneur, tech innovator, or music journalist.

In the music industry, the pendulum swings and today the focus is on Hip-Hop with Kendrick Lamar, Drake, Future, Jay Z and many other great talents. But where is the next Bruce Springsteen? Where is the next Bob Dylan? Where is the next Aretha Franklin? Whitney Houston? I hope that as the pendulum continues to swing, we find

amazing artists across all genres that have long careers in the music industry.

Where did you develop your passion for philanthropy?

It developed when I realized that I could not go to NYU without a scholarship, and I could not go to Harvard Law School without a scholarship. I was so grateful to have been able to have these opportunities, which is why education has been such a focus for me. I also wanted to support the study of contemporary music – all kinds of music – because it should all be legitimized. This is what I have done at NYU Tisch, and I am very proud of the impact that the Institute has made. How important has it been to not only have a business relationship with your clients, but also to build personal relationships?

I would put it in a different way. It was not a pure business relationship – it involved personal connections. It was not just about selling, promoting, and merchandising – it was about helping these artists achieve their dreams. An example is Patti Smith – she was a rare talent, and she had her dream of success. It was important for me to have a personal connection with Patti to understand her dream.

My family is my family, and this will always be my top priority. But my friends are my friends, and these personal connections are very meaningful. If you are fortunate enough in life to charter a yacht, it is a lot more fun to have ten other people that you like with you on that yacht rather than being there by yourself. Every artist that I have worked with can reach me at any time, and I have always placed a high value on friendship.

Last year when we celebrated my milestone birthday, whether it was Patti Smith or Barry Manilow or Dionne Warwick, Kenny G, Art Garfunkel, Alicia Keys or Earth, Wind & Fire –they all came which was very touching for me to know that I played such a meaningful role in their careers.

How do you define success?

In my life in music, I feel success when artists who signed 50 or 60 years ago are still

headlining today. I was never interested in signing a continuum of one-hit wonders or artists that had short careers. Success is seeing artists that I work with go on to receive Kennedy Center Honors. It is about staying relevant and becoming a lifelong institution. I measure success by the power of songs that I believed in and seeing the way those songs still move people. When you see an artist like Barry Manilow who still today packs a stadium and everyone knows every word to every song, and the songs have such meaning to his fans – the same with Whitney – that is success.

Are you surprised to see the rise and impact of singing competitions on television?

I am happy to say that I am not surprised. When I was involved at the beginning of American Idol, the artists came out of that competition with their singing talent being discovered and a ready audience. When I think about the early years with Carrie Underwood, Jennifer Hudson, Kelly Clarkson, Fantasia, Clay Aiken, Ruben Studdard –every album of the winner of the show became multi-platinum. I am proud of believing in what Simon Fuller and Simon Cowell came up with, and being able to help provide an opportunity to these artists on the show. We had enormous success during the years that I was involved with American Idol.

Will you discuss the new documentary that you are developing?

I am making a documentary of the greatest hits from the Pre-Grammy party that I have hosted before the Grammys since 1976. This party is the hottest ticket in town, and we put together an amazing collection of artists who sing with each other – it is a unique event. The documentary will capture what has made this annual event so special and why leaders across all industries attend. This is a party where you will have the opportunity to meet people that you would otherwise not have a chance to meet. It is a priority for me to capture the essence of this annual party and how it showcases the best of music.

Are you able to take moments to reflect on your accomplishments and appreciate what you have achieved?

As I said, since so many of my discoveries have each lasted for decades, I am so proud of that. I am also proud of those artists’ careers I have collaborated with to extend there professional life like Dionne, Aretha, Rod Stewart, Luther Vandross, Annie Lennox, Carly Simon, and more. I didn’t discover them, but I collaborated with them to extend their careers which continued to showcase their timeless genius. But let me add that even at the height of success, since I had lost my parents as a teenager, the priority of my family has been at the forefront. We always take vacations together – my children, their spouses, and the grandchildren. I love to travel and have always found a few weeks during the year to take trips to understand the world better and to learn about different cultures. I have a very strong work ethic, but I also have a respect for personal and family relationships. When you are on the way up in your career, you need to be driven, but a message I would give to your readers is to work hard, but also take time for family, personal development, and be sure to see the world.•

Clive Davis Pre-Grammy Gala artist group portraits from The Hollywood Reporter/Billboard in 2020

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Family Partnership

EDITORS’ NOTE Early in his career, C. Dean Metropoulos was Senior Vice President of GTE International, a telecom, lighting and precision materials company, operating in over 63 countries. Since starting his private equity career at the age of 32, Metropoulos and his sons, Evan and Daren, have acquired and transformed 80+ businesses around the world and have earned a unique reputation with investors, executives, employees and consumers for their financial returns, transparency, innovation, systems, and constructive partnerships.

What was your vision for creating Metropoulos & Co. and how do you define its mission?

My early career started with GTE International, rising to their youngest corporate executive – CFO for Europe, Middle East, and Africa at the age of 24, and at age 29, CFO International, working and constantly traveling around the world. Many exciting corporate opportunities arose for me in those early years, but a new business frontier was evolving –Private Equity. This intrigued me as I loved building and profitably growing businesses. Thus, I started Metropoulos & Co. to participate in this exciting new frontier.

One of my first deals was the purchase of a cheese company that rolled up many of the specialty, branded cheeses in the U.S., and we successfully sold it to a Canadian public company. This transaction introduced me to the “consumer” sector. Having completed 65+ consumer deals and several industrial transactions, and engaging my sons, Evan and Daren, early in their lives, we fell in love with historic and iconic – 100–200-year-old brands, many of which had lost their way, operationally and innovationally. Our family partnership was magic. Evan and Daren led with innovation, packaging, and unique highly-engaged marketing such as The Rock (WWF) with Chef Boyardee, with NFL’s Warren Sapp, Jeremy Shockey, and Clinton Portis with Hungry-Man dinners, Gulden Mustard, and Jennifer Aniston in the movie Picture Perfect, brands including Pabst, Perrier Jouet, Mumm Champagne, Bumble Bee – regularly on Howard Stern, Ghirardelli, and many other truly iconic brands.

What have been the keys to Metropoulos & Co.’s success?

I attribute our success to our operational focus, Evan and Daren’s unique marketing and innovation skills, and creating and insisting on a lean management culture with a sense of urgency, strong accountability for performance, cash flow and strong reinvestment to ensure growth and innovation.

Where did your interest and passion for philanthropy develop?

My family: my parents, my brother, my sister and I, came to the U.S. as poor immigrants from Greece. It was a challenging transition watching my parents work many hours in factories to achieve their purpose of bringing their children to America, the land of opportunity and education. They provided a family atmosphere of respect, love, and a strong work ethic, which gave us the confidence to reach and achieve our potential. Also, a critical lesson which we were often reminded of was Aristotle’s philosophy of “kindness and moderation,” and also having a very constructive and loving relationship with your family, friends, and fellow workers – the basis of life’s positivity and self-confidence. My mother in particular would regularly remind us of our blessings of health and family and how

many people in the world are deprived of even the hope of these attributes and access to their basic needs for food, health, love, and security.

What do you feel are the keys to being effective and making an impact in philanthropic work?

My wife, Marianne, has been the foundation of our family’s journey in balancing our family values, and pursuit of happiness, success, and philanthropy. This upbringing was the cornerstone of my family’s commitment to philanthropy. It is a challenging lesson to impart to our new generations that live in a world where materialism is so critical to the measurement and identity of who one is, versus making a difference in the lives of the deprived, and humanity, with education, medical research, and access to healthcare, food, and shelter.

How do you decide where to focus your philanthropic efforts?

Philanthropic effectiveness is a challenge, as it is easy to feel that one’s impact is not meaningfully making a difference. One may focus on a few important issues like education, global hunger, healthcare, and medical research that can cure global illnesses like cancer, but these issues do not have clear and measurable timelines and solutions. As businesspeople, we have measured success by timely performance and results. With philanthropy, we must adjust our

C. Dean Metropoulos

An Interview with C. Dean Metropoulos, Founder, Metropoulos & Co.

expectations and bring our talents and efforts to bear to push for progress and accountability as philanthropic efforts generally do not have monthly and quarterly performance.

While much of philanthropy is focused on writing checks, you give your time, energy, and ideas to the causes you support. How important is it for your philanthropic activities be more than just about donating money?

There are 1.3 million registered charities in the U.S. and 10 million globally. The requests often become overwhelming. It is important to work with organizations like the Giving Pledge, Prince’s Trust International, Hole in the Wall Camps, and many others to ensure that there are controls and accountability with some of the global giving. We also feel it is important to make individual contributions where one can see immediate impact from helping specific families or children or causes that are right in front of us, such as abused animals, endangered reefs, etc.

How do you define success in your philanthropic work?

As a family foundation, we have had many discussions on where our philanthropic focus should be. We have identified a few important platforms, such as medical research, where we partner with Memorial Sloan Kettering for cancer research; and education – we partner with Prince’s

Trust International to provide access to education for hundreds of young children in Africa, Greece, and other countries, as it is our strong belief that education is the key to addressing most of the important needs of the world.

In addition to many of these global efforts, my family derives particular pleasure from the immediate impact and reward we feel when we support certain needy families or individuals, or organizations such as Shriners Hospitals, St. Jude, Mercy Ships, Doctors Without Borders, and Wounded Warriors, etc. We are committed to sharing our blessings with those in need and to help impact humanity through the broader efforts of education, medical research, the environment, and social change. We also have a strong commitment to supporting animal welfare organizations such as the ASPCA and Humane Society of the U.S.

Environment – we are advocates of ESG and addressing the alarming deterioration of our world – toxic emissions, melting poles, rising temperatures and sea levels, rapidly expanding deserts, deforestation, etc. Many of these challenges are driven by a rapidly rising population and its demand on our limited resources. In addition, we see a tremendous need for change in long-standing traditions and attitudes that continue to foster social inequality of women, race, class, etc.

There are many international efforts and formal government commitments to bring about true changes, but it is far from clear that the government and business commitments are being effectively and timely implemented. There will always be challenges to the “G” of ESG – Governance, and regulation around these issues that are alarmingly threatening our planet and humanity, and timely action is critical as we watch daily rising temperatures and storms that overwhelm our planet.

We learn that everything in life requires commitment and engagement if it is to be successful. We may not be in control of most of the philanthropic challenges, but we can make an important difference by contributing our funds, talents, and efforts to help in the infrastructure and execution of a charity’s mission. This engagement is a true challenge, but we must commit to working with many global institutions and philanthropists and try to make a difference.

With all that you have achieved in your career, are you able to enjoy the process and take moments to celebrate the wins?

The measure of my life is to know that I have enjoyed and fulfilled my life’s journey –professionally, socially, religiously, ethically, and most importantly, to be part of a happy family with love, care, shared values and ethics, and more than ever in my life, how do I and my wife, Marianne, the steward and philanthropic leader in our family, optimize the impact of our resources to the above outlined causes while living a close and happy life with our families. We feel blessed that we are able to enjoy and share the things that are important to us, and pray the future continues to be positive for the world’s children. One’s life is not about what we have, but what we do.

What advice do you offer to young people beginning their careers?

My advice to all young people is to live a life with purpose, feel love and involvement with your family, and commit to making an impact on other people’s lives and humanity. Balancing all of this is not easy in this rapidly changing and demanding world of globalization – AI and technology – while maintaining your personal feelings of love, care and the desire to make a difference. But it is this balance that will be the core to one’s happiness and fulfillment.•

International logos of Metropoulos & Co. brands

Formerly-Owned Nestlé Waters North America brands recently acquired by Metropoulos & Co. in partnership with One Rock Capital Partners

The Joy of Giving

EDITORS’ NOTE In addition to leading the tremendous growth and development of the business and team at Granite, Rob Hale and his family are perhaps best known for their charitable and philanthropic work. Hale was awarded the Boston Red Sox Jimmy Fund Award in 2014 for his long-time commitment to the lifesaving mission of the Dana-Farber Cancer Institute and the Jimmy Fund. In 2017, Hale and his wife, Karen, were honored by the Breast Cancer Research Foundation with the Inaugural Carolyn Lynch Humanitarian Award. In 2018, the pair were honored by Brigham and Women’s Hospital with the Heritage Key Award. Additionally, Partners Healthcare saluted the Hale’s with the Jack Connors Philanthropic Leadership Award. For 2019, The Chronicle of Philanthropy listed the Hale’s as one of the top 15 most generous philanthropists in America. Granite was also recognized in 2019 as the Most Charitable Company in Massachusetts. Hale has held or holds leadership roles at Boston Children’s Hospital, The Massachusetts Soldier’s Legacy Fund, The Dana-Farber Cancer Institute, Deerfield Academy, his alma mater Connecticut College, and the Brigham & Women’s Hospital. Hale and the entire family of teammates at Granite host an annual Saving by Shaving event to benefit the Boston Children’s Hospital. Hale is also an owner and Director of the 17-time World Champion Boston Celtics of the National Basketball Association and the owner of the Boston Cannons of Major League Lacrosse.

COMPANY BRIEF Granite Telecommunications (granitenet.com) is a leading communications services provider for businesses with multiple locations. Granite provides one-stop solutions for voice, data, Internet, wireless, video and secure network options throughout the United States and Canada. Granite understands that no two businesses are run the same way, and creates a flexible communications solution tailored to each customer’s needs today and in the future. Granite’s scalability allows its clients’ businesses to grow with imminent demand.

What was your vision for creating Granite Telecommunications and what have been the keys to Granite’s industry leadership?

When we started in 2002, the idea of consolidation of multiple locations across the country did not exist, and it was our customers, specifically Walmart and Walgreens, that mapped out this opportunity for us. They told us that this aggregation would be useful to them, and this became the bedrock for who we are today. I did believe that we would be an industry leader because I knew that we would work harder than everybody else, but I cannot say that I foresaw the amount of success that we have achieved. It is beyond what I could have expected.

Is it challenging to maintain the Granite culture as the company has grown in size and scale?

It is vital to maintain the culture, and it is hard. Twenty-two years ago, there were seven of us, and ten years ago there were 700 of us, and approximately 600 of those people worked in the same building. Today, just at our headquarters in Quincy, Massachusetts, we have three buildings, and we have 14 other big offices and 22 other smaller offices across

the country. It is much harder to replicate the culture and family feel because you can’t touch and feel each other. I visit all of our branches every quarter, which takes a lot of time and work, but it is critical to be with our people and to build relationships. We have company calls every Monday with the entire company. In order to drive the growth that we aspire to, we need to continue to expand into different locations and facilities, but at the same time we need to prioritize the culture which is the foundation for who we are as a company.

What do you tell young people about the type of career the industry offers, and do you feel the business is well-understood?

I do not think our business is well-understood by those entering the workforce. Many accomplished young people see financial reward in private equity, banking, technology, which I do not hold against them. However, I think there are a number of ways to achieve this goal, and in many ways as opposed to being one of many bright, talented people going into the same arena, which is going to be a very competitive arena, why not think about different arenas where you can stand out. Our industry

Rob Hale

An Interview with Rob Hale, Co-Founder and President, Granite Telecommunications

Rob Hale speaking at the Quincy College Commencement in 2021

can appear pretty stodgy, but for Granite, when you peel back the onion and see what is inside, it is clear that it has unique successes because of our innovation. The notion of consolidating a nation’s worth of services, as I mentioned before at the suggestion of our customers, was created by Granite.

We have just released a new product that is a wireless backup device which is patented and has never existed before. We are at the forefront of innovation, and when you are fleet of foot and flexible and nimble, you can separate yourself from your competitors. We do things differently which is part of our DNA.

Where did your interest and passion for philanthropy develop?

I was raised in a family where taking care of the community was part of our culture. I think this focus blossomed as I became a businessperson and became more involved in the community, and as we started to have moderate successes. I think as you achieve success, any leader if they are being honest with themself will realize that those successes are a byproduct of a great team and a great community. As I began to have even more success, I realized that my success was firmly a byproduct of a great community, and if we had these successes, we should share them with our community. This has become part of who we are as a company, as well as who my wife and I and our kids are as a family, and it is truly joyous to be able to do philanthropic work.

How do you decide where to focus your philanthropic efforts?

My wife, Karen, and I have organizations that we support that are important to us as a family, but all of that philanthropy is a byproduct of Granite’s successes. The fact is that I am part of Granite, and Granite is part of me. There are choices that we make as a family for who

we support, and there is another facet which I am honored to be part of which is supporting causes that our Granite teammates are interested in supporting. While my family philanthropy and Granite’s philanthropy are independent, they are in many ways intertwined.

A key aspect when we evaluate an opportunity to support an organization is who the leader of that organization is and how that leader is driving the mission of the organization. We look to build relationships with the leadership of the organizations we support, because it is not just about giving money, it is also about giving your time, ideas, and expertise to support the mission.

A great deal of attention is given to the large gifts you have made, but you are also committed to making smaller gifts to organizations where it can really make a difference which was seen with your commitment to gift $1 million a week to small nonprofits for 52 weeks straight. Will you discuss this effort?

A few years back, Karen and I tried to give one large gift usually of $50 million to an organization each year which we did for 3-4 years, and this was to Dana-Farber Cancer Institute, Brigham and Women’s Hospital, Boston Children’s Hospital, and my alma mater, Connecticut College. These are all institutions that we wanted to help, and I am honored to be able to help them. The health institutions we support are world-leading institutions in Boston that are impacting the world, so in many ways these are three gifts at once. You help the Boston community; you help with world community because those researchers are inventing medicines that will affect everyone around the globe; and you help the Boston business community because what Boston is best at is medicine and education, so if we can foster that and stimulate growth, it is good for the entire region. I love to support these types of institutions.

We decided a few years ago that there are some great organizations that we became aware of in our travels that we were not helping because we were doing these large gifts. You and I have known each other a long time, and you know that I am a goal-oriented person, and Karen and I decided to make it a mission to gift $1 million a week to these types of organizations for 52 weeks straight. This would allow us to impact 52 organizations. I found that helping a small organization with a brilliant leader and a great vision that did not know if they would have funding to continue in a few months was unbelievably rewarding. We not only wanted to help them create an endowment, but we also wanted to provide our knowledge and expertise to help them put a structure in place for the long term. When you see the work these organizations do on a daily basis and know that you were able to help them become permanent, it is as compelling, and even more compelling, than the big gifts.

What led to your decision to donate $1,000 to each of the University of Massachusetts Boston graduating class of 2023 by presenting each graduate two envelopes, both containing $500, with the idea that they could keep one and give the other to a charity of their choice?

Karen and I have come to realize that giving a gift brings more joy than receiving a gift, but you can’t know this until you are able to experience it. University of Massachusetts Boston, which is six miles up the street from our office, is an urban school with approximately 73 percent minority students, and roughly 69 percent first generation college students. There are many kids in that school who are working their tails off, and I admire them. The reality is that they probably do not have a lot of excess resources, so they may never have had a chance to give a financial gift. I hope that by creating that opportunity, and giving them a chance to experience that joy, will make this a part of their lives going forward. I received hundreds of letters from these graduates telling me how they planned to donate their money which was a very special feeling.

Are metrics important to measure the impact of your philanthropic work?

In business, you can measure most things pretty closely. In the philanthropic world, it can be much harder to measure. Are you helping 11 kids, 1,100 kids, or one kid – and if it is one kid, are you really, really helping that kid. We are focused on making sure the organization is a 501(c)(3), has a great leader, has a great mission, and is an organization where we can build a relationship and facilitate their ability to compound their mission. If we believe in them and what they are trying to do, then we want them to spend their time and energy on fulfilling their mission rather than having to report back to us.

Do you take moments to reflect on what Granite has achieved and the lives that you have been able to impact through your philanthropic work, or are you aways looking at what is next?

To be honest, there is not much reflection – there is still so much more to do.•

Rob Hale at a leadership event at Ron Burton Training Village

MAKING A

A DIFFERENCE

A Learned Philosophy

EDITORS’ NOTE Marty Edelman spends a significant amount of his time as an advisor in the Middle East and England. He has more than 30 years of experience and concentrates his practice at Paul Hastings on real estate and corporate mergers and acquisitions transactions. He has been an adviser to The Related Companies, Fisher Brothers, and Mubadala, the strategic investment entity of the Abu Dhabi Government. Edelman is on the Board of Directors of Equity Commonwealth, Global Foundries, and Aldar, and until recently was on the Board of Blackstone Mortgage. He received his LLB from Columbia Law School and his AB from Princeton University. Edelman served in the Army from 1966 to 1969.

Where did you develop your passion for philanthropy and how do you decide where to focus your efforts?

Philanthropy is a learned philosophy. My parents were social activists in various causes including civil rights in the 1950’s, and also supported many local charities. But what characterized their giving was that it was accompanied by active participation. So, it really was part of my upbringing and I also focus my philanthropic efforts with human and financial resources available to me. Civil rights with the Jackie Robinson Foundation, and support of military families with the Intrepid and Fallen Heroes Fund and Fisher House Foundation, as well as community-based efforts like the Tribeca Film Festival, which was started after 9/11, captured my interest.

You serve as vice chairman of the New York City FC. What interested you in this opportunity will you highlight the plans to build a soccer stadium in Queens?

My interest in soccer started in 2008 when Sheikh Mansoor purchased Manchester City Football Club and asked me to join the Board. We now have 12 clubs around the world and NYCFC is probably our most prominent. Because I am from New York, I took responsibility for a leadership role in all aspects of the club. The New York Yankees are an incredibly valuable minority partner. We are starting the approval process to build a 25,000-seat soccer stadium next to Citi Field in Queens. It will be all union

built and we are working closely with the community, led by the indomitable local City Councilman, Francisco Moya, and of course Mayor Eric Adams. I lead the NYCFD development team. What makes this project unique is that it is also a part of a needed larger affordable housing project being built by The Related Companies and Sterling Development Partners. We are thrilled it is in Queens. You also serve as vice chairman of the Intrepid. How do you describe the Intrepid’s mission?

The Intrepid has many purposes – we provide STEM educational programs to thousands of New York City school children. We also teach those students the meaning of the words “Duty, Honor, Country.” Finally, Intrepid provides a balanced visual history of the role of our military and its families in the historical and continuing effort to keep America a free country. Too many Americans are not aware of this history and the millions of visitors, including thousands of foreign tourists each year, come away with a new vision of our history. We

have allied foundations in Fisher House, Fallen Heroes Fund, and Operation Mend which make valuable contributions to the well-being of our service personnel and their families in areas which the government does not provide that vital support. My three years in the military after law school deeply affected my thinking and my understanding of the sacrifices Americans make for this country.

What was the vision for creating the Jackie Robinson Foundation and how has the Foundation evolved?

The Jackie Robinson Foundation, which Rachel Robinson and I and two friends founded in 1972 when Jackie died, provides scholarships to minority students who show unusual talents and promise. It has been an extraordinary success and is often designated as the most effective model for scholarship programs. I am enormously proud of the thousands of young men and women who having graduated as Jackie Robinson Scholars populate Wall Street, law firms, hospitals, the medical profession, music and entertainment. We have the highest graduation rate of any education foundation because of the involvement of our staff

Marty Edelman

An Interview with Marty Edelman, Senior of Counsel, Paul Hastings LLP

Intrepid Sea, Air, & Space Museum

and board in the lives of our scholars – Rachel at 101 still attends the annual Scholar weekend and dinner.

What do you feel are the keys to effective philanthropy?

The keys to effective philanthropy can be expressed in intellectual and philosophical terms, but I think it is three words – money, activism, and focus. Invest your financial resources, your time, and your passion to a few causes that really matter to you and you can make a difference.

You have spent your business career as a leader in the legal profession. What attracted you to a career in law?

My father and four of his five brothers were lawyers, so it was sort of the family business. Also, I really did not know what I wanted to do so law school seemed an attractive pathway to “something.” I followed the advice of a friend who said, “If you don’t know where you are going, any road will get you there.”

What advice do you offer to young people interested in pursuing a career in law?

Law is a great field of study where you learn what critical thinking really means. You learn how to deconstruct a problem and reconstruct a solution and you learn how to think under pressure. After law school and a few years as a lawyer, you can either decide to continue to be a lawyer or migrate to just about any other field or activity.

With all that you have achieved in your business career and philanthropic activities, do you take moments to reflect and appreciate what you have accomplished?

I am only 82 so I haven’t started to look back yet. I am still looking ahead to the many challenges life offers. I spend most of my time working on projects in the Middle East and enjoying “one day at a time.”•

New York City FC in action (above); The Jackie Robinson Museum (top)

“The keys to effective philanthropy can be expressed in intellectual and philosophical terms, but I think it is three words – money, activism, and focus.”

Dare to Dream

In Israel, Nadal’s support extends to the Miles S. Nadal Institute for Technological Entrepreneurship at Tel Aviv University and many other community causes including Yad Vashem, Duvdevan and United Hatzalah.

Nadal has been nominated for Canada’s Top 40 Under 40 and was the recipient of Ernst & Young’s Entrepreneur of the Year Award™. Among his awards are the Harold Lederman Award for Philanthropic Leadership, Jewish National Fund Negev Honoree, Toronto Chapter of the American Marketing Association Marketing Hall of Legends, Executive of the Year by MEDIA Magazine, and Damon Runyon Cancer Research Foundation honoree. Nadal was awarded an Honorary Doctorate of Philosophy degree from Tel Aviv University, and was recognized for contributions to Harlem RBI, an initiative for youth playing, growing, and learning. He is a member of the Board of Governors of Tel Aviv University where he endowed a home for technological innovation and entrepreneurship, as well as serving on the International Board of Governance of The Peres Institute.

stakeholders. Peerage Capital’s largest operating business is Peerage Realty Partners, a leading residential real estate services firm, serving luxury markets across North America. Its partners include leading Sotheby’s International Realty franchisees, and renowned independent firms in both re-sale residential real estate brokerage and new construction marketing. Peerage Realty core service activities include real estate financing, transaction services, asset management, and home improvement for purpose-built rental properties. It is currently one of the top 10 largest residential real estate service firms in North America with over 7,500 best-inclass sales representatives and employees with 276 offices across Canada and the United States selling over $70 billion of residential real estate annually. Peerage Capital has over $16 billion of assets under management across its various platforms.

EDITORS’ NOTE Miles S. Nadal (milesnadal.com) is an international entrepreneur and philanthropist. His belief in the importance of investing in passion and empowering people to pursue their highest goals has framed his approach to both business and philanthropy. Under Nadal’s ownership, Peerage Capital’s residential real estate business has grown into a Top 10 North American real estate services company with a focus on the luxury market. Peerage Realty Partners invests in the passion of entrepreneurs and their teams to accelerate their growth. Peerage Capital is also a leader in the Canadian self-storage business and in the independent wealth management and investment banking business in Canada and in the U.S.

Nadal has been a consistent force with his ongoing support of many community-focused philanthropic initiatives. These include the Miles S. Nadal JCC, an inclusive urban community hub in Toronto, the Miles Nadal Heart Centre with the Sinai Health Network, the Miles S. Nadal Management Centre at the Schulich School of Business, and the Miles and Kelly Nadal Youth Centre. He is an active supporter of local food banks, summer camps, and programs for young, aspiring entrepreneurs.

FIRM BRIEF Peerage Capital (peeragecapital.com) is a leading North American business services and private investment firm. It focuses on partnerships with passionate entrepreneurs in the service sectors. In addition to talented teams, it seeks out opportunities to achieve scale through both organic growth as well as acquisitions, operating synergies, and brand differentiation. It supports the partner firms in which it invests by providing capital as well as a team of experienced professionals who add value in such areas as strategy, finance, technology, marketing, mergers and acquisitions, and communications. Peerage Capital’s long-term investments are across several sectors, primarily real estate services, real estate development and management, land assembly, asset management and wealth advisory services. Peerage, though its partner firm, Vaultra, has over 3 million square feet of self storage under ownership, management and development. Across every sector, Peerage Capital operates with a strong culture of partnership, collaboration, and alignment of interests, both economic and cultural. Peerage Capital’s unique “Professional Partnership” model has been refined over 43 years to accelerate growth through value-added services that enhance the sustainable, profitable growth rate of the organization, maximizing value for all

Miles S. Nadal, Founder and Executive Chairman, Peerage Capital

An Interview with Miles S. Nadal, Founder and Executive Chairman, Peerage Capital

Miles S. Nadal and his wife, Kelly Grier Nadal

Where did your interest and passion for philanthropy develop?

My passion for philanthropy first began when I was the recipient of it. When I was 10, I was only able to attend summer camp because of a charitable program that subsidized children from families that could not afford the fees. I was one of those blessed children. For me, it was a transformational experience to have that opportunity to get out of the city and go away to camp for the first time. It maybe does not sound like a big deal, but it provided me with a new experience and really opened my eyes. I promised myself that I would do whatever it took to create the same opportunity for

someone else when I got older and could afford it. I take my promises to myself seriously and I have made good on almost all of them, even the ones I made as a very little kid. That’s why, to this day, one of my favorite quotes is from Forest Witcraft: “A hundred years from now it will not matter what my bank account was, the sort of house I lived in, or the kind of car I drove. But the world may be different, because I was important in the life of a young person.”

That experience was the genesis of my commitment to helping others in general and helping children specifically. I have always understood that feeling that you have potential, but you just need a chance to make good

on it. I champion children’s causes because early in life, they stand to benefit most from the resources that others may consider small or unimportant.

Over time, my passion for philanthropy has grown, but it has also been refined. When you first have the means, I think it is common to give to almost every worthy cause that tugs at your heart strings. There is that initial feeling of delight that you have the means to give with an open hand.

Over the past couple of decades, however, I’ve gradually taken a more disciplined approach. I have started the Dare to Dream Foundation, and I generally keep my commitments balanced between children, community infrastructure, education, and health. If you fail to do that, over time it can be overwhelming and, arguably, less impactful.

Still, it’s a poorly kept secret that my heartstrings are still easy to tug. I am not rigid about what I support.

Why is philanthropy important to you?

I am very grateful and mindful of my good fortune, and I am extremely blessed for everyone and everything my family and I have in our life. I never lose sight of that. At Peerage, we say “We Invest in Passion.” That is exactly what I do and why I do it.

It gives me great personal joy and emotional satisfaction to know I may have had a small, positive impact on a person or a community. We live in a volatile time when things are always changing. The ability to give people or communities a hand up in these circumstances is a true privilege. This is true in North America and in Israel as well.

What do you feel are the keys to being effective and making an impact in philanthropic work?

Making sure that good intentions translate into meaningful action in real time always requires more effort and follow-up than people may think. It is my view that flexibility and responsiveness are key to effective philanthropy. The world moves very quickly and circumstances and needs can drastically shift overnight.

As I mentioned, I have created the Dare to Dream Foundation – but I remain mindful that to stay relevant it must also stay porous. That means I am always trying to achieve and sustain a balance between sticking to my four buckets of philanthropy while remaining attuned to need as it arises. For example, we have companies across North America and we are consistently supportive of the communities in which we do business. That tends to be purely reactive, based on whatever is happening and finding opportunities to help people in moments of crisis.

The other thing I consider an effective philanthropic strategy is tapping into the enormous value of encouraging people at all levels of our companies to engage with whatever causes or organizations resonate with them. We want to enable their work in meaningfully supporting their communities. We want them to donate time, talent, and treasure to organizations about which they are passionate.

Miles S. Nadal with Jay Leno, renowned comedian and car collector, at his garage

That understanding has led to some very powerful outcomes, not the least of which is the contribution to our own internal culture. At Peerage, we pride ourselves on recruiting and retaining people who are deeply passionate about what they do. That extends very easily to the virtuous circle of philanthropy. I find that building common purpose is a great way to achieve a positive outcome for everyone

involved. It is a great motivator for our colleagues to be part of an organization that is socially conscious.

How do you decide where to focus your philanthropic efforts?

I focus on supporting children, community infrastructure, entrepreneurship, education, and health because each of those areas contributes to providing a hand up rather than a handout.

My intent is to help create the circumstances that level the playing field, reward initiative, and enhance opportunity for all. That starts with nurturing children, especially those who are a little further from the starting line in life through no fault of their own. Access to education, as well as some enriched programs, helps build the skills and the confidence that allows people to Dare to Dream and to bet on themselves even in the most competitive markets. Community infrastructure provides the framework for delivering programs, and nothing is possible without good health.

This is the logic that informed my initial approach and, frankly, it has worked well in balancing the discipline and the flexibility that I am seeking from my philanthropic endeavors.

While much of philanthropy is focused on writing checks, you give your time, energy, and ideas to the causes you support. How important is it for your philanthropic activities be more than just about donating money?

We are all part of larger communities, and I am a very big advocate of rolling up your sleeves and getting directly involved in whatever cause inspires you. Today, there are just so many ways to engage and to raise up others. And there is no shortage of need wherever you turn.

We have businesses across North America and one of the common denominators for all of them is philanthropy. Everyone at Peerage and our partner companies is encouraged to leverage their own special talents for a worthy cause and we support them by allocating time for that. In many cases, we will match donations for specific circumstances like flood or hurricane relief.

It starts at the top and our support center, which involves all of our head office team to set the tone. They serve on boards, volunteer at food banks, mentor young entrepreneurs, give their time to kids’ sports programs, deliver Meals on Wheels, participate in food and clothing drives – the list goes on.

And yes, it is always important to provide financial support in tandem with these initiatives.

Do the same qualities and traits that made you successful in business translate to being effective in philanthropy?

I do believe there is a direct correlation between business and philanthropy. My simple philosophy, and one that is shared across Peerage, is to “do things that matter and get things done.” For one thing, I view my philanthropy as an investment, and I take a portfolio approach. It’s an investment in our broad community with the aim of optimizing human capital. The portfolio approach means that I establish priorities and then put the right pieces in place to move them forward.

Frankly, all leaders have the tools to make meaningful contributions to philanthropy. They operate in a universe where they must be organized, strategic, and highly-focused. That said, and this may be a controversial point of view, but I believe the entrepreneurial mindset tends to make for the most successful philanthropists of all. I say that for several reasons.

Michael Milken, Financier and Global Philanthropist, and Miles S. Nadal

For one thing, they are self-starters who know how to superimpose order on chaos. For another thing, in my experience, entrepreneurs are seldom troubled by selfdoubt. If you are not confident that you can do better than the prevailing status quo, that you have the ideas that will result in improvements in a business, a sector, or a community, you will not succeed in your venture.

Entrepreneurs are also focused, driven and persistent to see their goals come to fruition. In a philanthropic context, that means they dig in and commit to goals and time-bound and measurable objectives before they commit. They also tend to be very persuasive when it comes to obtaining buy-in from all stakeholders for whichever project they are involved.

What does success mean to you?

Success is a highly subjective construct and my sense of it has shifted over time. As I get older, I understand situations and people in new ways.

As I have grown as a person, I define success as achieving my objectives while including many others. Ideally, others benefit directly when I succeed. For example, I have amassed a significant collection of rare one-ofa-kind sneakers including the Nike prototype and some pairs worn by Michael Jordan. The proceeds of any future sale of that collection are clearly earmarked within my Foundation for children’s charities.

At a time when there is so much need and inequity in society, it is more important than ever to incorporate some collective good into your own agenda, and to do so from the outset.

More broadly, I set clear goals and then work to excel them, rather than just achieving them. Admittedly, I am aggressive with myself about setting a high bar when it comes to goals. That is why I use the tagline “Dare to Dream” in all my personal ventures, including my charitable foundation.

When you think of legacy, is the impact that you have made on countless lives through your philanthropic work what means the most to you?

My family is my ultimate legacy. Providing for them and ensuring their well-being is always my top priority. Giving back to the broader community is a very close second. I have been blessed with the opportunity to be a bit more reflective in the past few years. Over my career, I have expended a great deal of energy to propel myself forward in life, especially in business. But for that effort to have any lasting meaning, the things I have accomplished must serve others in several ways. The financial outcomes are obvious, but it means a lot to think I might inspire someone else to take a risk, to power through a period of adversity, to create jobs and wealth, to give back.

There are two people who are my role models in business, philanthropy, and legacy: Mike Milken, legendary financier and founder of the Milken Center for Advancing the American Dream, and Isadore Sharp, the founder and Chairman of Four Seasons Hotels and Resorts. Both individuals have accomplished remarkable things personally and professionally. Both live by aspirational principles that will endure within their organizations and throughout society.

Mr. Sharp has had a remarkable impact on the global luxury hospitality sector, setting the highest possible standard for the quality of service and experience at Four Seasons properties around the world. But he has given back so much by setting an example of graciousness and kindness, something that lies at the very heart of Four Seasons’ culture. Of course, he has also done a great deal for his community, but his inspiration really brings out the best in others. He founded the Terry Fox Marathon of Hope that has raised over $1 billion to help cure cancer. His commitment to philanthropy is the most admirable legacy of all.

The other is Mike Milken, an innovative financier and the founder of so many philanthropic organizations. He deploys his energy

and his remarkable intelligence to fearlessly tackle some of the greatest challenges in our society by unlocking the power of human potential. The relentless passion he brings to driving new medical research, education, public health, and access to capital is beyond impressive. This is a man who is living his legacy every day by refusing to think small, and always driving forward.

Both individuals have had a significant impact on how I view philanthropy and how I calibrate my overall approach to my business and, yes, more importantly, the legacy of myself and my family.

You are known to always be looking at what is next and to focus on the future. Are you able to enjoy the process and take moments to reflect on your accomplishments?

Entrepreneurs are driven by an intensely forward-focused mindset. It requires enormous discipline, especially in younger years, to slow down a bit and really reflect on things and broaden your perspective. I feel very blessed that over time I have learned the value of being present for my family, friends, colleagues, and my overall circumstances. It doesn’t always come easily, but it is a practice of self-optimization that you can pursue and improve if you set your mind – and your heart – to it.•

Doug Ford, Premier of Ontario and Miles S. Nadal

Isadore Sharp, Chairman and Founder, Four Seasons Hotels and Resort, and Miles S. Nadal

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Leadership That Works

EDITORS’ NOTE Douglas Conant is the only former Fortune 500 CEO who is a New York Times and Wall Street Journal Best Selling Author, has been a Top 50 Leadership Innovator, a Top 15 Leadership Guru, a Top 100 Leadership Speaker, and twice named a Top 100 Most Influential Author in the World. He is the Founder of ConantLeadership (conantleadership.com), former President of the Nabisco Foods Company, former President and CEO of Campbell Soup Company, former Chairman of Avon Products, and has served on over 20 for-profit and not-for-profit boards.

When did your interest and passion for the study of leadership develop?

I have always been fascinated by people who excelled in their chosen fields. As a child, my focus was largely on sports figures and individuals who served our country. As I grew older, my portfolio of interests expanded to include world leaders and people who championed social advocacy. After I received my MBA from the Kellogg School of Management at Northwestern University in the mid-1970s, my interest in studying business leaders of all kinds exploded. It was then that I began to look beyond the “who” to develop perspective on the “why” and the “how.” This is where my study of leadership began to seriously take root, 50 years ago.

Finally, in the early 1980s, I lost my job and was out of work for a year. That specific crucible moment catapulted my interest in lifting my own leadership contribution profile. I wanted to understand what effective leadership looked like – and I’ve remained faithfully devoted to enhancing that understanding ever since. I believe that life is enriched by a “continuous improvement” mindset; I love learning about effective leadership and applying that learning to my own leadership journey in perpetuity.

How do you describe ConantLeadership’s mission and purpose?

Our mission at ConantLeadership is championing “leadership that works” in the 21st century, based on my 50 years of study and practice in the business community. Our mission is about making meaning – not money – and all of our profits after covering our operating costs are donated to enlightened organizations who are moving the world forward.

We believe “leadership that works” is more essential today than ever. People are overwhelmed and they need good stewards to get them through. So we provide a suite of resources and training designed to help busy leaders lift their game in a way that works for them.

My personal leadership purpose is designed to advance the ConantLeadership mission and is captured in the following statement:

2. Abundance – Leaders must advance an abundance mindset that rejects what Jim Collins calls “the tyranny of the ‘or’,” and embrace the “genius of the ‘and’.” You must be both toughminded on standards and tender-hearted with people.

3. Inspire Trust – Stephen M.R. Covey says, “trust is the one thing that changes everything,” and it’s true. To inspire trust, leaders must honor all stakeholders, do what they say they are going to do, uphold high ethical standards, and model the behavior they expect from others.

4. Purpose – To succeed in our times, leaders must craft an aspirational “calling” that resonates with stakeholders and delivers economic and social value. A higher purpose guides your work and provides a reservoir of vitality that invigorates the effort. We offer many resources for articulating your purpose in our suite of resources and training.

5. Courage – Maya Angelou said, “Without courage we cannot practice any other virtue with consistency. We can’t be kind, true, merciful, generous, or honest.” Leaders must have the fortitude to display the courage of their convictions.

1.Why Do I Choose Leadership?

“I intend to help leaders find the joy, fulfillment, and impact of building hightrust, high-performance teams that honor people, employ a growth mindset, defy the critics, and thrive in the face of adversity.” I endeavor to live this purpose every day, and I feel strongly that each leader must connect to their own leadership purpose in order to live a fulfilling life. To this end, we’ve developed a process for discovering and articulating your personal leadership purpose that I teach in my book, co-authored with Amy Federman, The Blueprint: 6 Practical Steps to Lift Your Leadership to New Heights, and as part of my signature leadership development program, The Blueprint Boot Camp by ConantLeadership, and in a new LinkedIn Learning course called “Finding Your Leadership Purpose with Doug Conant.” There’s a bit more to it, but a preview is that you only have to answer three essential questions to get started on the path to finding your purpose:

6. Integrity – Leaders must “Declare Themselves” so that constituents understand their beliefs and intentions. Then, leaders must match their behavior to their declarations. When you make mistakes, you should take responsibility swiftly, own the problem and the solution, and move forward.

2. What Is My Promise?

3. What Are My Values? What do you feel are the keys to effective leadership?

There is an umbrella idea here which is: Leadership is all about the people. One of my signature pieces of leadership advice is – to win in the marketplace, you must first win in the workplace. Honor people and they will honor you and your agenda.

Then, under that umbrella, there are ten foundational tenets of “leadership that works” that we advance at ConantLeadership and in our book, The Blueprint. It’s not an exhaustive list, but it does capture the essentials. The 10 tenets are:

1. High Performance – Leaders must perform. There are three Cs of high performing teams: Competence, Character, and Chemistry. And then there are 3Qs of leadership intelligence which are IQ (Intellectual Intelligence), EQ (Emotional Intelligence), and FQ (Functional Intelligence).

7. “Grow or Die” Mindset – To succeed in an ever-changing world, leaders must be willing to champion a learning culture, to push for continuous improvement, to invest in growth, and to hire people who will challenge the current paradigm.

8. Humility – The best leaders are expert connectors and listeners. Humility is the virtue that binds these two competencies. It’s also essential to understand that you’re not always the smartest person in the room and to remain alert to the attitudes and insights of your associates.

9. How Can I Help? – When you learn to offer proactive support, rather than operating in a purely reactive mode, you can transform your organization. It’s amazing how something as small as the four little words, “How Can I Help?” can change the entire energy of your workplace.

10. Have Fun – If work and leadership are purely serious all the time, it will be a slog – for you and your employees. Learn to bring a love

Douglas R. Conant

An Interview with Douglas R. Conant, Founder & CEO, ConantLeadership

and a vigor to the work, take care of yourself first – because you can’t pour from an empty cup – and stay connected to your purpose.

Was the concept of philanthropy instilled in you early in life and how has your commitment to philanthropic work evolved?

In my youth, the concept of serving others was instilled at a high level. However, the more focused practice of philanthropy was not part of my upbringing. It grew on me over time. It started with my experience with the United Way and Junior Achievement in my first job at General Mills and grew from there. In the beginning, I was devoting my time and energy to those organizations. I had virtually no disposable income.

Today, both personally and professionally, I pay forward my good fortune by devoting my “time, talents, and treasure” to helping others. In that spirit, I attempt to live into the Arthur Ashe quote of “starting where I am, using what I have, and doing what I can.” A philanthropic spirit is central to my work; helping people is why I do what I do.

What do you feel are the keys to making an impact and achieving results in philanthropy?

For me, the challenge is to find a way to maximize my contribution profile in a way that optimizes the performance of the organization that I am supporting. Some organizations need my financial support more than my business and leadership experience or my sweat equity. Often, my business and leadership experience is helpful. On more than one occasion, I have had to “roll up my sleeves” and simply help get the work done. With every engagement, I am always looking to find the right formula for the effort. No two engagements are the same.

How do you decide where to focus your philanthropic efforts?

Through ConantLeadership, we focus on developing high-functioning, enlightened leaders who can impact others in a scalable way. Since 2011, we have had the opportunity to help develop hundreds of leaders in the for-profit, not-for-profit, and public service sectors. In turn, they are impacting hundreds of thousands of people throughout their value creation networks every day. The impact is exponential. Also, in service to our mission, I do not take a salary at ConantLeadership and whatever money we do make is donated to organizations selected by our team.

On a personal basis, our family foundation supports areas of personal interest to us in the arts, academics, and social services with a heavy focus on serving our local communities.

You serve as the chair of Chief Executives for Corporate Purpose (CECP).What attracted you to CECP and how do you define its mission?

Our mission at CECP is “to create a better world through business.” In 1999, our nonprofit was founded by the actor and philanthropist, Paul Newman, along with several New York City business luminaries including, but not limited to, David Rockefeller, Peter Malkin, John Whitehead, Paul Volcker, and Michael Roth. In Paul’s words,

the founding belief was that the corporate world can and must be a “Force for Good” in society –in a way that transcends having a singular focus on shareholder value. At CECP, we work with affiliate companies to help them create greater value for all stakeholders, including shareholders, communities, and society at large.

Over the past 25 years, we have grown into a movement of more than 200 of the world’s largest companies that represent $7.7 trillion in revenues, $37.4 billion in total community investment, 14 million employees, 22.5 million hours of employee engagement, and $21 trillion in assets under management. CECP helps companies transform their strategy by providing research, benchmarking, strategy, communications, and convening in the areas of societal and community investment, employee engagement, environmental and social governance, sustainable business, DEI, and telling the story.

organizational leadership experience that, in many ways, is second to none. I enjoy volunteering my experience to organizations where I can add meaningful value.

Do the same qualities and traits that made you successful in business translate to being effective in philanthropy?

Largely, yes. The ten tenets of “leadership that works” apply in both business and philanthropy.

The challenge for me is to live the tenet of “abundance” – to find the right balance between being tough-minded on standards of performance and being tender-hearted with people. In philanthropy, it is easy to be seduced by the emotion of the cause at the expense of being sufficiently tough-minded on the standards of performance. In the long run, the performance standards must be met for the enterprise to endure, and the emotion of the moment must be put, at least momentarily, in the parking lot.

What does success mean to you?

I need to look myself in the mirror every day and be able to say that I am living my purpose with students, mentees, and colleagues. Again, my purpose is: “To help leaders find the joy, fulfillment, and impact of building hightrust, high-performance teams that honor people, employ a growth mindset, defy the critics, and thrive in the face of adversity.” Success is being able to live and lead in alignment with my purpose every day.

When you think of legacy, is the impact that you have made in countless lives through your philanthropic work what means the most to you?

Prior to encountering CECP, I was searching for a community of CEOs who were championing a value creation formula that fully acknowledged the role of business in helping to build a better world. Then, as CEO of Campbell Soup Company, I discovered CECP, and it was like coming home. Collectively the members of CECP are learning from each other every day about how to make a net positive contribution to their people, the audiences they serve, the global economy, and our planet. And I believe their contributions will expand exponentially over time.

While much of philanthropy is focused on writing checks, you give your time, energy, and ideas to the causes you support. How important is it for your philanthropic activities to be more than just about donating money?

To be clear, “writing checks” matters enormously. However, I personally derive the most joy from devoting my time, energy, and talents to organizations that are making a material difference in the lives of the people they serve. At this stage in my life, I have a reservoir of

My legacy is closely tied to the lives of the people with whom I work. I try to enrich each of their lives in some small way. Years ago, when I lost my job with General Mills, my outplacement counselor, Neil McKenna, had a profound influence on me. Every time he answered the phone, he would say, “Hello, this is Neil McKenna, how can I help?” Neil endeavored to be helpful every moment of every day with everyone. I hope my legacy of contribution can begin to approach that standard. And I capture the importance of Neil’s “How Can I Help?” message in my ten tenets of effective leadership.

You are known to always be looking at what is next and to focus on the future. Are you able to enjoy the process and take moments to reflect on your accomplishments?

I do tend to live in the future, always thinking about what’s next, and it can get in the way of my ability to fully enjoy the present. However, I have a mental tool that helps me become what I call a “leadership time traveler,” because it transports me across three key “time zones”: the Past, the Present, and the Future. It’s a checklist of short questions I ask myself when wrestling with a course of action:

• Am I learning from and honoring the past?

• Am I meeting the expectations of the present in a quality way?

• Am I creating a clear and tangible path for a more prosperous future?

Try it – you might find “leadership time travel” suits you too.•

“A philanthropic spirit is central to my work; helping people is why I do what I do.”

MAKING A DIFFERENCE MAKING A DIFFERENCE

Bridging Gaps and Building Solutions

EDITORS’ NOTE Liz Elting, Founder and CEO of the Elizabeth Elting Foundation, is a New York-based philanthropist and businesswoman, recognized for her outstanding entrepreneurship and focus on developing women business leaders. These recognitions and awards include the Working Woman Entrepreneurial Excellence Award for Customer Service, the Ernst and Young Entrepreneur of the Year™ Award, the American Express Entrepreneur magazine Woman of the Year Award, the Distinguished Alumnae Award from NYU Stern’s Women in Business, the Women Worth Watching Award from Diversity Journal, the Trinity College Alumni Medal for Excellence and Gary McQuaid Award, the Enterprising Women magazine Enterprising Women of the Year Award, the National Organization for Women’s Women of Power & Influence Award, the 2019 Charles Waldo Haskins Award for business and public service from NYU’s Stern School of Business, the American Heart Association’s 2020 Health Equity Leadership Award, and the Alliance of Women Entrepreneurs’ 2021 Vertex Award for changing the face and direction of women’s high-growth entrepreneurship. In 2022, Elting was honored with the American Heart Association’s Woman Changing the World Award, Trinity College’s Kathleen O’Connor Boelhouwer ’85 Alumni Initiative Award, and was an honoree at the 25th Anniversary Celebration of the Jewish Women’s Foundation of New York. In addition, Elting has been named one of Forbes’ Richest Self-Made Women every year since the list’s inception (2015-2023). An accomplished business leader, Elting co-founded TransPerfect, the world’s largest provider of language and business solutions. Headquartered in New York City, the company has over $1.1 billion in revenue and offices in over 100 cities around the globe. During

Elting’s time as Co-CEO, TransPerfect was recognized eight times with the Inc. 5000 Award, six times as one of the Deloitte Technology Fast 500, and earned multiple Stevie Awards, including Company of the Year and Fastest Growing Tech Company of the Year in 2016. Her tenure also saw Crain’s New York Business name TransPerfect one of the largest privately held companies for 12 consecutive years, and one of the largest women-owned companies 11 times. The company was a winner of the 2015 SmartCEO Corporate Culture Awards and has been awarded Best Translation Solution by the Internet Marketing Association for three consecutive years. TransPerfect was also named one of the fastest-growing womenowned/led businesses in North America by Entrepreneur and the Women Presidents’ Organization. In 2018, Elting founded the Elizabeth Elting Foundation to break down systemic barriers, bridge gaps, and foster systemic change for women and other underserved communities so that people of every stripe can succeed, thrive, and reach their potential.

In 2020, the Elizabeth Elting Foundation launched the Halo Fund, a comprehensive multimillion-dollar pandemic relief initiative aimed at direct support for medical needs, hunger relief, health equity, and on-the-ground efforts in underserved communities.

Collaborating with the NYU Stern School of Business, Elting created the Elizabeth Elting Advancing Women’s Leadership Fellowship to support MBA students who demonstrate extraordinary academic merit, an impressive record of leadership experience, and a dedication to the advancement of women in business. Additionally, as part of NYU Stern’s Endless Frontier Labs, she launched the Elizabeth Elting Venture Fund to provide seed capital for promising women-led, early-stage startups in science and technology. Together, both programs represent the largest

gift from a woman entrepreneur in the school’s history. Elting also serves on the NYU Stern School of Business Board of Directors and is a regular speaker at both NYU and Columbia Business Schools. In partnership with Trinity College, she launched the Elizabeth Elting Foundation Venture Conference for Women’s Leadership, part of the Trinity Venture program for first-year students. Additionally, Elting serves on the Board of Trustees at Trinity College and is a founding member of Trinity’s Women’s Leadership Council and the Marjorie Butcher Circle. As a long-time supporter of the American Heart Association, Elting established the AHA’s Elizabeth Elting Fund to provide targeted support for women-led organizations and entrepreneurs from New York’s under-resourced communities forging paths toward health equity. Elting also helped launch the Bernard J. Tyson Impact Fund to provide funding to on-theground social organizations tackling systemic barriers to equality for marginalized communities. Additionally, Elting serves on the American Heart Association’s Go Red for Women National Leadership Council, the Sandy Hook Promise Leadership Council and Advisory Board, the Board of Directors of Girls Learning Advanced Math (GLAM), and the GlobalMindED Executive Leadership Council. In 2017, she founded the Elting Family Research Fund to support initiatives for the International Waldenstrom’s Macroglobulinemia Foundation. Elting is the author of the upcoming book, Dream Big and Win: Translating Passion into Purpose and Creating a Billion-Dollar Business. She is featured regularly in the media, including The New York Times, The Wall Street Journal, Forbes, O, The Oprah Magazine, The Financial Times, Reader’s Digest, Huffington Post, and Crain’s New York Business. Elting holds a BA in Modern Languages and Literatures from Trinity College and an MBA in Finance and International Business from the Stern School of Business at New York University.

Liz Elting

An Interview with Liz Elting, Founder and Chief Executive Officer, Elizabeth Elting Foundation

“The Elizabeth Elting Foundation is the culmination of another dream of mine and that’s to be able to use the resources my success has afforded me to leave the world better than I found it.”

Will you discuss your career journey?

I grew up living, studying, and working in different countries all around the world –by the time I was 21, I had lived in the U.S., Canada, Portugal, Spain, and Venezuela. It inspired my lifelong passion for different languages and cultures. Alongside that passion, my parents encouraged me to work for the things I wanted. They taught me to value independence, especially financial independence, and self-reliance from a young age. I started working when I was ten, and I always had some sort of job from then on, including through high school and college, and those experiences showed me what I could accomplish through hard work.

I worked in the translation industry before getting my MBA and had already identified big gaps between what international businesses really needed and what was available at the time. So, after graduating from NYU Stern, and following a brief stint in an unsatisfying proprietary trading job steeped in workplace sexism, I knew it was time for me to forge my own path. I launched TransPerfect out of an NYU dorm room in 1992, and my career took off. That dorm room startup went on to become a billion-dollar company with offices in over 100 cities around the globe. After 26 years with TransPerfect, I started the next chapter of my career and founded the Elizabeth Elting Foundation. Our driving mission is to bridge gaps and build solutions – lifting up women and other marginalized populations through a wide-range of initiatives – so that everyone can achieve their highest potential.

And most recently, I wrote my first book, Dream Big and Win: Translating Passion into Purpose and Creating a Billion-Dollar Business . The opportunity to follow my passions transformed my career and my life, and I wrote this book to help others harness the power of passion to ignite their own lifechanging career transformations.

Will you highlight the work of the Elizabeth Elting Foundation?

The Elizabeth Elting Foundation is the culmination of another dream of mine and that’s to be able to use the resources my success has afforded me to leave the world better than I found it. I’ve been actively involved in philanthropy throughout my career, but in 2018, I fully committed myself to philanthropy and advocacy through my

foundation, and it’s been an incredibly gratifying journey. Just as when I founded my company all the way back in 1992, I founded the Elizabeth Elting Foundation with the overarching goal of bridging gaps and building solutions – this time to some of the most pressing problems our world is facing so that everyone has the ability to fulfill their highest potential. Our mission is to lift up women and other marginalized populations and underserved communities through a wide-range of initiatives – from business, public health, and education to venture funds, scholarships, and access to healthy food – including helping women succeed in business through NYU’s Endless Frontier Labs and working with the American Heart Association to address social determinants of health and advance health equity.

What are the key messages you wanted to convey in your book, Dream Big and Win ?

Looking back at my career, everything I experienced – highs, lows, and all the moments in between – provided invaluable lessons and insights. I feel incredibly fortunate to have been able to turn my passion into my career, and I’m often asked how others can do the same. So, my desire to pass along all that I’ve learned and to help others harness their own passion to fulfill their highest potential and build the career and life of their dreams is really what inspired me to write Dream Big and Win . The biggest takeaway I hope readers leave with is that with passion and a whole lot of hard work, anything is possible. If you can dream it – and you’re willing to put in the work – you can do it.

You devote your time and energy to many philanthropic causes. What do you feel are the keys to being effective and making an impact in philanthropic work?

Effective philanthropic work is all about teaming up with the right partners and collaborators. Everything my foundation does is a group effort. By partnering with organizations who really understand the spaces and communities they’re working in, we’re able to have a profound impact.

And just like in business, making the world a better place comes down to actions. I like being a problem-solver – bridging gaps from where we are now to what can be in the future. Tackling systemic problems and

giving our world a brighter future energizes me to continue putting in the work and taking action each and every day, no matter how insurmountable the problem at hand may seem. At the end of the day, putting in the actions to make a difference will be what leads to the change we vitally need.

How do you decide where to focus your philanthropic efforts?

Like I do just about anything: by following what I’m passionate about. All of the causes I focus on are near and dear to my heart. My work with the American Heart Association is centered around uplifting underserved communities, helping businesses led by women and particularly women of color, and expanding their enterprises that address issues like domestic violence, economic resilience, mental health, education, food insecurity, health equity, and social justice. Likewise, my work with NYU Stern’s Frontier Labs is focused on investment in women-led startups that advance human welfare through science and technology.

I firmly believe that our world will be a far better place when every single person has

“The biggest takeaway I hope readers leave with is that with passion and a whole lot of hard work, anything is possible. If you can dream it – and you’re willing to put in the work – you can do it.”

the opportunity, support, and tools they need to fulfill their potential. That belief drives everything my foundation does.

While much of philanthropy is focused on writing checks, you give your time, energy, and ideas to the causes you support. How important is it for your philanthropic activities to be more than just about donating money?

Being a part of a cause goes well beyond monetary donations. It takes creativity, problemsolving, commitment, energy, and most of all, a desire to build a better future. Philanthropy really requires both funding and engagement; without passion for a cause or the desire to fix what’s currently broken, funding won’t have a direction and won’t have the impact needed to effect real change. That said, every cause needs funding, and everyone has something different they can contribute, whether that’s your money, time, work, voice, or leadership. I certainly wouldn’t knock anyone putting their money to work to make a difference, but it’s important for people to know that even if they can’t give money, there’s so much they can do to make a difference.

My work with the Elizabeth Elting Foundation is what fuels me, and I’m fortunate enough to have had a successful career that’s given me resources I can put to work. My passion comes from the simple belief that those who can help should help. Advocacy is so important in today’s world, and I want to continue to assist others who need it most through both resources and action.

Did you always know that you had an entrepreneurial spirit and desire to build your own business?

As far back as I can remember, yes. I was raised from a young age to value hard work and independence. My parents taught me to never depend on anyone else financially, which led me to work for the things I wanted. Growing up, I held jobs in everything from delivering newspapers to babysitting to telemarketing. Those experiences and the lessons my parents taught me ignited my entrepreneurial spirit. I’ve also always been a problemsolver. So, it was only natural that when I saw

a problem that needed fixing, I got to work. To me, that’s really what entrepreneurship is all about: identifying problems and building solutions. An entrepreneur is someone who doesn’t just accept things as they are, because they see how they can be better.

Do you feel that there are strong opportunities for women in C-suites and on corporate boards, and what more can be done to increase these opportunities?

Not enough, but I think we’re – slowly –heading in the right direction. Day by day, inch by inch, more women are becoming board members, founders, and CEOs. While there’s certainly been progress, there’s still a lot more work to do. In my first job at a French bank, I was the only woman in the office and I was the only one expected to answer the phone and get the coffee on, that wasn’t in my job description. Even as a founder, there were plenty of times when I was mistaken for my co-founder’s assistant. While we’ve come a long way since then, more needs to be done to ensure that women are properly represented among the world’s top executives. Part of my work at the Elizabeth Elting Foundation is focused on empowering women who are building companies that make a difference in an effort to combat the hurdles to funding that women founders face. My passion is and continues to be supporting entrepreneurs, especially women and those from marginalized communities. To uplift more women as entrepreneurs, we need to ensure we’re building cultures inclusive of women from all backgrounds. We need to invest in providing equitable opportunities, invest in women-led companies, and invest in making sure the leaders of today and tomorrow have access to the resources they need to succeed.

What does success mean to you?

To me, success means creating positive change in the world – it’s as simple as that. Following your passion, being true to yourself, and working hard are big parts of that equation. If you find something you really love doing and a goal you feel motivated to work toward, the work needed to succeed

becomes much more sustainable. And if you can find a way to keep moving forward, even a little at a time, you’re on the right path.

What do you feel are the keys to effective leadership?

There are so many: proactivity, curiosity, compassion, resiliency, and integrity, just to name a few. The ability to empower others is a big one though. No one can do anything alone – the best leaders and the best companies know that and focus on building a truly collaborative team mentality. The best way to evaluate a leader is to evaluate their teams. More than anything, leadership is about commitment to something greater than yourself: your company, your clients, and your team – and the WHY.

What advice do you offer to young people beginning their careers?

If you want to pursue your passion and accomplish your dreams, you have to be bold and take risks. So many people, but especially young people who put a lot of pressure on themselves to be perfect, think that success demands no missteps, no mistakes, and has no room for failure, but I’ve always found the opposite to be true. Failure is how we learn, how we grow, and how we get better. It’s how we figure out who we are and what really drives us. Never be afraid to try something new, to get outside of your comfort zone, and to make a mess of things every now and then. If you aren’t making mistakes, you aren’t really pushing yourself hard enough, which means you aren’t setting yourself up for success.

The other thing anyone beginning their career should know is that success is created by actions. The work of building a company comes down to all the day-to-day, laborious actions it takes to build a company. It may not be as sexy as what you envisioned you’d be doing as an entrepreneur, but it’s that unglamorous work that makes the dream possible. You can dream about it, talk about it, and plan to your heart’s desire, but it’s the actions you take that will determine whether your dream becomes reality. •

“My passion comes from the simple belief that those who can help should help. Advocacy is so important in today’s world, and I want to continue to assist others who need it most through both resources and action.”

Calamos and NBA superstar Giannis Antetokounmpo partner to deliver positive societal returns through new sustainable funds.

The shared values between Calamos Investments and Giannis Antetokounmpo forge the foundation for a great partnership. This marks the first time an asset manager and a professional athlete have teamed together as co-owners of a 50/50 joint venture. Together, they have created a suite of sustainable funds that seek to generate both investment and societal returns.

Learn more about the Calamos Antetokounmpo Sustainable Equities Funds at Calamos.com/SROI.

Before investing, carefully consider the fund’s investment objectives, risks, charges and expenses. Please see the prospectus and summary prospectus containing this and other information which can be obtained by calling 1-866-363-9219. Read it carefully before investing.

Environmental, social and governance (ESG) is based on the premise of investing in companies that have good environmental records, are ethically run and have a positive social impact.

An investment in the Fund(s) is subject to risks, and you could lose money on your investment in the Fund(s). There can be no assurance that the Fund(s) will achieve its investment objective. Your investment in the Fund(s) is not a deposit in a bank and is not insured or guaranteed by the Federal Deposit Insurance Corporation (FDIC) or any other government agency. The risks associated with an investment in the Fund(s) can increase during times of significant market volatility. The Fund(s) also has specific principal risks, which are described below. More detailed information regarding these risks can be found in the Fund’s prospectus.

The principal risks of investing in the Calamos Antetokounmpo Global Sustainable Equities ETF include: equity securities risk consisting of market prices declining in general, growth stock risk consisting of potential increased volatility due to securities trading at higher multiples, value stock risk, foreign securities risk, forward foreign currency contract risk, emerging markets risk, small and mid-sized company risk and portfolio selection risk. As a result of political or economic instability in foreign countries, there can be special risks associated with investing in foreign securities, including fluctuations in currency exchange rates, increased price volatility and difficulty obtaining information. In addition, emerging markets may present additional risk due to the potential for greater economic and political instability in less developed countries.

The Fund’s ESG policy could cause it to perform differently compared to similar funds that do not have such a policy.

The application of the social and environmental standards of Calamos Advisors may affect the Fund’s exposure to certain issuers, industries, sectors, and factors that may impact the relative financial performance of the Fund— positively or negatively—depending on whether such investments are in or out of favor.

Calamos Antetokounmpo Asset Management LLC (“CGAM”), an investment adviser registered with the SEC under

the Investment Advisers Act of 1940, serves as the Fund’s adviser (“Adviser”). CGAM is jointly owned by Calamos Advisors LLC and Original C Fund, LLC, an entity whose voting rights are wholly owned by Original PE, LLC which, in turn, is wholly owned by Giannis Sina Ugo Antetokounmpo.

The Adviser is jointly owned and controlled by Calamos Advisors LLC and, indirectly, by Mr. Antetokounmpo, a wellknown professional athlete. Unanticipated events, including, without limitation, death, adverse reputational events or business disputes, could result in Mr. Antetokounmpo no longer being associated or involved with the Adviser. Any such event could adversely impact the Fund and result in shareholders experiencing substantial losses.

Foreside Financial Services, LLC, Distributor

Mr. Antetokounmpo serves on the Adviser’s Board of Directors and has indirect control of half of the Adviser’s Board. Mr. Antetokounmpo is not a portfolio manager of the Fund and will not be involved in the day-to-day management of the Fund’s investments, and neither Original C nor Mr. Antetokounmpo shall provide any “investment advice” to the Fund. Mr. Antetokounmpo provided input in selecting the initial strategy for the Fund. Mr. Antetokounmpo will be involved with marketing efforts on behalf of the Adviser.

If Mr. Antetokounmpo is no longer involved with the Fund or the Adviser then “Antetokounmpo” will be removed from the name of the Fund and the Adviser. Further, shareholders would be notified of any change in the name of the Fund or its strategy.

Calamos Antetokounmpo Asset Management LLC

2020

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Calamos President and CEO John Koudounis and NBA star Giannis Antetokounmpo

Raise Yourself to Help Mankind

EDITORS’ NOTE A true 21st century Renaissance man, Vijay Eswaran is the founder and executive chairman of the QI Group of Companies. The economistturned-entrepreneur is also a best-selling author, noted speaker, and philanthropist. Educated in the UK and the USA, Eswaran had a successful corporate career in North America, working with top technology and consulting companies before the call of entrepreneurship brought him home to Asia in the early 1990s. Since growing the QI Group of Companies into a successful conglomerate of businesses, he is now focused on his legacy project, the QI University in Malaysia, which he aims to turn into an Ivy League institution of the East. A seasoned orator, he is a regular speaker at prominent international events, including the World Economic Forum’s Annual Meeting in Davos, the Horasis Visionary Circle, and various ASEAN Leadership Forums. A proponent of value-based leadership, Eswaran has ensured the QI Group adheres to sustainable practices in business, making a positive impact in the communities it operates in. A 2011 honoree of the Forbes Asia annual list of Heroes of Philanthropy, he has also received a Lifetime Achievement Award for Regional Philanthropy in recognition of his outstanding contribution to the ASEAN community. Eswaran has written several books on various aspects of life management which have been translated into numerous languages.

COMPANY BRIEF QI Group of Companies (qigroup.com), headquartered in Hong Kong, is a diversified multinational entity with a wide range of subsidiary companies in nearly 30 countries. The company keeps pace with exponentially growing technology and expands through tactical investments leading to the creation of interrelated ventures, services, and products that take the QI Group across the globe. QI Group understands the value of holistic human development – not just through financial aid, but through empowering, developing, and finding solutions for the relevant areas of focus such as lifestyle, education, travel, tech, and entrepreneurship.

What was your vision for creating QI Group and how do you define its mission?

In some ways, the QI Group was born due to a necessity and not based on a well thought out plan. I’d say I was an accidental entrepreneur. A group of us were involved in the direct selling business in Asia in the mid-’90s promoting products for an American company, essentially acting as their independent sales force. My partners and I had built a robust team of nearly 2,000 people and had generated significant revenue for the company. However, after a series of incidents, we realized that the company’s management team wasn’t being honest with us and were actually in the process of winding up operations. That left my partners and I with liabilities owed to more than 1,000 people on our team. More concerning than the money, however, was the idea of letting down all these people who had placed their faith in us when we promised them a better life.

My partners and I decided we could not live with our conscience if we didn’t do something to make things right. Setting up our own direct selling company to take care of our people was the natural next step. Because of our past experiences, we were united in our belief that there should be more to a business than just profits. We wanted our business to have a purpose that went beyond financial gain. We envisioned a business that had the power to change people’s lives for the better. That’s how our mission was born. We call it RYTHM, an acronym for Raise Yourself To Help Mankind.

RYTHM in its simplest form means empowering yourself before you can help someone else, and this philosophy has held us in good stead for over two decades. It is the driving force of everything we do and how we grew from a single-product, single business Asian startup born at the height of the economic crisis in the region, to a multinational entity that today runs more than 10 businesses and employs over 2,000 people around the world.

Will you provide an overview of QI Group’s business and how the company has evolved?

In 2023, the QI Group is celebrating its 25th year. Back in 1998, when we were starting out, I could not have imagined we would get this far. Today, QI Group is a diversified multinational

entity with a presence around the world through business interests in e-commerce based direct selling, education, travel and leisure, lifestyle and luxury, education, and retail. Our businesses directly employ around 2,000 people across Asia, Europe, the U.S., and the Middle East.

• We started with an e-commerce based direct selling company that today has a global footprint with a loyal customer base in at least 100 countries.

• Through our travel and leisure business, we operate boutique hotels and resorts in Thailand, Malaysia, Sri Lanka, and Turkey, with a focus on eco-tourism.

• We are also very proud of our University in Malaysia, which despite being very young is already making waves in the education sector with its innovative teaching methods and strong focus on research-based learning.

• In North America, we operate a niche, all vegetarian, organic supermarket chain which works with local farmers and is deeply involved in advocating for a healthy plant-based lifestyle in the local community.

• We were fortunate to acquire a nearly 100-year-old legacy Swiss watch brand in 2006 and revive it for a new generation of watch connoisseurs, giving them access to affordable luxury.

While at first glance these may seem rather varied and diverse, the common thread that runs through all our businesses is that each entity is driven by the desire to make a positive social impact. All of them are, one way or another, involved in local communities and working towards making a difference.

What do you see as QI Group’s responsibility to be engaged in the communities it serves and to be a force for good in society?

I’ve always taken the view that any company that purely exists for profit does not have a lateral view of their business. Profit alone cannot justify the existence of a company. Any business that wants to succeed must start by engaging with the communities in which it operates. The QI Board decided fairly early in our journey that we will put aside 10 percent of our revenues towards causes that support our communities. We eventually formalized this by establishing the RYTHM Foundation as our social impact initiative in 2005. Over the last decade, the Foundation, which is spearheaded by my wife, Umayal, has implemented

Vijay Eswaran

An Interview with Vijay Eswaran, Executive Chairman, QI Group of Companies

an estimated 75 sustainable community development projects in approximately 30 countries that have benefited more than 80,000 people.

Additionally, we strive to instill a culture of “service above self” in our employees through our volunteering program. In just the last five years, our employees have donated more than 100,000 volunteer hours towards approximately 550 different initiatives in some 10 countries. They’ve helped out with community cleanups, soup kitchens, elderly care, repairs, and renovations in low-income communities, and so much more.

Where did your interest and passion for philanthropy develop?

I’ve always held a strong belief in the principle of “Service before Self,” a value instilled in me from a young age. Observing my father’s unwavering dedication to selflessly assisting others during my childhood greatly influenced me. Through his example, I grasped the essence of genuine servant leadership – prioritizing the needs of others above one’s own, all in the pursuit of a grander purpose.

In my view, philanthropy transcends being a mere public relations endeavor. We’ve taken deliberate steps to integrate it into the very fabric of our organization. With a singular planet at our disposal, the responsibility to preserve and enhance it for the coming generations rests squarely upon us. Our duty is to ensure that we leave behind a world that surpasses the one we inherited.

What do you feel are the keys to being effective and making an impact in philanthropic work?

In our pursuit of effective philanthropic impact, we’ve come to recognize several pivotal principles that guide our approach. One key revelation was the realization that our influence could be magnified significantly by aligning our efforts with a broader mission. Initially, our contributions were limited to isolated financial assistance, but this paradigm shifted when we understood the potential of harnessing our capabilities on a larger canvas – empowering individuals through our strengths.

Central to our strategy is the strategic alignment of our initiatives with the United Nations Sustainable Development Goals (SDGs). This alignment not only gives direction to our actions, but also positions us at the intersection of impactful change.

We’ve transitioned from sporadic, shortterm undertakings to committed, long-term engagements that span a minimum of three years. Throughout this duration, we remain deeply involved – receiving progress reports from our partners, conducting on-site evaluations, and disbursing funds in line with predefined milestones. This comprehensive approach allows us to measure, adapt, and optimize our initiatives for maximum effectiveness.

A prime example that underscores the importance of such an approach is the involvement of our Foundation with an Indian NGO where we were initially looking to address infant mortality through maternal education and nutrition programs. However, when our

Vijay and Umayal Eswaran

project manager conducted an on-site assessment, it led to the identification of an underlying issue: the lack of basic sanitation facilities within the targeted community. Consequently, we forged a partnership with another organization to construct functional toilets – a testament to our commitment to addressing core challenges while aiming for holistic impact.

Our steadfast commitment to collaborating with organizations for three to five years stems from a profound understanding that sustainable change necessitates time, dedication, and a multifaceted approach. This extended partnership duration empowers our collaborators to grow, evolve, and eventually achieve selfsufficiency, ensuring a lasting and meaningful impact on the communities we serve.

How do you decide where to focus your philanthropic efforts?

My wife, Umayal, who has been leading the efforts of the RYTHM Foundation, has been instrumental in its evolution over the years. The Foundation was at one point involved in everything from giving education scholarships to disaster relief efforts. It was all very ad hoc and informal. As QI Group continued to grow and expand, especially into many emerging markets, we saw that there was a real need for support in many local communities. We didn’t want to be the organization that just writes a one-time check and poses for a photograph but doesn’t know what happens after that. We wanted to identify problems faced by the underserved communities in countries where we do business and work with grassroots organizations that were committed to solving those problems in a sustainable way.

That’s when we started to align with the UN’s Sustainable Development Goals to guide the type of projects we support. We identified three focus areas based on the SDGs related to gender rights, education, economic empowerment, youth development, and clean water and energy, and developed a strategic roadmap for the type of impact we hope to make over the next few years.

Today, as we mark the 25th anniversary of the business, the Foundation has positioned the focus areas into the 3Es  – Education, Empowerment, and the Environment. Together, these three focus areas align with the Group’s overall mission to make a sustainable social impact in the world.

While much of philanthropy is focused on writing checks, you give your time, energy, and ideas to the causes you support. How important is it for your philanthropic activities be more than just about donating money?

The significance of our philanthropic activities extending beyond mere financial contributions cannot be overstated. Our journey has unequivocally demonstrated that impactful philanthropy is a multifaceted endeavor, necessitating a comprehensive approach that transcends the act of merely writing checks. While financial support undoubtedly holds value, our unwavering dedication to effecting enduring change calls for a more profound level of engagement and collaboration. This approach emphasizes our commitment to actively participate in the transformations we seek to instigate.

Central to our philanthropic philosophy is the notion of empowerment and the pursuit of sustainable change. It is through this lens that we view our initiatives, striving not just to address immediate needs, but also to create lasting impact that reverberates through generations.

As we connect with parents of children with disabilities in Malaysia and Ghana, listening to their stories of how our educational projects have empowered their children to gain confidence and embrace independence, or as we bear witness to the emotional culmination of a first-generation learner from an Indian family of daily wage workers achieving high school graduation, we recognize the resonance of our path. Our conviction is reinforced by the multitude of real-life stories around the globe, illustrating the transformative power of our projects.

These stories are a testament to the profound change our initiatives trigger. By improving the life trajectory of one individual, we set off a ripple effect that helps break the chains of multi-generational poverty, illuminating the path to a brighter future for entire families.

What

does success

mean to you?

Despite its textbook definition being the accomplishment of an aim or purpose, I have always viewed success as an enriching journey, and not an end goal or destination. And it does not necessarily equate to transient things like fame, wealth, and power.

Success is not a trophy to be won, nor a set of lofty aspirations that always seem to be just out of reach. Each day that we are present to face any adversity is a success. So is recognizing our ability to practice our curiosity, to master new endeavors, and dive into pursuits that are equally challenging as they are joyful.

Finding fulfillment and meaning in the minutiae of life is to know success, and experiencing failure is part of it. After all, if you learned something from falling down, that’s a success, too.

Did you always know you had an entrepreneurial spirit and desire to build your own business?

Not really. I came from a family of civil servants. No one I knew personally had ventured into starting a business. I had no guide or role model, but a series of events culminated in a desire to have more control over my life’s path.

I had returned to Asia after spending 13 years in the U.K. and North America in the early ’90s, and was almost immediately hired to lead an ailing publishing house in Malaysia that was on the brink of bankruptcy. It took me two years of hard work, working long hours and weekends, but I was able to turn things around. At that point, I was sent to the U.S. to explore business expansion opportunities, only to discover when I returned that the company had been sold and the new owners had decided to bring in their own management. All the work I had put in had helped increase the value of the company and had made someone else a lot of money, while I was suddenly unemployed.

This was the catalyst that set me on a path to take charge of my life. I realized that the only way I could do that was if I started a business of my own. That’s how I got started in the direct selling business back in the day, because it was the most democratic form of entrepreneurship that existed as far as I was concerned.

What advice do you offer to young people beginning their careers?

Adapt. Adjust. Accommodate. If there is one thing the pandemic has taught everyone, change occurs rapidly and unexpectedly. Business is about flexibility and versatility, so be prepared to throw out your best-laid plans, assess the situation, adapt to the new reality, and make the necessary adjustments to fit into the new world. In the words of Bruce Lee  – “Be water, my friend.”•

“Success is not a trophy to be won, nor a set of lofty aspirations that always seem to be just out of reach. Each day that we are present to face any adversity is a success. So is recognizing our ability to practice our curiosity, to master new endeavors, and dive into pursuits that are equally challenging as they are joyful.”

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.

Faith, Family and Education

Qubein converses with some of the world’s most influential thought leaders and change agents, many of whom are drawn to HPU’s innovative campus. Their conversations focus on leadership, life skills and values that prepare HPU students to lead lives of success and significance. Below is a transcribed excerpt, edited for clarity and brevity, of Qubein’s 2016 conversation with Condoleezza Rice, the 66th Secretary of State and the first woman and African American to become provost of Stanford University.

Qubein: Dr. Rice, your life has been nothing short of amazing. You are the American dream personified. You’re the only child of a Presbyterian minister and a schoolteacher. You grew up in Birmingham, Alabama, during a time of segregation. How does anyone, much less an African American girl from segregated Alabama, rise to such levels of extraordinary achievement?

EDITORS’ NOTE Nido Qubein rose to prominence as an internationally known author and consultant who has given more than 7,500 presentations worldwide. He serves on the corporate boards of several Fortune 500 companies including Truist, the sixth-largest bank in the nation, La-Z-Boy and nThrive Healthcare. Qubein is also executive chairman of the Great Harvest Bread Company. Qubein became the

seventh president of High Point University in January 2005. Since that time, enrollment has quadrupled, the campus has expanded from 90 to 520 acres, and academic schools have grown from three to thirteen. Among numerous honors and recognitions that he has received, Qubein is an inductee of the Horatio Alger Association for Distinguished Americans, along with Oprah Winfrey and Colin Powell.

Rice: In my family, starting with my grandparents, education was core to everything. My parents believed that if you had a high-quality education, there was nothing that you couldn’t do. You would be armored against segregation, armored against hatred, armored against prejudice. So, the idea that you can’t control your circumstances, but you can control your response to your circumstances and that education gave you a way to control that response was core to who we were. It all goes back to faith, family and education.

Qubein: In your book, titled Extraordinary, Ordinary People , you write, “The school was completely segregated in Birmingham, Alabama. Teachers had high expectations and were pretty

Nido R. Qubein and Dr. Condoleezza Rice

A Conversation between Nido R. Qubein, President, High Point University and Dr. Condoleezza Rice, 66th Secretary of State, United States of America

“My parents believed that if you had a high-quality education, there was nothing that you couldn’t do. You would be armored against segregation, armored against hatred, armored against prejudice.”

tough on low performers. To succeed, they routinely reminded us, ‘You’ll have to be twice as good.’”

Rice: I tell my students that it’s not a bad mantra to say, “I’m going to have to be twice as good,” whatever color you are, whatever gender you are. Then, you will work twice as hard, and you’ll be confident and certain of your abilities. My parents taught us to believe in our ability to succeed. They had me absolutely convinced that I may not be able to have a hamburger at the Woolworth’s lunch counter, but I could be President of the United States if I wanted to be. With all that was going on around us, my parents could have told us that we had plenty to blame for our inability to succeed, but they simply wouldn’t let us blame anyone. They would say, “Don’t let someone else’s racism be your problem.”

Qubein: What is your proudest moment in your life?

Rice: My proudest moments were when I had the opportunity to make a difference in somebody else’s life. As Secretary of State, it was whenever I had the opportunity to represent this extraordinary country. I remember getting off the plane for the first time, and it said “United States of America” behind me. I recognized that the United States is powerful, but we also lead from compassion and values. I think America has this sense of opportunity to model these values and this sense of overcoming difficulty.

Qubein: Tell us about a moment when you wanted to pinch yourself and say, “I can’t believe I am here.” Where were you?

Rice: It was my first meeting in the Oval Office, where I was the notetaker. It was a meeting with President George H. W. Bush and our ambassador in Moscow. So, we are sitting there and I’m thinking, “Wow, this is the Oval Office. Oh my goodness, that’s the President’s desk!” We are a third of the way through the meeting and I thought, “I haven’t taken any notes.” At that point, I realized I wasn’t there for the tour; I had to get back to work. That’s the moment I remember most.

Qubein: Every day, we read, we watch, and we hear about quadrants of our world that seem to be in turmoil. In that context, what is it that worries you about America?

Rice: It worries me that there are those who believe that we as a country are no longer willing to stand for the very system that prospered and kept peace. It also worries me that we have lost a sense of who we are. If the proverbial man from Mars asked you, “Who are these Americans?” you would have to say, “Well, they don’t share ethnicity, religion or nationally.” The man from Mars would say, “So what in the world is it that holds them together?” You would say, “It’s this aspiration. It’s the belief that it doesn’t matter where you came from; it matters where you are going. That belief that you can come from humble circumstances, and you can still do great things. That makes them American.” We’ve got to find a way to tap into residual optimism rather than overwhelming fear.

Qubein: You expressed that it’s not in your DNA to run for president, though you will always do public service. You were a university provost. That’s much harder than being President of the United States.

Rice: When you are provost, or president, of a great university, you get to walk around these campuses every day and really get to see the future. You get to see young people who really are optimistic. I think this may be the most public-minded generation of students I’ve ever encountered. They want to be a part of something bigger. I think they are the reason we should all be optimistic. They’re going to innovate. They’re going to change the way we do things. They’re going to take on poverty and climate change. They are going to make a difference. And as a university person, you get to see that every day.

Qubein: If you wanted to offer college students one piece of advice that they could apply in their life, given your years of experience, what would that piece of advice be?

Rice: I would tell every student, do not seek your comfort zone. Get out of your comfort zone. Do something that is really hard for you. Be around people who think differently because you don’t get to know yourself by going deeper into your comfort zone. You get to know yourself by being outside of what you’re comfortable doing. You do best when you’re willing to challenge yourself outside that which makes you feel good about yourself, outside that which makes you feel comfortable.•

“My proudest moments were when I had the opportunity to make a difference in somebody else’s life. As Secretary of State, it was whenever I had the opportunity to represent this extraordinary country.”

“It worries me that there are those who believe that we as a country are no longer willing to stand for the very system that prospered and kept peace. It also worries me that we have lost a sense of who we are.”

One of One Amy Wildstein, Founder & Managing Partner, Suttona Capital 120

Faith, Purpose, and Service Paul Scariano, Board Chair, Cristo Rey Brooklyn High School 136

Human Connection Bess Freedman, Chief Executive Officer, Brown Harris Stevens 123

Transforming Healthcare Brian Donley, MD, Executive Vice President and Chief Operating Officer, NewYork-Presbyterian

The Comedy Business Caroline Hirsch, Owner and Chief Executive Officer, Carolines Entertainment, Inc. and Founder, New York Comedy Festival 140

Communications at a Higher Level Robert L. Dilenschneider, Founder, The Dilenschneider Group, Inc. 132

The People Business Frank Salzano and Arthur D. Ettinger of Salzano Ettinger Lampert & Wilson LLP

Breaking the Cycle of Poverty Through Education Father Mark Connell, Executive Director, San Miguel Program 142

At the Heart of Music and Entertainment David Salcfas, General Manager, Hard Rock Hotel New York 144

Touch of Life Upon Life Dr. Tara Christie Kinsey, Head of School, The Hewitt School 146

One Northwell

EDITORS’ NOTE Michael Dowling is one of healthcare’s most influential voices, taking a stand on societal issues such as gun violence and immigration that many health system CEOs shy away from. His leadership has been invaluable to Northwell’s consistent expansion and prominence. In March 2020, he successfully navigated the health system through the first COVID-19 epicenter in the U.S., detailing Northwell’s experiences in a book titled, Leading Through a Pandemic: The Inside Story of Humanity, Innovation, and Lessons Learned During the COVID-19 Crisis . Overall, Northwell treated over 300,000 COVID patients – more than any other U.S. health system.

Prior to becoming CEO in 2002 and joining Northwell in 1995, Dowling served in New York State government for 12 years, including seven years as State Director of Health, Education, and Human Services and Deputy Secretary to the Governor. He was also Commissioner of the State Department of Social Services. Earlier, he was a Professor of Social Policy and Assistant Dean at the Fordham University Graduate School of Social Services and Director of the Fordham campus in Westchester County. Dowling has been honored with many awards and recognitions over the years, including the Ellis Island Medal of Honor, the Presidential Distinguished Service Award for the Irish Abroad, the Alfred E. Smith Award from the American Society for Public Administration, the National

Human Relations Award from the American Jewish Committee, and the Foreign Policy Association Medal Award. In 2017, he was selected to serve as the Grand Marshal of New York’s St. Patrick’s Day Parade. In 2022, he was named the most influential leader in healthcare by Modern Healthcare, ranking #1 in its annual list of the “100 Most Powerful People in Healthcare,” making it the 16th consecutive year he was featured.

Dowling is past Chair of the Healthcare Institute and the current Chair of the Institute for Healthcare Improvement (IHI). He is a member of the Institute of Medicine of the National Academies of Sciences and the North American Board of the Smurfit School of Business at University College, Dublin, Ireland. He also serves as a board member of the Long Island Association. He is past chair and a current board member of the National Center for Healthcare Leadership (NCHL), the Greater New York Hospital

Michael Dowling

An Interview with Michael Dowling, President and Chief Executive Officer, Northwell Health

Michael Dowling visiting with Northwell Health’s frontline healthcare professionals (above and following pages)

Association, the Healthcare Association of New York State, and the League of Voluntary Hospitals of New York. Dowling was an instructor at the Center for Continuing Professional Education at the Harvard School of Public Health. He earned his undergraduate degree from University College Cork (UCC), Ireland, and his master’s degree from Fordham University. He also has honorary doctorates from the prestigious Queen’s University Belfast, University College Dublin, Hofstra University, Dowling College, and Fordham University.

INSTITUTION BRIEF Northwell Health (northwell.edu) is a clinical, academic and research enterprise with a workforce of more than 85,000 and annual revenue of $16.5 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 890 outpatient facilities, including 220 primary care practices, 52 urgent care centers, home care, rehabilitation, and endof-life programs, and 21 hospitals. Northwell also pursues pioneering research at the Feinstein Institutes for Medical Research and a visionary approach to medical education highlighted by the Zucker School of Medicine, the Hofstra Northwell School of Nursing and Physician Assistant Studies, and one of the nation’s largest medical residency and fellowship programs.

What have been the keys to Northwell Health’s industry leadership and how do you define the Northwell difference?

As outlined in the introduction, we are a large comprehensive and operationally integrated system. We act as a system. We have all services from birth to end-of-life, which is a unique attribute, along with being the third largest academic institution and having a robust innovative research enterprise. That is all important, but what really defines us, I believe, is our culture – a culture of optimism, a can-do attitude, a willingness to change the status quo, to accept the possibilities of failure as a component of our quest to succeed. We are team-oriented and resilient, with a perpetual winning attitude. We are never fully satisfied. We also understand that we are in the customer service business, constantly striving to meet customer needs and expectations. We do not play the victim. There are challenging situations that occur each day in healthcare. We do not complain. We respond and find solutions. We manage the present and create the future.

Is there one Northwell culture or do the different hospitals within the health system have their own cultures?

I like to define our system as a mosaic –an entity with unique individual parts, but all integrated components of a larger whole. Each

component, whether a hospital or an outpatient location, has unique histories and unique cultural characteristics. These individual attributes must be acknowledged and appreciated, and in some cases enhanced. But they are all part of Northwell and its overall system-wide culture as outlined in the previous question. It’s a careful medley of the two – the local and the system, but with the clear understanding that we are one – in mission, focus, responsibility, and mode of operation. We are all Northwell.

Many in healthcare use the word patients, but you use the word customers. Will you discuss this difference?

This issue, as I am well aware of, can be controversial. One of the wonderful changes over the past decade or so is that patients who once were placid and subservient in a provider’s presence are now more demanding and more knowledgeable. They are armed with more data, have higher expectations, and shop around. They are becoming customers/consumers and that is a good thing. But it requires that our organization accept and acknowledge it and behave differently. We must respond to this new reality by raising our expectations and changing our operational structures to deal with issues of access, service, and the overall experience of care. Henry David Thoreau once stated, “It’s not what you look at that matters, it’s what you

see.” I see consumers, not just patients. I see our responsibility extending to how we meet the needs of our customers, family members, visitors, and friends. Furthermore, most of the letters or communications I receive come not from the patients themselves, but from family members and friends who are also customers of our facilities.

How do you define health?

I define health very broadly. Health is much more than the delivery of medical care. Health is impacted by your environment, by your behaviors (e.g., smoking), by having a job, by nutrition, by seeing what possibilities exist for a better future. It’s multi-faceted. If you desire to be a leader in healthcare, with the goal of improving health, you need to be an influence and catalyst in trying to positively affect as many of these factors as possible.

This is the reason we at Northwell are heavily engaged in a variety of initiatives, many of which have received national recognition. For example, gun violence, which is the leading cause of death for adolescence; sustainability and climate change; food quality/food service – our food services are led by Michelin star chefs; educational opportunity for high school students; veterans care, etc.

The list is long and while there are often limits to what we can do directly, we can be catalysts in getting other individuals and organizations involved. Such partnerships are important. Our responsibilities and obligations as leaders are to raise health in our communities and make the future a better place for kids.

Northwell has also been a leader in addressing the mental health crisis. Will you highlight these efforts?

This is one of the biggest issues we face –all of us. The problem is accelerating, especially among the young. According to many studies, those born after 1995 have the highest rate of anxiety, depression, and suicide of any population cohort ever studied and much of this is connected to social media. Northwell is the second largest provider of mental health services in New York State, and we continue to expand our efforts in the inpatient setting, in the community, and in local schools. We use technology (tele-psych) to reach as many individuals as possible and we partner with localbased organizations.

The stigma associated with mental health is decreasing somewhat, but still is a barrier. I wish we could find a better term to describe the diagnosis. It also needs enhanced funding. Most services are paid by the government, but

“Northwell is the second largest provider of mental health services in New York State, and we continue to expand our efforts in the inpatient setting, in the community, and in local schools.”

the reimbursement is woefully low, resulting in substantial losses to providers.

Will you discuss the impact that the medical school and nursing school have made for Northwell Health?

The schools have been incredibly successful, not only in what they do, but in how they do it. The curriculum is innovative and unique. All medical students, for example, are trained as EMTs in the first nine weeks – they ride our ambulances and participate in treating patients from the beginning. They learn by doing, by being out in the community, witnessing the circumstances that patients and families live in. It enhances their knowledge and evolves their perspective on the true meaning of health. We are educating the doctors and nurses of the future. We broke with tradition and the status quo in redefining nursing and medical education.

Both schools have elevated the organization, enhanced our brand, and our ability to recruit the best practitioners and researchers. It’s a win-win. We are continuing to innovate, change, and evolve. We are now pursuing new ways to adapt to the circumstances of the future that are ever-changing. We will lead, not follow.

How did your upbringing impact the way you view resilience and leadership?

We are shaped, to some extent, by our backgrounds and the environment in which we are raised – and I don’t think we should ever forget where we came from. My upbringing has definitely influenced me and despite difficult circumstances, the overall impact has been positive. I understand poverty and not having the material things that so many now take for granted. I can relate to people in need which is an important perspective to have in the business that I am in. It builds resilience, grit, adaptability, and teaches the power of persistence. I don’t believe in playing the victim and reject the notion of entitlement. Hard work is essential to success. I also played competitive sports, which teaches the importance of collaboration and teamwork.

I have been fortunate in having a varied career. Being in academia enhanced my understanding of the importance of creating a culture of continuous learning. My 12 years in government provided a broad perspective on the multiplicity of factors that impact health. I have also benefited enormously from all those that I have worked with. Every relationship, if appreciated properly, enhances one’s education and knowledge. I have also understood the importance of luck – being in the right place at the

right time – but only if you are open enough to take advantage of it.

I have been lucky, and I thank all those who helped and inspired me along the way. I often ask audiences, including employees, “what motivates you?” Is it status, income, title, power, or is it the opportunity to make a positive difference? The answer helps define you.

Healthcare workers received recognition for their work and selflessness during the pandemic. How important is it that the awareness and appreciation for the critical work being done in the profession day in and day out does not get lost?

Each and every day, not just during a crisis like COVID, healthcare employees do extraordinary work. Lives are saved, families are reunited, life is prolonged, and hope is enhanced. They are the soldiers in our defense against ill-health and chronic illness. They educate the practitioners of the future; they discover new treatments and therapies – everyone from the frontline staff to the C-suite.

They deserve constant appreciation. All will eventually need their help – we are all future patients and customers. I take 30 frontline employees to dinner each month. The purpose – to say thank you.•

“Each and every day, not just during a crisis like COVID, healthcare employees do extraordinary work. Lives are saved, families are reunited, life is prolonged, and hope is enhanced.”

Client Service

EDITORS’ NOTE Chairman of the firm since 2008, Brad Karp is one of the country’s leading litigators and corporate advisors. Karp has successfully guided numerous Fortune 100 companies, global financial institutions and other companies and individuals through “bet the company” litigations, regulatory matters, internal investigations and corporate crises.

FIRM BRIEF Paul, Weiss, Rifkind, Wharton & Garrison LLP (paulweiss.com) is a firm of about 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.

What have been the keys to Paul, Weiss’ consistent leadership in the industry, and how do you define the Paul, Weiss difference?

What distinguishes us is our unparalleled track record of success on behalf of our clients, which include the world’s most important public and private corporations, asset managers, and financial institutions. At the root of that is our relentless focus on excellence. We never lose sight of our clients’ most important business goals, and each day we strive to surpass their expectations and deliver a compelling value proposition.

We also have been strategic and thoughtful about our growth as a firm. We have invested over many years in strengthening and

supporting our five core practices –private equity, public M&A, litigation, white collar and regulatory defense, and restructuring. In these areas, we lead the market and clients require the most sophisticated counsel. Moreover, our talent is unmatched. Year in and year out, we are focused on recruiting, training, mentoring and advancing the most talented lawyers in the business. As part of our talent strategy, we remain deeply committed to ensuring that we continue to reflect the diversity of both our clients and our longtime home of New York City.

Paul, Weiss is known for its deep client relationships. What are the keys to retaining clients and maintaining long-term client relationships?

Our success comes down to our ability to provide unparalleled client service. Our clients come to us because they know that we are “all in” on their behalf. Our aim is to build longstanding relationships of trust with them, and support them from all angles, across practices and geographies.

Another key is our wonderful talent, both homegrown and lateral. Clients know that when they retain Paul, Weiss, they will get the highest-quality, most commercial lawyers in the industry.

Finally, we are agile. We understand what is keeping our clients up at night, and we can pivot to meet their emerging needs. In 2022, for example, we launched a Civil Rights and Racial Equity Audits practice – among the first in the nation. This spring, we launched a multidisciplinary Digital Technology practice to help clients navigate transactions involving emerging technologies like generative AI, augmented or

virtual reality applications, and cryptocurrency and blockchain, and to defend clients facing litigation or regulatory enforcement actions involving new technologies.

What do you see as the keys to effective leadership, and how do you describe your management style?

I try to lead with empathy, an underrated but essential quality of the leaders I have most admired. I’ve found that one can forge much stronger bonds with colleagues and clients by trying to understand where they are coming from and having compassion for their needs. Empathy is the foundation for other qualities I believe are essential to effective leadership: respect, collaboration, and good listening skills.

Also, I genuinely love what I do, and I think that shines through in both my client work and my approach to leading the firm.

Paul, Weiss has achieved strong growth and success under your leadership. Are you able to enjoy the process and take moments to reflect on what the firm has achieved?

I am immensely proud of all that we have achieved as a firm on so many different fronts. I believe we are the finest law firm in the world. We have always had wonderfully talented corporate and M&A lawyers, but in the past decade we have truly become a destination firm for the world’s leading private equity firms and Fortune 100 companies for their most transformational transactions. The success of our efforts in these two areas is likely unparalleled in the industry. Just recently, for example, we welcomed Rob Kindler, a renowned M&A advisor, from Morgan Stanley as our new global chair of M&A, as well as market-leading teams led by Neel Sachdev, a top private equity advisor in London, and Eric Wedel, a top private equity finance advisor in New York and Los Angeles.

Brad S. Karp

An Interview with Brad S. Karp, Chairman, Paul, Weiss, Rifkind, Wharton & Garrison LLP

“We never lose sight of our clients’ most important business goals, and each day we strive to surpass their expectations and deliver a compelling value proposition.”

At the same time, we have reinforced our historic reputation as a litigation powerhouse. In the years after my election as chair in 2008, we became the go-to defender of financial institutions facing an avalanche of litigation and regulatory investigations arising from the global financial crisis, forging relationships that continue today. Today, we represent many Fortune 100 companies, including many of the world’s largest tech companies, in their most impactful, highest-stakes litigation and regulatory enforcement defense matters. We have a deep litigation bench in New York; Washington, DC; Wilmington, Delaware; and the Bay Area. In the past year, we were fortunate to bring over John Carlin, a cybersecurity expert and former Acting Deputy U.S. Attorney General; Katherine Forrest, an antitrust and AI specialist and a former New York federal judge; and Scott Sher, one of the world’s most respected antitrust advisors.

And while we have long been known for the universally high quality of our restructuring team, today we are advising companies in several of the nation’s largest bankruptcies, as well as leading creditor groups or sponsors in many others.

Finally, I am deeply gratified that we continue to lead the nation on the pro bono front. Our lawyers continue to fight zealously to protect individual liberties and fundamental freedoms and to take on the most challenging and high-impact pro bono matters.

Paul, Weiss places a major emphasis on building a diverse and inclusive workforce. Will you discuss these efforts and how critical they are to the continued strength of the firm?

The diversity of our firm community has always been a strength, and today it remains one of our greatest assets. Fostering a diverse and inclusive workforce with different talents

and world views allows us to offer our clients better solutions to their business problems. Among the myriad programs and initiatives that support diversity is our recently announced partnership with Harvard Law School to create the Future Leaders in Law Program, a pre-law fellowship for promising undergraduates from first-generation and low-income backgrounds.

Our institutional commitment extends beyond our firm. In anticipation of the Supreme Court’s decision to end longstanding affirmative action programs and policies, my partners Jeh Johnson, the former Secretary of Homeland Security, and Loretta Lynch, the former U.S. Attorney General, and I were asked to lead a New York State Bar Association task force to help businesses, universities and other professional organizations identify legal avenues to sustain diversity.

Will you highlight Paul, Weiss’ commitment to pro bono work?

From establishing the racial desegregation of schools in Brown v. Board of Education to marriage equality in U.S. v. Windsor and numerous cases in between and since, we have had a hand in many of the landmark civil rights and social impact cases of the past century. Today, our efforts continue to span the core issues facing our society. Our commitment to pro bono is shared by all, from senior partners to summer associates.

Among other impactful matters, we are collaborating with New York City’s initiative to put thousands of migrants who have arrived in the city on a pathway to employment by filing asylum applications, under the guidance of our Pro Bono Special Counsel Steve Banks, formerly the commissioner of the city’s Department of Social Services and prior to that, head of New York City’s Legal Aid Society.

Following the Supreme Court’s decision overturning Roe v. Wade, we mobilized to coordinate a multi-firm collaboration with the New York Attorney General to ensure pro bono legal services to New York abortion providers and women traveling to the state to access abortions, among our many other efforts across the country.

We are also spearheading important lawsuits against extremist groups espousing hate and violence. In June, we won a landmark $1 million damages verdict on behalf of Washington, DC’s historic Metropolitan African Methodist Episcopal Church. The court held the all-male extremist group the Proud Boys liable for its role in a violent, racist attack on the church.

Finally, in collaboration with the Robin Hood Foundation and others, we are strengthening frontline, New York City-based nonprofits fighting poverty by providing the kind of legal health checkups on their governance and standard operating procedures that we provide to our paying clients.

What advice do you give to young people interested in pursuing a career in law?

Be curious and follow your passions. There are few other professions as versatile and rewarding as the law. It can take you anywhere, whether you see yourself negotiating multibillion-dollar deals, delivering oral arguments before the Supreme Court, teaching or engaging in public service. If you approach your career with curiosity and empathy, you will have the opportunity to grow and learn every day.

And always remember that, at the end of the day, lawyering is about making an impact. Lawyers are duty-bound to play a key role in safeguarding our core democratic institutions and once-indelible liberties.•

“Our success comes down to our ability to provide unparalleled client service. Our clients come to us because they know that we are ‘all in’ on their behalf.”

“There are few other professions as versatile and rewarding as the law. It can take you anywhere, whether you see yourself negotiating multibillion-dollar deals, delivering oral arguments before the Supreme Court, teaching or engaging in public service.”

Meeting the Demands of the Moment

EDITORS’ NOTE Liz Hilton Segel is McKinsey’s Chief Client Officer. She leads McKinsey’s ten sector groups and 22 global industry practices and oversees the firm’s client service. As Chief Client Officer, she is responsible for McKinsey’s client service functions which include client experience, offerings, development, and analytics. Hilton Segel sits on the firm’s 15-person global leadership team and is a member of McKinsey’s Shareholders Council, the firm’s board of directors equivalent. She was previously the Managing Partner for McKinsey in North America, the Managing Partner of the Growth, Marketing and Sales Practice in the Americas, and the Managing Partner of McKinsey’s New York office. In her client work, she counsels CEOs and aligns with their teams and broader organizations to build new capabilities and new businesses with a focus on growth and performance transformation. Hilton Segel serves on the board of the Partnership for New York City and is a member of the Council on Foreign Relations and the American Marketing Association’s Marketing Hall of Fame Academy. She is also a founding member of the HBS Women’s Association of Greater New York. Hilton Segel was recognized by Working Mother magazine as the 2018 “Working Mother of the Year” and was included in Crain’s New York Business’ 2019 list of “Most Powerful Women” and its 2018 list of “Notable Women in Accounting and Consulting.” Previously, she served on the board of ClickFox, a customerjourney analytics technology company, and two not for profits: Central Park Conservancy and Prep for Prep. Hilton Segel has a bachelor’s from Harvard University and an MBA from Harvard Business School.

FIRM BRIEF 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.

How do you describe McKinsey’s culture and values?

Our culture has changed a lot throughout our nearly 100-year history. I’d say it’s also changed a lot during my 30 years at McKinsey. While we’ve updated our values in small ways over the years to reflect the changing times, our focus has always been on three themes: partner with our clients to achieve significant performance improvement; create an unrivaled environment for exceptional people; and adhere to the highest professional standards.

At our core, these three things are what matter, and these values inform our long-term strategy as a firm and how we operate day to day. Every year, we set aside a day to reflect on our values as a global community.

What has made McKinsey an industry leader and how do you define the McKinsey difference?

Management consulting is an industry we created. For nearly 100 years – we’re soon celebrating our centennial – clients have turned to us for leading insights to help them bolster performance, build and transform businesses, and create sustainable innovations.

Our history is a testament to who we are today, and why McKinsey is uniquely positioned to help CEOs and other leaders meet the demands of the moment. We work with companies across industries to help create resilient organizations that can withstand – and grow –amid today’s volatile macroeconomic environment, bridge the diversity and talent gap for a more inclusive economy, and boost and sustain financial performance.

Today, we see ourselves as a holistic impact partner to our clients. We’re their strategic counselor, but we work side-by-side with their teams to help them implement change, accelerate innovation, and build new business.

One of the unique opportunities of working directly with clients is being pushed to think creatively about challenges and growth. We’re always thinking about what’s new and what sets a company apart from the others – what we call an institutional capability or, in essence, a company’s superpower. That’s why we challenge ourselves to make sure we develop institutional capabilities that have staying power.

Will you provide an overview of your role and areas of focus?

I serve as McKinsey’s Chief Client Officer and Managing Partner of our Global Industry Practices. In this capacity, I lead our firm’s ten sector groups and 22 global industry practices and am responsible for McKinsey’s client service including client experience, offerings, development, and analytics. I counsel CEOs on building new capabilities and businesses within their organizations with a focus on growth and performance transformation. I’m also a member of McKinsey’s Shareholders Council, our firm’s equivalent of the board of directors, and serve on our 15-person global leadership team.

What steps do you feel CEOs can take to improve financial performance?

It often comes down to a single question: Are you inspiring the whole organization to do more than they think is possible? I encourage CEOs, their team, and my colleagues – regardless of tenure – to routinely ask this of themselves.

Leading – and delivering profitable growth –requires courageous leadership and bold action, but it starts with a growth mindset.

I find that the most effective executives are those who can diagnose critical needs within their organization, translate that into a clear vision and action plans, and invest in their people to realize transformative change.

How can companies most effectively attract and retain talent?

The heated competition for talent shows no sign of cooling. Now is the time to have a bias for action and move quickly and decisively on hiring decisions to create a first-mover advantage. The key question for hiring managers is how to find the right talent and develop the right skills to meet the demands of an ever-evolving world of work. As we look to the year ahead, companies that break from the pack will be those focused on a comprehensive set of coordinated actions to attract, retain, re-engage, and develop their workforces from providing flexible work models to experimenting and measuring employee engagement and productivity.

It’s more important than ever to demonstrate to employees that they have a future in an organization by investing in their learning and growth. Employers can offer what we refer to as “micro” milestones, such as opportunities to work on a business-critical initiative or move laterally into a new role, to provide workers actionable feedback on their progress, a more dynamic career path, and a greater sense of ownership on their development.

Liz Hilton Segel

An Interview with Liz Hilton Segel, Senior Partner, Chief Client Officer and Managing Partner, Global Industry Practices, McKinsey & Company

What do you see as the keys to effective leadership?

In my role, I speak with CEOs and leaders across industries daily. When reflecting on the attributes that make a successful modern leader, I return to the core themes of authenticity, active inclusion, and well-being. Leaders must have the courage and confidence to be their true selves, even in uncomfortable situations, and find ways to allow people to feel safe talking about themselves and their values.

I’ll give you an example of what this looks like in practice at McKinsey. We are building a culture that supports and encourages continual, self-authored growth, with a focus on improving ourselves versus proving ourselves. This is what we call career self-authorship. The world of work is not linear and does not come with preset career paths. Rather, we provide each colleague an evolving set of aspirations, next steps, and support partners that will grow as they grow.

McKinsey has done substantial research around resilient organizations. What makes a company resilient and how do resilient companies outperform their peers in economic downturns?

Resilience is a vital muscle for CEOs navigating disruption and aiming for growth. The pandemic asked companies to move much faster. Now, CEOs face new headwinds – pricing pressure, accelerated digitization, a tight talent market, and surging and lasting inflation, thanks in large part to depleted supply chains, especially in energy. Navigating this volatility means CEOs need to operate at speed across six dimensions of resilience: finance, operations, technology, organization, business model, and reputation.

In today’s overcast world of business, an organization needs to find its umbrella. You wouldn’t go out in bad weather without the proper gear –neither should you go into a business environment rife with external shocks and uncertainty without preparation. Developing resiliency across these key dimensions, while ensuring that you are resilient as a leader, can help an organization not only weather the storm, but take calculated risks, seize opportunity, and emerge stronger.

How important is it for McKinsey to build a diverse and inclusive workforce to bring diverse perspectives and experiences to the table when addressing client needs?

We have a deep and long-standing commitment to advancing diversity, equity, and inclusion in business, society, and within our firm. These aren’t just moral imperatives, they are integral to our dual mission – to help our clients make substantial, lasting performance improvements and build a firm that attracts, develops, excites, and retains exceptional people.

We are dedicated to building teams that reflect the diversity of our clients and the communities in which we live and work. Our inclusive culture enriches our creativity, innovation, and problemsolving. I’ll share some examples of how we put this into action:

• We are rapidly advancing our award-winning talent sourcing strategy and expanding our talent pools, shifting our talent base from “ready to work” to “ready to grow” – seeking potential over pedigree.

• We have doubled the number of sources and global institutions from which we attract talent.

• We launched the BUILD program, a twoyear rotational program offered to students from New York public colleges and universities.

• We created programs for individuals from all backgrounds to engage with McKinsey, including the First Year Leadership Academy learning program for women and underrepresented populations.

We have dramatically expanded the range of roles and specialties over my three decades at the firm, but we have always believed that bringing together diverse and inclusive teams of outstanding talent is the real magic behind what we accomplish with our clients.

In addition, we aspire to become the largest private sector catalyst for decarbonization. Consistent with this aspiration:

• We have been carbon neutral since 2018 and committed to achieving net-zero climate impact by 2030, in line with validated, near-term, science-based targets.

• We helped co-found Frontier, a billion-dollar advance market commitment to purchase permanent carbon removal by 2030.

• Last year, 3,500 of our consultants worked on more than 1,600 sustainability engagements with 600 clients across nearly 60 countries and in every industry.

• Starting this year, we introduced a global internal carbon fee on all McKinsey air travel to accelerate decarbonization and generate funding for carbon reduction efforts.

Do you feel that there are strong opportunities for women in leadership positions in the industry?

I do. I entered the workforce at a time when women were discouraged from wearing pants in many companies – let alone have an opportunity to lead them. Fortunately, much has changed since then. Over the past 30 years, I have watched as women and other communities have made incredible progress in the workplace and society more broadly. Today, leading companies recognize the benefits of fostering a diverse and inclusive culture which has created more opportunities than ever for women. Still, there is more that can be done.

What do you see as McKinsey’s responsibility to be engaged in the communities it serves and to be a force for good in society?

We take seriously our commitment to delivering sustainable, inclusive growth for our clients and the societies in which we live and work. Seven in ten people live in societies with growing inequality. That’s why we’re taking action to help build an economy that works for all. For example:

• We help our clients create more than 1 million net new jobs each year. And we partner with organizations dedicated to increasing economic mobility and access to jobs.

• We have helped reskill or upskill more than 1.25 million people. And we make training and education accessible to millions more through initiatives we founded and support.

• We’re working toward racial equity, starting with a $200-million pro bono commitment. And we’re helping to grow diverse leaders, investing in research to inform concrete solutions, and taking action in local communities.

So far, we have contributed nearly $620 million in cash and in-kind support toward our $2 billion commitment to social responsibility efforts which we will fulfill by 2030.

To make meaningful progress toward gender equality and promote more women into leadership roles, companies must foster a sponsorship culture that supports women at every level. But the companies I’ve seen with better representation, especially with respect to women of color, go further. They identify where the rung often breaks for women in their pipeline. They double down on goals to close gaps, track outcomes, and hold leaders accountable. They also offer more specific and actionable training, including dedicated programs to provide women with the mentorship and sponsorship they deserve.

What do you tell young people about the type of career the consulting industry offers?

We’ve long been a destination for some of the brightest and most ambitious minds – often referred to as a leadership factory for the number of colleagues who eventually become CEOs or hold influential senior executive positions at other organizations. Even as we welcome a new generation to the workforce, we continue to see strong applicant demand, including recent graduates and members of younger generations like Gen Z.

For those interested in business, the consulting industry offers some of the best hands-on business education available. Work in consulting is never boring – it brings a strong diversity of work including with leaders of all industries, roles, and backgrounds, and brings exceptional opportunities for development.

In my career at McKinsey, I’ve had the chance to work side-by-side with ambitious and talented executives who run some of the world’s most iconic brands – and I have worked with them to build new skills, build new businesses and, in some cases, reshape their institutions and industries.•

“We take seriously our commitment to delivering sustainable, inclusive growth for our clients and the societies in which we live and work.”

Building Communities

EDITORS’ NOTE Michael Maturo is a founding Managing Partner and serves as President of RXR, a multi-billion dollar private real estate company which was formed subsequent to the sale of Reckson Associates Realty Corp to SL Green, one of the largest public real estate management buyouts in REIT history. In this capacity, he develops, implements, and oversees RXR’s corporate and operating strategies, investment fund and asset management businesses as well as all capital markets activities. Maturo is a member of RXR’s Investment Committee and its Board of Directors. He is also a Principal and member of the Investment Committee of RXR Real Estate Opportunity Fund, RXR Real Estate Value Added Fund, RXR New York Metro Emerging Sub-Market Venture and RXR Real Estate Value Added Fund III. Prior to the Reckson/SL Green merger, Maturo served as President and a member of the Board of Directors at Reckson. He was also Chairman of the Investment Committee and had oversight responsibility over the company’s allocation of capital. Maturo worked in tandem with the Company’s CEO in developing and implementing Reckson’s corporate and operating strategies during his tenure there from 1995 until 2007. During his combined tenure between Reckson and RXR, he has completed over $50 billion in capital markets transactions. Maturo studied at Seton Hall University.

COMPANY BRIEF RXR (rxr.com) is an innovative investor, developer, and placemaker committed to applying a customer and community-centered approach to building properties, services, and products that create enduring value for all stakeholders. Headquartered in New York with a national investment strategy, RXR is a 500+ person, vertically integrated operating and development company with expertise in a wide array of value creation activities, including ground-up real estate, infrastructure, and industrial development, uncovering value in underperforming properties, repurposing well-located iconic properties, incorporating cutting-edge technologies and value-added lending. The RXR platform manages 93

commercial real estate properties and investments with an aggregate gross asset value of approximately $20.7 billion, comprising approximately 30.5 million square feet of commercial properties, a multi-family residential portfolio of approximately 8,800 units under operation or development, and control of development rights for an additional approximately 3,500 multifamily and for sale units as of December 31, 2022. Gross asset value compiled by RXR in accordance with company fair value measurement policy is comprised of capital invested by RXR and its partners, as well as leverage.

What have been the keys to RXR’s industry leadership?

A key ingredient is that we are very community-focused. We try to be part of the fabric of the community in terms of looking at what the community’s needs are and trying to provide solutions in terms of the products we can deliver to help meet those needs. We focus on creating, or recreating, real estate in a manner that is useful and helpful to the advancement of the community, whether that is affordable housing, luxury housing, industrial and logistical facilities, or other consumer-oriented products. We seek to re-imagine the landscape in a manner that is beneficial to the community.

There are many times we become involved in sites that have been shuttered or abandoned for a long time, whereas others shy away from the complexity of transforming these sites – we thrive in those circumstances.

A good example is Pier 57 on the West Side of Manhattan, which was a shipping and storage terminal that had been abandoned for literally fifty years. It takes a lot of work and creativity and passion to reimagine what a site like this can become, along with a high-level of real estate expertise, and this has been a real strength of RXR over the years. One of the key ingredients to being successful at doing this is talent, and at RXR there is an abundance of talent and resources. We have always had a well-staffed team because we believe that talent is the key to creating these types of projects. Pier 57 now has 350,000 square feet of commercial office space for Google, the largest rooftop park in

New York City, and restaurants and a publicly accessible food court, all of which contribute to the reemergence of the West Side in a really meaningful manner. We have built our reputation around successfully completing these types of projects.

Another example would be in New Rochelle, which was an interesting situation. Housing affordability is a major issue for young talent in New York City. Creating new housing in Manhattan is extremely difficult. Instead, we looked outside the city to areas that have good transit connectivity, and that can be revitalized to deliver the live, work, play environment that young talent is attracted to. New Rochelle is a 30-minute commute to Manhattan, it has the infrastructure and transportation, but it did not have the municipal organizational structure to provide housing to its community in the way that people want. We identified this opportunity and constructed a public/private partnership with the municipality. We helped them rewrite their zoning code to induce smart growth in terms of responsible but efficient development to revitalize their downtown. This allowed them to retain their local talent while also providing a housing solution for talent working in New York City.

RXR is not just focused on constructing a building – we are focused on helping build communities.

How important is public/private partnership to making these projects work?

It is essential because the municipality controls the zoning and permits and what can be developed. RXR has been successful with these partnerships because we don’t forcefeed a prescribed development plan – we listen to what their vision is, and we try to make it happen. This has been a very effective formula because we are truly working as partners. Our success in New Rochelle has been noticed by other municipalities because we were able to get things done when others couldn’t. RXR is committed to using our talents and expertise to help communities fulfill their vision and reach their goals.

How is RXR approaching its expansion into new markets?

We look for opportunities where we can transport our skills and proven approach to markets that have similar growth

Michael Maturo

An Interview with Michael Maturo, President, RXR

characteristics in terms of a diverse industry employment base that is attractive to young, knowledge workers. It has been interesting as we have found that our reputation precedes us, even though we have mainly been focused for decades in the New York Tri-State region. When we arrived in places like Phoenix, Raleigh, Dallas, Tampa, and Atlanta, for example, people knew about RXR. And the large real estate institutions like Cushman & Wakefield, CBRE, JLL, and others who are integrated around the country were able to introduce us since they knew our work and how we approach projects based on our history in New York.

When we went to Raleigh, North Carolina, to a town called Apex, we found a mixed-use development opportunity that was very well-located and very well-positioned but just could not get off the ground. Our team has deep experience with these types of projects, and we understand how to organize and motivate local economic development personnel to get these projects done. We integrate ourselves into the community and come up with an action plan to help those in the community fulfill their vision and make it come to life. People have been very receptive to this approach of community-building, and it has been very successful as we expand into new markets. It is because of this communityfocused approach that we were able to close on a $3 billion, 1000-acre acquisition in Apex, our first project in North Carolina, earlier this year.

What are your views on the state of the New York real estate market?

The current turmoil in the office market is real and is evolving in regard to hybrid work, flexible environments, and a new

normal. However, we are developing a project at 175 Park Avenue which, when complete, will be a 2.8 million-square-foot office tower with a hotel at the top. We opened up a marketing center last November that has amazing technology that allows you to literally feel what it will be like walking into that office building. Since we opened up the center, we have had over 15 million square feet of potential tenants seriously consider occupancy in the building. The interest ranges by industry and in size, and this is for spaces becoming available in 2029-2030. The point is that institutions are considering and evaluating their office needs for the future, and offices are not going away. There will clearly be changes in expectations of tenants in terms of a menu of diversified services and programmed experiences an office building can deliver that will help to attract and retain talent. We are focused on providing buildings that fulfill those needs.

I speak to business leaders regularly, and it is clear that they want their people back in the office. While there are certain functions that can be performed remotely, you cannot mentor young talent and build a culture and deliver leadership remotely. I have a term that I call “human combustion” – this refers to ideation and collaborations where the sparks fly, which only happens when you are sitting together and interacting in person. People need to be together, but they need to be together in environments that offer opportunities for greater levels of productivity. It is about delivering hospitality and programming, which employers are going to need to attract, nurture, and retain talent.

Our leadership team at RXR has been together for 30 years, and we have been through many cycles as a team. At the same time, a vast majority of our talent at RXR are young people who have not experienced these cycles, so it is important for us to communicate with them and help them through this time. We are already positioning ourselves for the next cycle and the upside – you always have to deal with what is going on now while positioning yourself for future success. We have regular company-wide meetings called One RXR, where we communicate to our people what we are challenged by, what we are trying to achieve, what we are planning for the future, and how we are built to prosper on the other side of this cycle.

How important is it for RXR to build a diverse and inclusive workforce to mirror the diversity of the communities it serves?

We are very focused on diversity, and it’s important that we contribute to the expansion of diversity in the real estate industry. We operate in diverse communities, such as New Rochelle, which is being reinvented consistent with that diversity. RXR needs to be reflective of that diversity, and our company will be better because for us to participate in these communities and have success, we need people that connect with the people living in the communities.

We seek to bring a diverse group of people into our intern program. We are focused on expanding opportunities for women in the company. We are very focused on working with minority-owned vendors since it is not only about who we hire at RXR, but also about who we work with. It requires intentionality and takes time, and we are continually working to attract more diverse talent to the industry.

What has made the relationship between you and Scott (Rechler, CEO of RXR) work so well over the past thirty years?

I think sometimes you get lucky. We matched up well when we first met. We don’t let ego get in our way. It also helps that our families are close – our kids are close. When one of us needs a lift, we lean on each other. We both enjoy what we do, and we trust each other. All of our partners at RXR have an important role in leading the firm.

What advice do you offer to young people interested in pursuing a career in real estate?

I visit colleges and I always tell the students to listen and learn and absorb knowledge. Don’t be afraid to make mistakes. Don’t be afraid to fail. Failure is just the first part of success. It is all about learning and all about knowledge. Obviously, hard work, discipline, and dedication are all important. It is critical to network – meet as many people as you can and expose yourself to as many different experiences as you can. This is how you will find out what interests you and what you are passionate about. •

Growing Starr

EDITORS’ NOTE Maurice

Greenberg is Chairman of Starr Insurance, a global insurance and investment organization. Starr traces its roots to a company founded by Cornelius Vander Starr in 1919 in Shanghai, China. Greenberg formed American International Group, Inc. (AIG) and served as that company’s Chairman and CEO until March 2005. Under his nearly 40 years of leadership, AIG grew from an initial market value of $300 million to $180 billion, becoming the largest insurance company in the world. Greenberg is also the Chairman of The Starr Foundation, a philanthropic organization initially funded by Cornelius Vander Starr’s estate. The Foundation has made more than $4 billion in grants to many academic, medical, cultural and public policy organizations around the world. A decorated United States Army veteran, Greenberg served in both World War II and the Korean conflict, serving as a company commander. Greenberg received his pre-law certificate from the University of Miami and an LLB from New York Law School.

COMPANY BRIEF Starr Insurance

(starrcompanies.com) is a global, privately held insurance and investments organization. Through its operating companies, Starr provides commercial property and casualty insurance, as well as accident and health insurance products worldwide, with significant access to the U.S. excess and surplus marketplace for certain lines of business. Starr Insurance Companies underwrites a wide variety of specialty and international lines including aviation, marine, energy, environmental, crisis management, excess casualty insurance, accident and health, and political risk insurance. Starr Insurance also provides a broad spectrum of insurance-related services including claims handling and settlement, reinsurance, risk assessment, loss control and worldwide travel assistance services.

What have been the keys to Starr’s industry leadership?

Our management and our employees are dedicated to the organization that carries

the Starr name and to getting things done. Starr’s strength is based on two things – the quality of our people and the implementation of our plans. Our company started over 100 years ago and we continue to this day to focus on attracting top talent and growing the business. A strength of Starr has been the ability of our team to implement our plans and to execute, which has led to strong growth.

How do you describe Starr’s culture?

Our people work hard, they’re disciplined and use common sense.

How important has it been for Starr to build its global footprint?

Very important, and we are continuing to build Starr in all regions of the world. We work throughout Asia – including China, where we’re doing quite well – as well as Europe and Latin America where business is very strong. We have a solid strategy, and we have the right people on the ground in those regions to execute on that strategy.

What do you look for when bringing talent into Starr?

We look for people who will fit well into the Starr culture and we have done that quite successfully. We work hard to make sure we keep them here once they join us.

You have spent your career building businesses and relationships in China, and a year ago you announced the Morefar Project, an initiative to help improve the relationship between the U.S. and China. Will you discuss the importance of this relationship?

Our company has a long history in China, tracing back over a century. I have visited China every year, often several times a year, for five decades, and I built many strong friendships in China and have done a lot of business there. For many years the relationship between the United States and China was good, but we have hit some rough spots recently. We are better off engaging in frank and honest discussions about our many differences and resolve what we can. Further decline is not in the best interests of either country and threatens global stability. Both sides need to work on this. I’m doing my part to try to improve things.

Will you highlight the work of The Starr Foundation?

There are a lot of worthy organizations out there, and we try to support causes where we can make a difference. The Foundation has been heavily engaged in health and education. We have done a tremendous amount and are proud of our efforts. We have done great work in the healthcare industry with hospitals in New York and elsewhere, in education within many universities, some of which offer excellent degrees in risk management, such as St. John’s University and Georgia State University, and in many other areas. I believe it is a responsibility for leading companies and organizations to be engaged in their communities and involved in addressing societal needs.

I feel that we have done a lot of good with the Foundation which has distributed more than $4 billion.

The Starr Foundation lost its longtime president, Florence Davis, in May. Will you touch on her impact and leadership of the Foundation?

She was wonderful, and we will miss her. Florence worked with me for many years, beginning in 1995. In 1999, we named her to lead The Starr Foundation. That was a good decision. Of course I relied on her to lead the Foundation, but I valued her opinions on other things too. She also made a big impact on the organizations the Foundation supported. Florence built a strong team, and there are people at the Foundation now who will grow into her job.

Starr recently expanded its relationship with the New York Yankees. What do you expect to get from this partnership?

More business. Everything we do is about building Starr.

What do you tell young people about a career in the insurance industry?

Starr is recruiting all the time. Insurance is a necessary element to growing any business, and it helps drive our economy. We have hired many people out of the best schools who understand that this is a dynamic industry that offers great opportunities to grow and make an impact. The insurance industry offers tremendous opportunities for young people who have the energy and desire to work hard, and we are attracting the best and brightest at Starr. •

Maurice R. Greenberg

An Interview with Maurice R. Greenberg, Starr Insurance

Responsible Leadership

Long synonymous with legal excellence, Paul, Weiss has partnered with the world’s most influential companies and business leaders on their most complex legal and business challenges for nearly 150 years. We offer unmatched private equity, M&A, litigation, white collar & regulatory defense, and restructuring capabilities, crafting innovative solutions to help our clients achieve their most important goals.

Paul, Weiss, Ri�ind, Wharton & Garrison LLP

A Financial Bridge Between the World’s Two Largest Economies

EDITORS’ NOTE Wei Hu was appointed President and Chief Executive Officer of Bank of China Limited, United States Branches (BOC U.S.A.), in April 2022. As President and CEO, he is responsible for managing the Bank’s operations across its United States branches, providing strategic, financial, and operational leadership for the New York, Queens, Chicago, and Los Angeles branches. From December 2018 through March 2022, Hu served as an Executive Vice President of BOC U.S.A. Prior to joining BOC U.S.A., he held several management positions within Bank of China Group, including serving as Assistant General Manager, Deputy General Manager at the Sydney Branch, and in the Executive Office of Bank of China’s head office in Beijing as the executive assistant to the then CEO and President of Bank of China Group. Hu began his banking career in 2000 as a risk management specialist in the Bank of China Head Office Risk Management Department. Hu received a master’s degree in economics from the Central University of Finance and Economics, majoring in international finance, and a PhD in management from Central South University, majoring in management science and engineering.

COMPANY BRIEF As China’s most international and diversified bank, Bank of China (www.boc.cn/en) has a well-established global service network with institutions set up across the Chinese mainland, as well as in more than 60 countries and regions. It has established an integrated services platform based on the pillars of its corporate banking, personal banking, financial markets, and other non-commercial banking businesses, which covers investment banking, direct investment, securities, insurance, funds, aircraft leasing, and other areas, thus providing its customers with a comprehensive range of financial services. Bank of China U.S.A. (BOC U.S.A.) (www.bocusa.com) has branches in New York City, Queens, Chicago, and Los Angeles.

What have been the keys to BOC U.S.A.’s strength and leadership in the United States and how do you define the BOC U.S.A. difference?

As the global economic order has shifted over the past 40 years, the economic and

cultural exchanges between both the United States and China, the world’s leading powers, have strengthened significantly. Bank of China U.S.A. has functioned as a financial bridge between the world’s two largest economies since its inception. Through our local and global presence, our involvement has provided economic stability for the thousands of clients we serve and, at a global macroeconomic level, helped to transform local companies into global enterprises, increasing trade, creating jobs, stabilizing prices, and fostering a sustainable economy for future generations.

After BOC U.S.A.’s reopening in 1981, we built out our platform to facilitate trade and helped boost exports from China to the U.S., and exports from the U.S. to China, from our first offices in New York City. Throughout the 1980s and 90s, we continued to focus on expanding our service lines for U.S.-Chinese clients, expanding our core service offering beyond trade finance to a more diversified range of financial services. Moreover, with the expansion of the bank’s operations in the U.S., Bank of China U.S.A. expanded its physical presence, marking the opening of our New York Chinatown branch in 1985 (relocated to Queens in 2014), our Los Angeles branch in 1988, and our Chicago branch in 2012.

As the U.S.-China trade relations grew throughout the early 21st century and following China’s accession to the World Trade Organization in 2001, we have contributed more and more to the American banking community. Now, Bank of China U.S.A. stands as the largest Chinese bank operating in the United States. Underscoring the diversification of our business and through our expanding list of worldclass clients including Fortune 500 companies, commercial real estate firms, financial institutions, and small and medium-sized enterprises, BOC U.S.A. has evolved its role in both domestic and cross-border markets, helping to stimulate the local economy by unlocking jobs and new business opportunities.

During the Great Recession of 2008, when debt capital was scarce for the commercial real estate markets and most of our peers retreated from the lending landscape, we provided timely and critical financial support to the New

York City construction industry, offering a lifeline to businesses and helping maintain jobs. In the real estate industry, we have a proven track record of financing transformative projects for Tier One sponsors such as 220 Central Park South, a premier luxury condominium; One Vanderbilt, one of the few new Class A office projects built in midtown Manhattan in the past seven decades; and 50 Hudson Yards, a dynamic new CBD submarket on the Far West Side. As a good corporate citizen, we have also financed billions of dollars in multifamily affordable housing projects across New York City.

The United States and China have benefited tremendously from thriving bilateral trade activity and investments in each other’s respective countries over the past 40 years, especially as China, as the second largest economy, is beginning to switch from “investment-driven” to “consumption-driven” economic growth, there emerges greater demand for U.S. exports. The intertwining interests between both nations has allowed our bank to thrive and, as a leader in international finance, we intend to maintain that cooperation by continuing to provide leading financial services and value propositions for our clients.

Bank of China U.S.A.’s role in the U.S. is encapsulated as an institution that has provided a means to bridge the cultural and social challenges between the United States and China. The bank’s track record in the United States for over forty years has allowed us to serve as a beacon for trade between the United States and China, giving American companies access to the second largest economy in the world, and viceversa. In doing so, we’ve established deep roots in the domestic markets we serve, partnering with local businesses, international corporations, elected officials, charitable organizations, trade groups, and others. Our organization has helped open previously closed doors in international trade and allowed for the culmination of international finance between the world’s two leading powers.

How has BOC U.S.A. approached client relationships in an increasingly digital world, and how important is it for BOC U.S.A. to maintain a personal touch with clients?

The world is constantly changing and we, as a bank, work judiciously to stay ahead of technological trends. Just in the last few years since

Wei Hu

An Interview with Wei Hu, President and Chief Executive Officer, Bank of China U.S.A.

the pandemic, we saw tremendous growth in digital services and online user interactions and have, year-over-year, consistently evolved our digital banking capabilities. But even within the last year, the rise of generative artificial intelligence, blockchain technology, and instant payment transactions has created an exciting, yet admonishing cacophony that the next technological leap must be met with caution. Faced with the rise of a digital-oriented banking future, we conducted comprehensive upgrades of our internet banking systems in 2020, based on the surveys we made among our customers, studies of feedback, and gap analyses with peer banks. New services such as an online RMB exchange, RMB remittance, Small Business Administration Paycheck Protection Program (PPP), and other small business loan applications, batch remittance, recurring wire transfer, fraud alerts, and other services were integrated into the internet banking platform along with a brand-new userfriendly UI design and interface –all of which provide a simpler, more efficient, and more personalized online banking experience to meet the trend of our customers’ needs. During the same time frame, we have also devoted significant resources to cybersecurity and information security enhancements to better protect customers’ data and the bank’s information security.

As fewer customers visit local branches in person, our client managers are encouraged to spend more of their time conducting deeper research on customer preferences, markets, peers, products, risks, and promoting our business through marketing and communications, while maintaining close interpersonal interactions with customers on a day-to-day basis. In turn, this helps maintain the human touch that consumers may prefer. If a customer needs to open a new account with the

bank, they still must visit the branches on-site subject to the compliance requirements. At a local level, we will continue to explore the potential not only for large partners, but also small and medium-sized enterprises, and not only through in-person interactions, but also with increasingly popular and convenient

online vehicles. As a customer-centric business, omnichannel communications, physical branches, and online access can help meet the customer demand for tailored financial services, and BOC U.S.A. continues to invest in advanced technologies in order to meet our customer preferences.

What challenges and opportunities do you see for BOC U.S.A. with the implementation of new technology?

As a foreign bank operating in the U.S. that is very familiar with the financial regulatory regime, fierce competition, and operating cost pressures, BOC U.S.A has a vested interest in ensuring there is a seamless digital transformation from an operational, compliance and managerial perspective. For example, digitization has allowed us to greatly advance key functions such as anti-money laundering, liquidity management, U.S. dollar clearing, credit management, cross-border trade, and online banking services.

A post-pandemic world has left a mark on the way we interact with the advent of video conferencing platforms over in-person meetings. However, interpersonal relationships have, for centuries, served as the backbone of global peace treaties and business agreements. The longer we stay virtual, the more damage will be done to our relationships, so while we recognize the benefits that Zoom and other video conference platforms have brought, it is a delicate balancing act. In-person interactions have for centuries unlocked tremendous value, and it is our belief that they will continue to do so.

The world remains at an inflection point where cross-border e-commerce has transformed international trade and finance between small- and medium-sized enterprises. With the demands for high frequency, small dollar cross-border deals increasing, traditional international financial

“Our organization has helped open previously closed doors in international trade and allowed for the culmination of international finance between the world’s two leading powers.”

The headquarters building for Bank of China U.S.A. in Manhattan

settlement services such as wire transfers and demand drafts cannot match the pace of innovation that financial technology has brought to the world of payments. Our launch of eMPAY, a tool that can provide efficient and low-cost payment services for cross-border e-commerce, has revolutionized the space by joining forces with fintech firms, and having served more than 10,000+ small, medium, and micro cross-border merchants with billions of dollars in payments, promoting more American exports to China since its inception.

Digitization is also a double-edged sword when it comes to security. As businesses rapidly became digitized and services became more efficient, banks and consumers are increasingly exposed to cyber-attack concerns, especially given the higher rates of data collection. We developed Smart-i, an intelligent cybersecurity monitoring tool with AI and big data analytics. Smart-i builds behavior analytical models to detect and alert various known and unknown threats and abnormal behaviors, covering applications, systems, databases, networks, terminals, and information security of associated equipment. It has successfully detected suspicious activities and addressed them since its implementation in 2019.

Will you provide an overview of BOC U.S.A.’s presence in the United States and where you see opportunities for growth?

Today’s economic situation presents an uncertain environment with rising interest rates pressuring the market, specifically the real estate industry, coupled with high inflation further adding to cost pressures, putting corporate treasurers and chief financial officers in challenging positions. While we continue to assess economic indicators and economic outlook, we are doing our part by ensuring that our services remain top-grade and competitive to our peers. We are furthermore continuing to diversify our offerings and deliver industry-leading client service.

Bank of China has a history that spans more than a century and has remained committed to promoting the economic and social benefits of internationalization, diversification, and comprehensive integration for U.S. companies interested in entering the Chinese market. As the largest Chinese bank operating in the U.S., we continue to provide a broad range of financial services throughout the company, and we

are committed to leveraging our advantages in offering cross-border services to better assist corporate customers of both countries and to facilitate the economic and trade developments between China and the U.S.

We see a number of opportunities for growth in our businesses, particularly as we look to continue expanding our business offering. For example, in the EV space, we see a massive opportunity in which China is already the dominant player with 59 percent of all EV sales in 2022, as the U.S. increases its overall market share of domestic EV sales. Chinese and American companies also dominate the EV space with leading brands such as BYD and Tesla as the world’s two leading manufacturers. We also see an ever-increasing opportunity in clean energy which, according to Statista, will grow into a $2 trillion+ market by 2030. Given the increasing challenges of climate change and the need for sustainable alternatives to fossil fuels, we view this as a priority. There are also opportunities in healthcare, specifically with pharmaceuticals and biotech, as well as agriculture and foodtech, which continue to make strides in increasing our overall standard of living.

As the U.S. operations of Bank of China Group’s global network, our culture is built on the strong foundations of BOC Group’s mission, vision, and values. Coupled with the foundation of American entrepreneurialism and cooperative economics, we will continue to invest capital and resources into making our products and services more diversified, competitive, convenient, and compatible with the real economy, as well as strengthening our governance and risk management systems.

How important is it as part of BOC U.S.A.’s culture to be engaged and supportive of the communities it serves?

The Bank has cultivated a community committed to giving back to the areas in which we operate. In recent years, we’ve expanded our community outreach through partnerships with many local organizations. For example, since 2018, we have partnered with Big Brothers Big Sisters of New York City and created a workplace mentorship program for high school students from underserved communities.

For many of our employees, volunteering is a way to connect with coworkers and stay true to the bank’s values outside of a work environment. These engagements foster a culture of cooperation and a sense of purpose beyond

our business activities. We take every effort to support these causes and are always proud to see their positive impact on our local communities. Some employees have even gone so far as to sit on the boards of various foundations, including Cent$ Ability, The Family Center, Big Brothers Big Sisters of New York City, Hong Kong Association of New York, and the China General Chamber of Commerce – U.S.A., further demonstrating our culture and commitment to the local communities we serve.

With all of the shifting geopolitical developments occurring in the world, what message would you send to your customers and employees about what challenges lie ahead in the coming months and year?

There are any number of events that could happen on any given day, let alone a week, when we think of international geopolitics and international relations. While I remain cautiously optimistic about the future, my view is that we are always able to make a greater economic impact when we work together, negotiate with one another, cooperate on trade, and maintain open communications and economic channels. Despite much of the rhetoric and misinformation we all see in the media, history has proven that both countries have gained enormous benefits from cooperation, which lowers costs, expands manufacturing capabilities, and increases economic activity, benefitting us all when we work together.

If there’s anything that inspires me the most, it is the economic potential that has been unlocked in the past few decades as a result of increased trans-Pacific economic and trade cooperation. From the global decrease in poverty, hunger, and food insecurity to the increasing amount of wealth in countries across the world, internationalization has changed the world for the better. That is why I believe that despite a growing shift toward some form of economic nationalism, protectionism, and trade restrictions, we, as Bank of China U.S.A., remain committed to an open global economic order and all of the benefits, both small and large, that it brings. The tremendous advancements we are seeing in industries like electric vehicles, healthcare, clean-tech, space exploration, and beyond all demand that we continue to cooperate to realize the maximum of our potential, I’m proud to say that at Bank of China U.S.A., we realize that and will continue to invest and support the needs of our clients now and into the future.•

“The Bank has cultivated a community committed to giving back to the areas in which we operate.”

Advancing Healthcare

EDITORS’ NOTE Prior to her current role, Margaret Pastuszko served as Executive Vice President, Chief Operating Officer, and Chief Strategy Officer where she led Mount Sinai’s commitment to performance and process improvement and the identification of opportunities for investment and resource optimization. She began her career at Mount Sinai in 2001 as Associate Dean of Operations for the Mount Sinai School of Medicine and then transitioned to the role of Vice President for Business Planning at The Mount Sinai Medical Center. Before joining Mount Sinai, she served as a Divisional Administrator and Practice Manager of Internal Medicine at Temple University Hospital. She also worked as a consultant with APM Management Consultants and, later, with CSC Healthcare. Pastuszko earned a bachelor’s degree in economics with a concentration in multinational management and international finance and an MBA with a major in healthcare management and economics from The Wharton School of the University of Pennsylvania.

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 – Mount Sinai Beth Israel, Mount Sinai Brooklyn, The Mount Sinai Hospital, Mount Sinai Queens, Mount Sinai St. Luke’s, 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 is ranked number 14 in the nation by U.S. News & World Report and ranked in the top 20 nationally in eight medical specialties in the 2019-20 “Best Hospitals” guidebook. The New York Eye and Ear Infirmary of Mount Sinai is also ranked nationally in ophthalmology.

Mount Sinai Health System is a purposedriven organization with a long history of supporting its employees, patients, and communities. How do you define Mount Sinai’s purpose and how is purpose at the foundation of Mount Sinai’s culture?

Mount Sinai’s purpose is to advance healthcare through research and education, and to improve patient outcomes. This is a simple proposition with a great deal of complexity behind it. It starts with a core principle of support for our employees, and results into the support for the communities we serve. It involves continued innovation and research through our Icahn School of Medicine at Mount Sinai that is then translated to the world-class care provided at the bedside. Our purpose is to generate discoveries and new treatments that change standards, not just for academic institutions, but also for community hospitals and all healthcare providers. Our institutional culture is to strive, advance, improve and innovate. We weave these ideas into the fabric of everything we do.

What do you see as the biggest challenges facing leading health systems?

Health systems face a large number of challenges. One of the biggest is to create a

sustainable model to deliver the latest healthcare innovations to those communities most in need. This requires alignment of all the participants in healthcare, not just the providers. Physicians, hospitals, insurance companies and payers, for-profit providers, employers, venture capital investors, as well as federal, state, and local authorities have to come together for success.

What is your vision for the evolving role of the hospital as health systems grow their ambulatory care and outpatient facilities?

Hospitals will become smaller, but will still be a critical component of health systems. A health system is much more than a hospital or hospitals. It’s a continuum of care, with services delivered at the right time and in the right place. However, we must not lose focus on hospitals where the most critical and acute care is delivered and where we can achieve the collaborative effort of a vast number of specialists and advanced technology.

Margaret Pastuszko

An Interview with Margaret Pastuszko, President and Chief Operating Officer, Mount Sinai Health System

Mount Sinai Health System on Manhattan’s Upper East Side

How important is it for Mount Sinai Health System to build a diverse and inclusive workforce to mirror the diversity of its patients and the communities it serves?

Diversity and inclusiveness is critical to integration with our communities and to our success – how else will you understand the needs of your population if you are not part of it? Integration allows for successful transition of our healthcare customers back into their communities because we can anticipate the needs, challenges and opportunities that exist in those communities.

Do you feel that there are strong opportunities for women in leadership positions in healthcare?

I believe opportunities in healthcare exist for everyone who wants to make a difference. Today, there are a number of clinical specialties where women represent a majority. Leadership opportunities take time. However, these are happening at Mount Sinai across not only clinical departments, but also corporate areas including legal, technology and strategy. Hopefully, these examples create a roadmap for others in the future. Anything is possible if you work hard and are resolute in your mission and purpose.

Mount Sinai Health System is deeply engaged in the communities it serves. Will you discuss Mount Sinai’s commitment to community and population health?

Mount Sinai is highly committed to its communities with a holistic focus on health and well-being, especially for those who live in our immediate community. We have made large investments and inroads in population health over the years and have learned that it takes more than provider efforts to

make it succeed. Challenges remain to make population health sustainable. This has to become the predominant structure in the industry, with the right level of alignment by all parties, and agreement on what success looks like. We believe in this work and we will continue to improve and innovate in this space.

How critical is it for medical schools to transform their curriculum to best prepare the future leaders in medicine?

Curriculum transformation for the new generations is critical – not only in medical school, but in every aspect of education including nursing and post-doctoral training. While the foundations of clinical education will always remain, successful leaders in medicine need to become experts in communication with customers, the economics of healthcare, technology, and customer experience. Our medical school and health system will remain at the forefront of curriculum transformation and the education of the future leaders in healthcare.

How valuable has it been for Mount Sinai Health System to have such an engaged and committed board of trustees?

Our board of trustees is one of our institutional strengths and keys to our success. The board includes a large number of highly engaged individuals who are always ready to help. The board takes their responsibility seriously and supports the management team, and this was never more visible than during the COVID pandemic when the board worked with us on a daily basis to bring together resources that would have critical impact on saving so many lives in New York.

What do you tell young people about the types of careers the medical profession offers?

Healthcare is one of those industries where any career that you can imagine is possible and rewarding, from our frontline providers, nurses and technical and allied health professionals to the corporate disciplines that support it all including finance, IT, analytics, engineering and facilities. These professions are centered on delivering the best and most advanced clinical treatments, identifying future discoveries, and are all part of caring for our patients which is the ultimate mission of our health system. •

Mount Sinai Health System downtown ambulatory location

Always Better

EDITORS’ NOTE Ira Coleman is the Chairman of McDermott Will & Emery. When he took on this role in 2017, the firm embraced a new strategic direction focused on being indispensable to clients, enhancing performance, and nurturing a happy, fun culture encapsulated in the mantra of #AlwaysBetter. Since then, the firm has achieved the strongest upward trajectory among big law firms, become a magnet for top talent, and expanded its practices and geographic footprint. Prior to taking on this role, Coleman led the Corporate & Transactional Practice Group and served as the Managing Partner for the firm’s Miami office. Coleman still practices law, representing the healthcare industry. In particular, he advises private equity clients in navigating M&A and controversy matters that have “bet the company” implications. Coleman also serves as the general counsel for the Healthcare Private Equity Association (HCPEA). He presents regularly at private equity, national healthcare, and leadership-focused conferences on a variety of subjects. He has authored and been quoted in numerous articles on private equity, health law, diversity, equity and inclusion, and leadership. In 2021, he received the “Most Innovative Law Firm Leader” award by the Financial Times

sure we are putting star teams on the field, not just star players. How important has it been for McDermott Will & Emery to maintain its culture as the firm has grown in size and scale?

Our culture is so important. It’s our “why” – meaning, why do we do this? Our people do this tremendously difficult and draining job because they want to make a difference for our clients. Our culture is about excellence, and our mantra is “#AlwaysBetter.” Our people are committed to better themselves, better the legal services for our clients, better the work experience – this needs to be driven from the top down and the bottom up. You can’t just talk about culture – your true culture is about the “why” for what you do and the reason for your existence.

During the pandemic, we learned how much we value and love being together as a firm, and the importance of being together in an office to share laughs, talk about our families, and discuss ideas. We care about

each other and support each other, and this has been a key part of the firm’s culture and success.

How do you describe the McDermott Will & Emery difference and what sets the firm apart?

In addition to our differentiated culture, we are very evidence based and data driven. We measure everything. We send out surveys to measure happiness; we measure associate satisfaction; we measure staff and professional engagement. I don’t think the differentiator is what your message is or what your mission statement says – you can look at many leading global firms and I am sure their strategic plan looks very similar to ours. We believe it is about how you actually execute against that strategic plan, and how well your team is aligned to it. This applies to every member of the firm, from our receptionists who greet and welcome visitors when they come to the office, to every contact that a person has when interacting with the firm.

I think another differentiator for us is the ability to listen and pivot, and not worry about what the crowd is doing.

FIRM BRIEF

As a top-ranked global law firm with more than 1,400 lawyers, McDermott Will & Emery (mwe.com) serves many of the world’s leading companies and privately held businesses. Guided by its mantra of #AlwaysBetter, the firm focuses both on being indispensable to clients and creating a culture of happiness and excellence. In doing so, colleagues work seamlessly across practices, geographies, and industries to deliver solutions that propel sustained success.

How do you define the role of chairman of a leading global law firm?

You are dealing with so many extremely talented people with such great minds, so the most important thing is to be a good shepherd, a good listener, a coach – you want to be there to support the talented team so that they can perform at their best. I am focused on making sure that our people have the tools and resources needed to serve our clients. My job is to make

Ira Coleman

An Interview with Ira Coleman, Chairman, McDermott Will & Emery McDermott Will & Emery’s

What are the keys to building longlasting client relationships?

You need to be there for your clients and be great partners. We want clients for life. I think that many in our profession under-apprentice the client relationship part of the business. We differentiate by having our youngest lawyers not only learn the law from an apprenticeship model, but also learn how to treat clients and to develop clients for a lifetime. We invest heavily in this area – much more so than others – and we make this part of our partners’ performance evaluations. They need to develop young talent not just on the law side, but also on what it means to be a true client partner.

Do you feel the McDermott Will & Emery brand is well-understood?

Any good firm that is striving to be better wants their brand to continue to ascend. If you ask the leadership at Apple about their brand, I think they will say that it is great, but that they want it to go even higher. We want to be considered the premier law firm in the world, and we have that reputation in many of our power alleys, whether it is healthcare, private equity, tax, private client, etc. All of these areas have world-class honors. Our brand is ascending, and we need to continue to focus on brand awareness and brand positioning. We want to be known as a high-quality firm that cares deeply about its people, cares deeply about its clients, and cares deeply about its communities.

Will you highlight McDermott Will & Emery’s new offices at One Vanderbilt in New York City?

When you visit an Apple store, or a Chanel store, or a Hermes store, or any other high luxury brand, they have a different look and feel and experience. We want our offices to have an experiential feel, whether it is the local artists we highlight, the soaring ceilings, bright colors – this has a lot to do with the brand and reflecting who we are as a firm. We want all of our offices to have a look and feel and experience that leaves you with a feeling of energy and creation and confidence and power.

How is technology impacting the legal profession?

I think we are at the forefront of huge changes, not only in the legal industry, but in the world. We have heavily invested in AI and the like – we are the only law firm that is a general partner in the only legal tech fund purely for legal technology investments – so we believe that we are at the forefront of technology. We are always looking for ways to be more efficient for our clients, and we are embracing technology. We are focused on solving the most challenging issues our clients face, and we need to use all the tools available to provide the best service and solutions to our clients.

How important is it for McDermott Will & Emery to build a diverse and inclusive workforce?

We are on record as saying that we want to be the most diverse Am Law 100 firm there is, and we are committed to achieving this goal. We are not doing it for recognition or to receive awards – we truly believe that a diverse workforce is a better workforce. A workforce that is representative of the population brings better ideas and better solutions for our clients. An example is that if I bring five people with the same backgrounds and experiences in a room and ask what we should do to entertain clients, chances are that they’re going to suggest something similar. Sure, this makes it fast and easy. However, if you have that same meeting with five people from different backgrounds and with different experiences, you are going to get a lot more ideas and creativity, and there will be more discussion and conversation which leads to a better outcome. This takes more time and work and understanding, but these differences make for better decisions. I think we are doing a fantastic job in this area when I evaluate us against our peers, but when I think of where we aspire to be, we have more work to do. As you know, nothing good in life comes easy –when you reflect on anything good that you have in life, it took pushing forward and hard work to make it happen.

Will you discuss McDermott Will & Emery’s commitment to pro bono work?

We strongly believe in pro bono and the feeling that helping people who need our help is not only a nice thing to do, but it is our duty. We want every one of our lawyers and every one of our staff professionals to provide services of a pro bono nature. We believe this is an obligation and it is one of the reasons you join this profession – to help people. We continue to add more people and resources to our pro bono staffing, and give a tremendous amount of money, time, and expertise to organizations in the communities we serve to help make a difference. One of the most exciting parts of pro bono is the interest and energy from our young lawyers to get involved in these efforts.

There are many partners at the firm who have worked with you for many years. How do you think they would describe your management style?

If they are being honest, I think they would say that I push them really hard, but never harder than he pushes himself. He is probably a little too forgetful, probably a little too emotional, and he probably thinks he is funnier than he is.

How important is it for the firm to take moments to reflect on its achievements and to celebrate the wins?

We are the fastest growing Am Law 50 law firm in any dimension that counts, and we have been pushing this for the past six or seven years. It has been an incredible run. We can sit back and celebrate and rest on our laurels, but at our partners’ meeting earlier this year, I said that one of my biggest concerns was complacency. I am a mountain biker, and I spend a lot of time on the bike, and I spend a lot of time on hills. If you are going up a hill, you are climbing and it is hard – it is a struggle. When you are going down a hill, you are coasting – it is easy. When you are running a business and it is easy, you are coasting and, by definition, this means you are going down. In order to have a growth mindset that our entire partnership rallies around, we must know that there is always something around the corner – a new achievement or advancement. It does not mean that you don’t celebrate the wins and congratulate the team, but you better get back to work quickly because we are in a very competitive industry with people who are smart and who work hard. We need to push to do better every day and live our motto of #AlwaysBetter.

What advice do you offer to young people in law school hoping to build a career in the legal profession?

You need to be resilient. You cannot fear rejection – you will miss 100 percent of the shots you don’t take. You are going to get knocked down many times, but it is about how many times you get up and push ahead. I think a key to success in business and in life is being able to handle rejection. This applies to any business –you need to have resiliency. It is not about being the smartest person, or the best-looking person, or the one working the most – if you can be resilient and get back up and try new things, you will continue to get better.•

The Power of Oppenheimer Thinking

EDITORS’ NOTE Rob Lowenthal is President of Oppenheimer Holdings Inc. as well as the firm’s brokerdealer, Oppenheimer & Co. Inc. He has been a member of the firm’s Board of Directors since May 2013 and provides strategic, financial reporting, enterprise, and operational risk management perspectives given his longstanding experience and direct connection to the businesses. He chairs the Executive Management Committee and Co-Chairs the Risk Management Committee, where he drives the firm’s agenda for growth, balanced with operational and financial risk. In addition, he serves as Head of Investment Banking, where he leads the division responsible for delivering capital raising and advisory services to privately held and publicly traded companies, investment funds, and government entities. Lowenthal joined the firm in 1999, and subsequently became Head of the Taxable Fixed Income business in 2007, and in 2012 assumed responsibility for all Global Fixed Income capabilities, including oversight of the Public Finance and Municipal Sales and Trading departments. He received his BSBA from Washington University in St. Louis and his MBA from Columbia Business School.

FIRM BRIEF Oppenheimer Holdings Inc. (oppenheimer.com), through its operating subsidiaries, is a leading middle market investment bank and full-service broker-dealer that is engaged in a broad range of activities in the financial services industry, including retail securities brokerage, institutional sales and trading, investment banking (corporate and public finance), equity and fixed income research,

market-making, trust services, and investment advisory and asset management services. With roots tracing back to 1881, Oppenheimer is headquartered in New York and has 92 retail branch offices in the United States and institutional businesses located in London, Tel Aviv, and Hong Kong.

Will you highlight the history of Oppenheimer and how the firm has evolved?

Oppenheimer has a long history of being independently owned and dedicated to the business of providing investment advice. From inception, the firm has distinguished itself from other investment firms through its original ideas and client service. This has always been driven by a corporate culture that rewards powerful thinking, teamwork and talented individuals. We are proud of our unique approach as it demonstrates our strength and stability.

From our beginning, the power, tradition, and excellence of our thinking has helped us travel in one direction – forward. Oppenheimer’s bold and original thinking is the cornerstone of our consistency in delivering innovative ideas and customized solutions for our clients’ success.

Our entrepreneurial spirit is in our DNA and traces its roots back to Harris C. Fahnestock, a successful investment banker and financial advisor to President Abraham Lincoln. He established Fahnestock & Co. in 1881 – the predecessor to Oppenheimer.

Despite significant economic challenges like the Great Depression, Fahnestock & Co. flourished – opening three offices and acquiring another firm in 1937. By the 1940s, it expanded overseas into post-war Europe and established

new branches in South America. Subsequently, during the severe bear market of the 1970s, it continued to focus on individual client success and, as a result, avoided being acquired or liquidated – unlike many brokerages.

In 2003, Fahnestock & Co. took on its current name: Oppenheimer & Co. Inc., when the firm acquired the Private Client and Asset Management divisions of CIBC’s U.S. business. The combined businesses doubled the firm’s assets under administration and greatly enhanced its product and service capabilities.

In early 2008, Oppenheimer acquired much of CIBC World Markets’ U.S. capital markets business, expanding its institutional capabilities by adding significant resources to equity research, sales and trading, and its investment banking business, deepening our industry coverage and product teams.

In the wake of the Great Financial Crisis, the firm was well-positioned to onboard significant talent throughout its businesses. In particular, Oppenheimer added talented professionals across all cash bond asset classes in its Fixed Income division. The firm emerged from the crisis with a leading franchise in its Fixed Income business and now maintains a global footprint, covering over 3,000 institutions in over 30 countries.

We are inspired by our history, but we don’t dwell there. Instead, we look to the future with continued investment in our talented people, technology, and a culture that constantly seeks to expand our offerings and services.

Today, we are committed to making our second century even stronger than our first by using The Power of Oppenheimer Thinking in Wealth Management, Capital Markets, and Investment Banking to help improve client outcomes and leave the world a better place.

Robert Lowenthal

An Interview with Robert Lowenthal, President, Oppenheimer Holdings Inc. and Oppenheimer & Co. Inc.

“Oppenheimer’s bold and original thinking is the cornerstone of our consistency in delivering innovative ideas and customized solutions for our clients’ success.”

How do you define Oppenheimer’s mission and purpose?

Oppenheimer is a global financial institution offering wealth management, capital markets, and investment banking solutions. We have been providing customized solutions centered on the goals of our clients since 1881 –using our extensive experience, resources, research, and knowledge to help advance society and improve our communities.

Our vision is to help build and protect our clients’ financial future; our mission is to apply original thinking that anticipates and captures innovative investment opportunities that improve our clients’ outcomes.

What have been the keys to Oppenheimer’s industry leadership and how do you describe the Oppenheimer difference?

Oppenheimer’s leadership success stems from various factors. With a remarkable 140-year history, our adaptability, resilience, and forward-thinking approach have been key. We embody the disciplined thinking of investors, deeply engaged in studying capital markets, cycles, trends, and innovations, foreseeing their outcomes. Our unyielding commitment to our clients’ success underpins everything – we relentlessly prioritize their triumph, recognizing it as our own. This synergy sets us apart – the “Oppenheimer difference.” Our longevity, market acumen, and unwavering client focus culminate in a leadership style defined by foresight, dedication, and shared success.

Will you highlight your role as president of Oppenheimer and how you focus your efforts?

As the President of Oppenheimer, my journey has been one of evolving responsibility, guided by the trust of my father (Albert

“Bud” Lowenthal, Chairman & CEO of the firm), the board, and the entire company. My 24 years of experience at the firm has greatly informed my strategic intuition and prioritization of resources. In particular, I take great care in our development of human capital, recruitment of the experienced professionals who join our teams, and raise awareness to the many risks that could impact our firm and our clients. I spend significant time fostering collaboration across our many businesses, making sure we leverage our relationships and talented professionals to benefit our clients’ outcomes.

My efforts are channeled into four primary areas:

1. Clients: Engaging with our frontline producers and clients across our diverse businesses fuels my enthusiasm and connection to our purpose.

2. New Initiatives: I lead teams in shaping the direction of our most ambitious new projects, ranging from technology development, venture investing, branding, communications, selecting and developing new relationships with investment partners, and other initiatives that help drive our expansion.

3. Governance/Engagement: Ensuring the right governance structures are in place to monitor risk and that individuals are empowered and encouraged to contribute to our endeavors. I also believe that orchestrating transparent discussions is a priority, ensuring that we explore all angles of a topic before making decisions.

4. Talent: Nurturing relationships within our firm takes various forms, from informal outings and lunches to engaging with interns, analysts, and top producers. I relish understanding our teams and take pride in recruiting future talent. These explorations inevitably lead

to the surfacing of a client need and catalyze conversation and solutions.

Where do you see the greatest opportunities for growth for Oppenheimer?

At Oppenheimer, I envision a wealth of growth opportunities both within and across our principal businesses. These segments operate in synergy, often displaying counter-cyclical tendencies.

Our largest business and our crown jewel, Wealth Management, guides individuals and families to plan, invest, and transition their wealth. The demand for expert advice is at an all-time high, presenting a remarkable avenue for continued growth.

In Investment Banking, our strong foothold in the middle market space positions us as a dominant player. With a comprehensive range of services including capital raising, M&A and debt advisory, we’re poised to succeed in any market environment. However, our greatest opportunity to succeed aligns with the demand for capital and company formation in the public and private markets. Our expertise is most closely aligned with the innovation-driven growth economy, and we will benefit when that cohort of companies reemerges with greater investor interest.

Our Capital Markets arm, encompassing sales, trading, research, corporate access, and fixed income, remains at the forefront of our expansion efforts. The strategic addition of niche capabilities, such as our recent foray into the custody business, bolsters our ability to provide a full range of capabilities.

We operate in one of the most competitive sectors, of the most competitive industry, in the most competitive market (U.S.) in the world. What separates us is our people, culture, and client relationships. We are large enough to mobilize the same vast capabilities as our

“Our longevity, market acumen, and unwavering client focus culminate in a leadership style defined by foresight, dedication, and shared success.”

“At Oppenheimer, I envision a wealth of growth opportunities both within and across our principal businesses. These segments operate in synergy, often displaying counter-cyclical tendencies.”

largest competitors, but we can do it with less bureaucracy, fewer distractions, and no commercial lending conflict. The potential for growth becomes even more apparent as we build on our successes and continue to invest in an exciting future.

How important is brand awareness for Oppenheimer and how do you plan to continue to build brand recognition for the firm?

Brand awareness holds immense significance for Oppenheimer, serving as a cornerstone of our strategy. A recent achievement I’m particularly proud of is our comprehensive brand reimagining endeavor. Being a heritage brand with a rich legacy, we embarked on a journey of engagement, gathering insights from our valued employees, advisors, and a diverse spectrum of institutional and wealth management clients.

The affirmation from these stakeholders has been truly heartening, underlining the depth of affection and esteem associated with Oppenheimer. Our research revealed a sentiment that resonates: “Those who know Oppenheimer, love Oppenheimer.” We recognize that maintaining a prominent presence in the minds of clients and prospects bolsters comprehension and consideration of our brand.

In this spirit, we’ve undertaken a contemporary brand evolution, harmonizing our storied history with the dynamic outlook that propels us forward. Our compelling tagline, “The Power of Oppenheimer Thinking,” emerged as a unifying theme, striking a chord across our diverse audience.

This fall, we launch our rejuvenated brand, an opportunity to introduce ourselves anew, epitomizing the fusion of our enduring legacy and our visionary aspirations. The journey towards sustained brand recognition remains a dynamic pursuit, rooted in a deep understanding of our stakeholders’ needs and aspirations.

How critical is it for Oppenheimer to build a diverse and inclusive workforce?

As the President of Oppenheimer, I firmly assert that building a diverse and inclusive workforce is of paramount importance to our firm’s sustained success. We recognize that diversity is not just a mere checkbox, but an indispensable factor in shaping an enduring financial institution. Our industry thrives on innovative perspectives and varied insights, necessitating a broad spectrum of talent. By fostering a diverse workforce, we fortify our ability to understand and cater to the multifaceted needs of our clients.

As the financial landscape evolves, our commitment to inclusivity ensures we remain relevant, resilient, and responsive to the dynamic challenges and opportunities that lie ahead.

What do you see as Oppenheimer’s responsibility to be a good corporate citizen and engaged in the communities it serves?

In the realm of our role as a prominent financial institution, I find it both gratifying and essential that Oppenheimer assumes the mantle of a responsible corporate citizen, deeply engaged with the communities it serves. This engagement, while diverse in its local manifestations, is united by a shared aspiration: addressing the unique needs of our communities. We firmly believe that our localized initiatives, driven by an intimate understanding of the prevailing challenges and opportunities, lay the foundation for positive impact.

Beyond this, our responsibility extends to a broader horizon of influence. By directing resources toward ideas and innovation, we not only fuel progress, but also contribute substantively to community betterment. Our firm’s unwavering passion for technological innovation spanning sectors holds the promise of enhancing lives. Similarly, we are driven by the profound potential of transformative healthcare capabilities, recognizing the power they wield to elevate the human experience. Moreover, our desire for fostering sustainability within the energy domain reverberates with the promise of significant and far-reaching positive change.

Oppenheimer’s responsibility as a conscientious corporate citizen extends beyond conventional boundaries. Our engagement moves outward from the local to the global, fueled by a visionary commitment to ideas, innovation, and societal well-being. As we navigate the currents of progress, we remain steadfast in our dedication to catalyzing positive transformation in the communities we serve.

What do you feel are the keys to effective leadership and how do you describe your management style?

The essence of effective leadership, in my view, lies in the art of assembling a proficient team and cultivating an environment conducive to their success. When seeking out talent, I place a premium on individuals who possess the remarkable ability to construct not only business ventures, but entire ecosystems. This elusive quality, akin to catching lightning in a bottle, is discernible through the fusion of determination and collaboration.

Regarding my approach to my management style, it can be likened to a strategic alliance with these visionary individuals. I extend to them a platform upon which to build their visions, and in turn, stand ready to engage with them on multiple levels. At times, I assume the role of a sounding board, facilitating the exchange of ideas. On other occasions, I serve as a confidant in moments of complex decisionmaking. The culmination of our shared efforts is embraced with the utmost enthusiasm and acknowledgment.

In summation, the tenets of leadership and management that I espouse are characterized by a fusion of calculated collaboration and ceremonial camaraderie. This approach, I believe, engenders an environment ripe for transformative accomplishments.

You have been with Oppenheimer for more than 20 years. What has made the firm so special for you?

I’ve had the privilege of being part of the Oppenheimer family for a span of 24 fulfilling years. Three distinct factors have contributed to this remarkable journey. First, it’s the people – an incredible assembly bonded by shared values (which are Entrepreneurial, Bold Thinking, Relentlessly Client Centric, Responsive, and Family) and an unwavering commitment to constructive growth. Second, I’ve been fortunate to lead and develop various business divisions, from technology to fixed income and investment banking, and steer governance committees such as Risk Management and Management Committee. Last, the sense of family permeates through, encompassing not only my father, who’s my mentor and a demanding boss, but also the firm itself.

What advice do you offer to young people beginning their careers?

I’d say, to begin with, welcome to an incredibly dynamic phase of your career journey. It’s a thrilling time with fresh trends sparking innovation and unfolding new possibilities. We’re just scratching the surface of what artificial intelligence will bring. Here’s my counsel: keep that curiosity alive, develop a strong work ethic, and embrace openness, as you never know where paths will lead. Cultivate a robust network of peers and mentors – they’re your support in both triumphs and trials. Prioritize your well-being, aim to make a positive impact, and never cease in your pursuit of happiness. Remember, you’re shaping the future, so relish the ride.•

“In the realm of our role as a prominent financial institution, I find it both gratifying and essential that Oppenheimer assumes the mantle of a responsible corporate citizen, deeply engaged with the communities it serves.”

Michael Rodriguez CEO & President Alliance Building Services

Dedication to Excellence

EDITORS’ NOTE Vicki Match Suna, AIA, oversees strategic campus planning, design, construction, maintenance, food and nutrition, and facilities operations, as well as leasing, acquisition, and management of properties for NYU Langone Health’s real estate portfolio which totals 15 million square feet and comprises over 550 clinical, research, administrative, and residential locations in the greater New York metro region, Florida, and Las Vegas. She leads the implementation of NYU Langone’s Campus Transformation, adopting a comprehensive and consistent design approach to creating healthy environments in the healthcare setting, and to reimagining resilient and sustainable design. The effort encompasses the redevelopment of the Manhattan main campus; NYU Langone Hospital – Brooklyn, and NYU Langone Hospital – Long Island; and expansion of an extensive portfolio of ambulatory care facilities. Match Suna oversaw the design and construction of the award-winning Joel and Joan Smilow Research Center in 2016, as well as the awardwinning Helen L. and Martin S. Kimmel Pavilion and the Science Building in 2018. She also oversees the ongoing transformation of the balance of the Manhattan campuses as well as Brooklyn and Long Island. Under her leadership, the Manhattan main campus became the first worldwide to receive U.S. Green Building Council Performance Excellence in Electricity Renewal (PEER) and Leadership in Energy and Environmental Design (LEED) certifications. She also led the campus’ recovery and resiliency efforts following Superstorm Sandy in late 2012. A registered architect and a member of the American Institute of Architects (AIA), Match Suna previously served as a commissioner on the New York City Landmarks Preservation Commission, board member of the New York City Economic Development Corporation, and a member of the advisory board of the Governors Island Preservation and Education Corporation. She currently is on the board of the New York Building Congress, a member of the Business Advisory Council of the Children’s Tumor Foundation, and a member of the Real Estate Board of New York. In addition, Match Suna is a member of the board of trustees of Washington University

in St. Louis, where she also serves as chair of the Sam Fox School of Visual Arts and Design, and as a member of Washington University’s New York Regional Cabinet. Match Suna was an honoree of the New York City Commission on the Status of Women and recipient of the Art Trek Award from the Queens Council on the Arts. In 2010, she received the Center for Architecture Award from the New York Chapter of the AIA and the Center for Architecture Foundation. She received a Sam Fox School Distinguished Alumni Award in 2014 from Washington University in St. Louis; and in 2016, the Washington University’s Founders Day Distinguished Alumni Award. She was named as one of Crain’s Notable Leaders in Real Estate in 2022. Match Suna joined NYU Langone in 1994, was appointed senior vice president and vice dean for real estate development and facilities in 2007, and was named executive vice president in 2019. She holds a bachelor of arts and a master’s degree in architecture from Washington University in St. Louis.

INSTITUTION BRIEF NYU Langone Health

(nyulangone.org) is one of the nation’s premier academic medical centers. Its trifold mission to serve, teach, and discover is achieved daily through an integrated academic culture devoted to excellence in patient care, education, and research. It is among the top hospitals in the country and has 10 clinical specialties ranked in the top 10 nationally, according to U.S. News & World Report’s annual “Best Hospitals” Honor Roll.

Will you provide an overview of your role and areas of focus?

As Executive Vice President and Vice Dean for Real Estate Development and Facilities at NYU Langone Health, I oversee the strategic planning, design, construction, and operation of NYU Langone’s real estate portfolio which comprises 15 million square feet and over 550 clinical, research, educational, administrative, and residential locations in the Greater New York region, as well as in Florida and Las Vegas. The leasing, acquiring, and managing of all NYU Langone properties are also within my purview. How do you describe NYU Langone’s culture and values?

Vicki Match Suna

An Interview with Vicki Match Suna, AIA, Executive Vice President and Vice Dean for Real Estate Development and Facilities, NYU Langone Health

NYU Langone’s Science Building on East 30th Street in Manhattan

At the core of NYU Langone Health’s culture is a dedication to excellence – it is central to our values, and also our success as a healthcare institution. We are proud of having the very best possible care outcomes which we think is an achievement built on a deep and wide foundation of commitment to the highest quality patient experience. As a preeminent academic medical center, NYU Langone brings this dedication to all three facets of its mission which includes clinical care, medical education, and research.

This commitment to excellence is reflected in everything we do. It informs the design, construction, and operation of our patient-centered facilities, and the ongoing services we provide while patients are in our care. It drives the innovative approach we’ve applied to medical education at NYU Grossman School of Medicine and NYU Grossman Long Island School of Medicine, both of which distribute fulltuition scholarships to all students and offer an accelerated three-year MD degree instead of the standard four years most other schools require, as well as cutting-edge teaching facilities that are transforming how we train our students.

Our state-of-the-art, innovative and adaptable research facilities empower investigators, faculty, clinicians, and students to address biomedical challenges and produce groundbreaking discoveries in a range of environments, all of which foster collaborations that can ultimately promote the translation of research to new methods of preventing, diagnosing, and treating disease.

This commitment extends also to how we support our greatest assets – our employees –by making sure to provide them with workplaces that are pleasant and comfortable, which can directly translate to their overall well-being and help them be more successful in their roles. Our facilities are designed to foster healthy and

uplifting environments, and at the same time allow for efficient and logical workflows that address the needs of all users.

What have been the keys to NYU Langone’s industry leadership?

NYU Langone’s success can be attributed to a number of important factors. Fundamentally, however, I think the institution’s internal leadership structure is a prime driver. As part of an executive leadership team that brings a collective wealth of expertise to bear on the development and implementation of the strategic initiatives guiding our organization, I have a seat at the table and the opportunity help define and shape the vision for every major initiative that involves real estate, the use of space or the overall physical environment from the very beginning. This can range from making significant strategic moves as the result of ambitious campus planning and expansion efforts, or to building on the success we’ve had in growing our ambulatory care presence with large-scale acquisitions. It also encompasses helping to define how we address important issues such as energy efficiency, green building design, and resilience. And perhaps most importantly, it enables us to approach facility design comprehensively to provide a cohesive and optimal experience across our portfolio.

Will you highlight NYU Langone’s Campus Transformation and the vision for the campus of the future?

In recent years, our ongoing implementation of NYU Langone’s Campus Transformation has proven to be the most sweeping infrastructure modernization and revitalization project in our organization’s history. Under the auspices of our Dean and CEO, Robert I. Grossman, MD, it was launched as a defining initiative to more efficiently and effectively meet the demands of an increasingly complex healthcare environment. We have adopted a consistent design approach to creating beautiful and highly functional and efficient environments in the academic healthcare setting; and also to reimagining resilient and sustainable design, which has earned us the distinction of being the first campus worldwide to receive USGBC PEER and LEED certifications.

How will the Campus Transformation help fulfill NYU Langone’s mission of being a world-class, patient-centered, integrated academic medical center?

From the perspective of Real Estate Development and Facilities, it comes down to providing a consistent and unique experience across our physical environments, one that reflects NYU Langone’s focus on quality and excellence. There are common themes that inform the design for all of our locations, and we adapt them as needed to respond to the site conditions and programmatic drivers at each campus or location. These themes include access to abundant natural light and views; green spaces including gardens and courtyards; built environments that are warm and inviting, featuring well-lit spaces with calming colors and materials that promote health and wellness; artwork to provide beauty and a sense of

being part of a healing environment; and even intuitive wayfinding with design elements that provide points of reference, view corridors, and easy access to exterior green spaces.

How important is it for NYU Langone to build a diverse and inclusive workforce to mirror the diversity of the patients and communities it serves?

We believe diversity enriches our workplace. Just as important, a workforce that reflects the diversity of the communities we serve is key to addressing heath and healthcare inequities, even as we provide the highest level of care possible to all patients. NYU Langone continuously nurtures an environment of inclusivity, belonging, and respect.

Do you feel that there are strong opportunities for women in leadership roles in healthcare?

Right now, more women are entering the medical field than ever before, and leadership roles are also increasingly being filled by women. I am one of many women on NYU Langone’s executive leadership team. I’m pleased to see how faces of leadership are changing throughout the industry. My advice to women who are aspiring to be future leaders is to never shy away from new opportunities or responsibilities, seek out mentors, make your aspirations known, and always do your best work..

You have been with NYU Langone for almost 30 years. What has made the experience so special for you?

Prior to coming to NYU Langone, I fully expected to continue to pursue my career as a practicing architect, and anticipated that my time at NYU Langone, then NYU Medical Center, would be a short interval before returning to architecture. However, once I arrived, I quickly realized that being part of a community filled with enormously talented and dedicated individuals with diverse expertise and backgrounds, yet sharing common, overarching goals, would enable me to have a much more meaningful impact on the outcome of the final product. The mission of NYU Langone has always inspired me to want to deliver the best possible work and to create holistic environments that have a larger purpose focused on health, healing, medical education, and biomedical research. I am proud of what we have been able to accomplish as a team in Real Estate Development and Facilities collaborating with countless groups and individuals within and outside our health system. I consider myself fortunate to have had such a meaningful career at NYU Langone and to have been part of our overall successes.

What advice do you offer to young people beginning their careers?

Follow your dreams and aspirations, and be open to all new opportunities and pathways as they come along. Use your strengths to leverage opportunities, but always be authentic and true to yourself. Seek out mentors and give back by helping and mentoring others along the way. Most importantly, find what you love to do and do it in a way that will make a meaningful contribution benefiting others while doing it.•

Kimmel Pavilion inpatient facility at NYU Langone Health

Making New York City a Better Place

EDITORS’

NOTE Brett Herschenfeld is responsible for overseeing SLG Retail, the Company’s retail investment and leasing platform. He is also responsible for overseeing the company’s origination of off-market, value-add, direct real estate and structured investments, as well as for having steered the company’s student-housing and affordable multi-family development businesses. He joined the company as an analyst in 2004 and was featured in the Crain’s New York Business “40 Under 40” in 2017. Herschenfeld received a BS degree in economics from the Wharton School at the University of Pennsylvania.

do at SL Green is about supporting and elevating that ecosystem. The current gaming proposal in Times Square is the perfect demonstration of this – we’re bringing together global and local partners as we seek new avenues for expansion, and always in a way that benefits the city we call home.

What have been the keys to SL Green’s industry leadership?

just as tenants – we know that retail is a vital amenity for our buildings and our city, and we’re always looking for partners who share our vision and long-term commitment to New York. One example is our terrific partnership with world-renowned chef Daniel Boulud. We started working with Daniel at One Vanderbilt on what eventually became the Michelin-starred Le Pavillon. But instead of just thinking of that relationship as a single space that needed to be filled, we created a deeper connection that has benefited both SL Green and Dinex, Daniel’s restaurant company. Dinex now provides a wide range of services at One Vanderbilt, and we’re working together on an incredibly exciting food and beverage program at our new One Madison property that will really take our amenity offering to the next level.

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 June 30, 2023, SL Green held interests in 60 buildings totaling 33.1 million square feet. This included ownership interests in 28.8 million square feet of Manhattan buildings and 3.4 million square feet securing debt and preferred equity investments.

Will you provide an overview of your role and areas of focus?

As Executive Vice President of Retail and Opportunistic Investments, the thread of my work involves overseeing SLG Retail, our company’s retail investments and leasing platform, and searching for off-market, value-add structured investments. A key part of my role for the past year has been overseeing SL Green’s bid for a gaming license in Times Square, in partnership with Caesars Entertainment and Roc Nation.

How do you describe SL Green’s culture and values?

What makes SL Green unique and special is our focus on making New York City a better place. This is our home and where our entire portfolio is located, and we know that the more the city succeeds, the more our company will succeed.

We recognize that New York City is an extraordinary place. It’s a place of exceptional diversity where the most unique levels of talent in every industry exist. Despite the challenges thrown our way as a city, New York comes back stronger than before. Ultimately, everything we

There are many, but it boils down to always having a long-term focus. It’s easy in this business to get caught up in the latest trend, but our success has always been built on taking the long view and thinking about how our work and investments will service New York not just for the next 10 or 15 years, but for the next 100 years. Our work compels us to constantly evolve and learn ways to change for the better.

Will you highlight SL Green Retail and the strength of the Company’s retail investment and leasing platform?

Our world-class retail platform is built on partnerships. We don’t think of our retail tenants

How has SL Green’s student-housing and affordable multi-family development businesses evolved?

It’s obvious the city needs more housing. We’ve positioned ourselves to work every day to deliver affordable housing. We delivered 7 Day Street in 2020 under budget and on time, which is a luxury 34-story tower

Brett Herschenfeld

An Interview with Brett Herschenfeld, Executive Vice President, Retail and Opportunistic Investments, SL Green Realty Corp.

One Vanderbilt

with 63 affordable units, the first development under the Affordable New York program in the Financial District. We’ve also delivered three dorm projects for Pace University, including one built through COVID at 15 Beekman. We’ve delivered 200 beds to Mercy College at 2 Herald Square. Importantly, we are at the forefront of the city’s ongoing office-to-residential efforts. We are actively working with all stakeholders to understand the economics and feasibility of implementing such projects on a large scale in New York City.

What do you see as SL Green’s responsibility to be engaged in the communities it serves?

I believe in the principle of being a good neighbor – at SL Green we know that we can only succeed if New York City succeeds. And I like to say that actions speak louder than words. There are many examples of our commitment to this as a firm. One example is our gaming bid in Times Square – our proposal is dedicated to investing in the neighborhood as a whole. The halo effect brought on by a potential facility would support the theaters, and local businesses, while the partnership also invests in greater security measures throughout the neighborhood.

Another important facet of our commitment to our community is our work with Food1st, which stemmed from the food shortage crisis we saw in New York City that had been further exacerbated by the pandemic. We partnered with Chef Daniel Boulud to launch Food1st, a nonprofit organization which has distributed nearly a million meals to first responders and vulnerable populations throughout the city. It is a top priority of ours to make significant commitments to meeting the needs of New York City’s community through initiatives like these.

SL Green continues to show that we aren’t just an office landlord, but a deeply committed community partner that prioritizes positive contributions to some of the most pressing issues facing our communities today.

You joined SL Green in 2004. What has made SL Green a place where you have wanted to spend so much of your career?

I’ve had mentorship from the absolute best in the business, starting at the top from Marc Holliday and Andrew Mathias, who are deeply invested in nurturing young talent. This constant exposure to remarkable talent drives me. SL Green is an organization that evolves based on market cycles and the direction that the city is going. It’s always a challenge to stay at the top of the game, and there’s constant work to get better. It’s not a complacent company. To me, it feels like the daily evolution makes working here feel like a new place every day.

When I first started at SL Green, I thought it was the pinnacle of real estate to reskin the facade at 100 Park Avenue. Then we went on to deliver One Vanderbilt, One Madison, grow our world-class retail platform, enter a leading gaming proposal for one of three downstate licenses, deliver over 3,000 dorm beds for student projects, and execute the redevelopment of 760 Madison into Armanibranded luxury condos.

At SL Green, we’ve been through hard times and great times together. In the end, we always get through stronger and better than before.

What advice do you offer to young people interested in pursuing a career in the real estate industry?

Work from the office. I know it sounds simple, but it’s never been more important. Go in and meet the people that have done what you want to do. It’s critical to learn from them. Having the right exposure and mentorship will compel you to be better and aim higher so you can be successful in real estate and beyond. •

One Madison (above and top)

The Power of Specialization

EDITORS’ NOTE After joining his father, Frank Crystal, at Crystal & Company in 1961, James Crystal was named President in 1963. Crystal serves as Vice Chairman and Member of the Board of Alliant Insurance Services. He is also Vice Chairman, Trustee, and Member of the Executive and Finance Committees and Co-Chairman of the Audit Committee of Mount Sinai Medical Center, along with serving on the board of Congregation Emanuel.

COMPANY BRIEF 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.

What has made the insurance industry so special for you and what do you tell young people about the types of careers the insurance industry offers?

The insurance industry is very special to me because of its multi-faceted divisions. An individual can be in sales, underwriting, claims or other areas which are subdivisions of the aforementioned, such as financial lines, aviation, energy, etc. There is no other service industry that gives you the breadth and detail of so many different possibilities which is a factor into what makes the insurance industry so interesting, challenging and creative.

When speaking to young people who have an interest in insurance, aside from it being a very diverse and stimulating industry, I like to share with them the fact that by keeping focused and up to date with the many changes they will experience within the industry, they can achieve personal success and financial growth sooner rather than later.

What have been the keys to Alliant’s industry leadership and how do you describe the Alliant difference?

Alliant’s leadership from the beginning has clearly been based on the company catering to the needs of its clients through divisional focus. These separate verticals and subdivisions run the gamut of every type of insurance so that a client does not have generalists who may not understand what the client needs. This differential

provides a pathway for clients to have specialization handle their personal needs and be able to discuss the structure the client needs, either financially or regarding protection.

You have built longstanding client relationships throughout your career. What do you feel are the critical components to building client loyalty and trust?

In order to build loyalty and trust you have to be more than a vendor. One needs to be an advisor on various topics and have the capability to introduce specialists from other service provider industries, as well as the commercial industry, to clients who are looking for help, but do not know how to reach that end game. This is a very difficult task for young people, but as they mature into the business and develop relationships, they will acquire the knowledge and expertise to offer direction to clients.

How do you decide where to focus your philanthropic work?

Philanthropy generally can only exist at a point where there is a total family commitment as it would be difficult to have great commitment if there are varying family views from within. My personal decisions on philanthropy are focused on medical and educational and, in fact, they are greatly tied together. I don’t think that medical treatments can proceed on a broader scale without educational and research development. I personally do not believe that scattershot philanthropy, just passing certain funds around to numerous projects, will work as there is no particular specificity for the recipients and not enough financial assistance to make any difference.

While much of philanthropy is focused on writing checks, you give your time, energy, and ideas to the causes you support. How important is it for your philanthropic activities to be more than just about donating money?

My personal philanthropic activities are focused where I am personally involved. I am not a person who just gives financial aid and then loses interest. If the recipients are not interested in my emotional and thoughtprovoking involvement, based on both my business and personal experience, then it’s probably not a good match for me to consider. I believe that many philanthropic aspects are similar, whereby you can help one organization in an advisory capacity based on your experiences with another. I think personally, as I have stated, philanthropy must be focused, and therefore you gain more knowledge of how to be of assistance on a continuum basis and pass that knowledge onto others in whatever direction it is needed.

With all that you have achieved in business and philanthropy, are you able to take moments to reflect and appreciate what you have accomplished?

Where did your interest and passion in philanthropy develop?

Philanthropy is an important part of America’s history and is not a new concept. On a personal level, I feel that whatever success I have achieved exists due to the help of others, and therefore I have a moral obligation to give back to my community in various forms with financial and educational help that will enable that particular entity to develop a wider-reaching platform.

There are occasions when I reflect on what I have been able to accomplish, and I would say the greatest focus has been on my family. I believe that a family has to act as a unit and no one individual can be the exclusive leader or participant. I think further that whatever one’s focus is in business, it must relate to family life, either in the present or future basis, and that continues from generation to generation. •

James W. Crystal

An Interview with James W. Crystal, Vice Chairman, Alliant Insurance Services

“Alliant’s leadership from the beginning has clearly been based on the company catering to the needs of its clients through divisional focus.”

IT’S THE FUTURE. YOUR FLOATING LIVING ROOM GIVES YOU PEACE.

BUT WILL IT SEE YOU THROUGH A BIDDING WAR?

THAT STILL TAKES MASTERY. 150 YEARS AND COUNTING.

Mastery of the Craft. It’s Timeless.

Six Pillars of a Sustainable BigLaw Business Model

EDITORS’ NOTE Richard Rosenbaum is the Executive Chairman of Greenberg Traurig, a unified international law firm of more than 2,650 attorneys in 47 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 which have led to the firm’s growth and unique culture across the Americas, Asia, Europe, and the Middle East. 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.

FIRM BRIEF Greenberg Traurig, LLP (gtlaw.com) has more than 2,650 attorneys in 47 locations in the United States, Europe and the Middle East, Latin America, and Asia. The firm is a 2022 BTI “Highly Recommended Law Firm” for superior client service and is consistently among the top firms on the Am Law Global 100 and NLJ 500. Greenberg Traurig is Mansfield Rule 6.0 Certified Plus by The Diversity Lab. The firm is recognized for powering its U.S. offices with 100% 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.

How does Greenberg Traurig’s business model address emerging technologies?

As we harness the unimaginable powers and promised efficiencies AI and other emerging technologies can provide, BigLaw must be vigilant guardians of what I call the six pillars, so essential to the human factor in a professional services organization: Core Values, Commitment to Excellence, Collaboration, Critical Judgment, Client Focus, and Adaptation to Change. These define Greenberg Traurig, the pillars on which we grew through every change and opportunity, and the guardrails through which we will continue to expand and responsibly harness opportunities for the benefit of our clients, our lawyers and professional staff, and our firm.

Greenberg Traurig is no stranger to change; in fact, our nimbleness is one of our key differentiators. Our ability to act quickly and decisively in the face of challenges while maintaining our core values has allowed us to grow from three lawyers in Miami to a powerhouse global platform with over 2,650 attorneys in 14 countries.

This way of thinking is not new to Greenberg Traurig as it experienced decades of growth without mergers. How did you accomplish this?

Our tenacity in maintaining our core values and never diluting, in fact enhancing, the

Greenberg Traurig brand informs everything we do, even our growth strategy. These core values include trust, respect for the individual, integrity, commitment to excellence, and pledging to promote diverse ideas, voices, and people. We go beyond just selecting talented attorneys; they are also leaders in their communities who are passionate about giving back.

How do we keep alive these tenets upon which we built our firm and still significantly grow in numbers and locations around the world? It takes intensive vetting, but it’s worth it: we never merge – instead, we grow by targeting regions and practices on the precipice of expansive growth, identifying highly regarded and knowledgeable regional leaders in the practices that are important to our clients, with a critical caveat: they must be a solid fit with our firm’s core values.

We empower our attorneys as boots-onthe-ground decision-makers, armed with a wealth of resources across our vast global platform. Collectively, we offer a multidisciplinary depth of skill sets and teams and billing rates that are competitive and responsive to local markets. Our decentralized approach provides freedom from bureaucracy so that the primary focus of Greenberg Traurig attorneys is our clients – client focus defines us.

This is a winning formula where collaboration flourishes. In turn, we attract attorneys who share our belief that clients benefit most, and we are all stronger and more creative, when we work together.

Growing our firm within this model keeps us transparent, creates an environment built on trust, and is conducive to strong fiscal management. We use economies of scale, space and

Richard A. Rosenbaum

An Interview with Richard A. Rosenbaum, Executive Chairman, Greenberg Traurig, LLP

“As we harness the unimaginable powers and promised efficiencies AI and other emerging technologies can provide, BigLaw must be vigilant guardians of what I call the six pillars, so essential to the human factor in a professional services organization: Core Values, Commitment to Excellence, Collaboration, Critical Judgment, Client Focus, and Adaptation to Change.”

operational efficiencies, and innovation and technology to provide even greater value for clients.

Where do you see emerging growth opportunities?

Client focus is the lens through which we form our vision to anticipate and evaluate emerging opportunities. Our growth in practice areas and markets, as well as in existing offices and new regions around the world, is always based on providing the best service and value for clients when and where they need it.

As world economies evolve, we look to open in regions that are embracing pro-business reforms, with finance inflows, emerging digitization, major infrastructure development, or an abundance of natural resources. These new offices function as geographical transaction hubs for larger regions poised for growth, innovation, investment, and development in practice areas and industries in which we already lead, lately including private equity and private credit, finance, restructuring and disputes, energy transition, infrastructure, regulatory and trade, and technology.

For example, our recent strategic expansion in the Middle East continues in Riyadh and Dubai. The Khalid Al-Thebity Law Firm in Riyadh, Saudi Arabia, along with a growing team in Dubai, with whom we move forward, have built an exceptional reputation over 25+ years advising private, government, and quasigovernment clients on a broad spectrum of legal matters.

New regulations in Gulf Cooperation Council countries have created an environment where the private credit sector can flourish. This plays right into our firm’s strategy to expand our finance capabilities across the U.S. and Europe

as well as in the Middle East to meet the growing demand for the private credit market which is expected to top $2 trillion in coming years.

We have also recently opened in Singapore, a vital gateway in Southeast Asia and an international finance and business hub, where energy transition and infrastructure are leading sectors. Singapore, our fourth office in the region, has fast-growing markets in real estate, venture capital, private equity, wealth management, finance, arbitration, and disputes. We are also well-positioned to assist clients in the entire lifecycle of renewable energy, key to Southeast Asia’s climate goals, which is estimated to require an expenditure of $210 billion annually.

Expansion into Saudi Arabia, Dubai, and Singapore at times of tremendous growth and transformative innovation, with highly regarded leaders who share our core values and fit our culture of collaboration, is consistent with our path ever since we first grew out from Miami –an extraordinary opportunity for our clients and our firm.

In addition to private credit, finance, and energy and infrastructure, we are well-positioned to address expected continued growth in private equity, restructuring and special corporate and real estate transactions, and in litigation and arbitration disputes, including real estate, patents, and AI and other technologies.

Will you highlight the firm’s AI practice and other new technologies?

As our world expands exponentially into a virtual terra incognito of new technologies, it is our human touch, our critical judgement, that will serve as the guardrail as we explore and use these powerful tools, evolving in real time. These technologies are creating legal challenges

and opportunities for virtually all organizations, but they do not operate in a vacuum. We need human input, review, and oversight to responsibly use them. This is where our ability to be nimble, our commitment to excellence, and our critical judgement allow us to rise to even the toughest challenges. We have always been on the forefront of emerging technologies in anticipation of client needs.

Greenberg Traurig’s Artificial Intelligence Group is continually expanding to address client and firm needs. Our team provides legal advice in swarm intelligence, augmented reality, big data, Internet of Things (IoT), robotics, blockchain, cloud services, large language models, machine learning, and other advanced Web 3.0 technologies.

Greenberg Traurig’s Digital Infrastructure, Data Center and Cloud Computing Industry Group represents clients in the digital infrastructure space across the full spectrum of transactions – including mergers and acquisitions, corporate and real estate financings, real estate acquisitions and dispositions, development projects, joint ventures, leases and services agreements, among many others.

Some of our other capabilities in emerging technologies include new IP, cybersecurity, data security, blockchain, cryptocurrency, fintech, NFTs, metaverse, digital healthcare, MedTech, and online gaming. In addition, our deep patent litigation bench guides clients through the intricacies of developing and protecting new technologies.

As we continue to stay ahead of the curve and proactively and responsibly manage change, the possibilities awaiting us are both unimaginable and thrilling.•

“Our tenacity in maintaining our core values and never diluting, in fact enhancing, the Greenberg Traurig brand informs everything we do, even our growth strategy. These core values include trust, respect for the individual, integrity, commitment to excellence, and pledging to promote diverse ideas, voices, and people.”

“Client focus is the lens through which we form our vision to anticipate and evaluate emerging opportunities. Our growth in practice areas and markets, as well as in existing offices and new regions around the world, is always based on providing the best service and value for clients when and where they need it.”

Providing the Highest Quality Care

EDITORS’ NOTE Peter Semczuk serves as Senior Vice President and Executive Director of the Moses Campus, Montefiore’s largest campus which includes Montefiore Hospital and the Children’s Hospital at Montefiore. He is well known for his work in emergency services, having overseen the expansion of Montefiore’s Department of Emergency Medicine. He has lectured extensively and received numerous awards in patient satisfaction from eminent industry organizations including Press Ganey and Studer Group. Prior to joining Montefiore, Semczuk was the Associate Director of Operations at North Central Bronx Hospital, a position which primarily focused on leadership development and performance improvement. He holds a BA in economics from Hofstra University, an MPH from Columbia University, and a DDS from New York University. He also completed his general practice residency at the VA Medical Center in Brooklyn. He is a fellow of the New York Academy of Medicine and was recently profiled as one of the HealthLeaders 20 who are making a difference in healthcare.

INSTITUTION BRIEF Montefiore Medicine (montefiore.org) is the umbrella organization overseeing both Montefiore Health System and Albert Einstein College of Medicine. Montefiore Health System is comprised of 10 hospitals, including the Children’s Hospital at Montefiore and Burke Rehabilitation Hospital, employs more than 33,000 people, and has nearly 8 million patient interactions a year throughout four New York counties: the Bronx, Westchester, Rockland and Orange. In addition, Montefiore recently ranked among the top 1 percent of hospitals in seven specialties by U.S. News & World Report . For more than 100 years, Montefiore has been nationally recognized for innovating new treatments, procedures and approaches to patient care, producing stellar outcomes and raising the bar for health systems around the country and around the world.

Will you provide an overview of your role and areas of focus?

I am the Senior Vice President of Operations at Montefiore Health System and Executive Director

of the Moses and Wakefield Campuses. I manage all operational areas of our largest campus, which includes both an adult hospital and the Children’s Hospital at Montefiore. I also lead the Montefiore Faculty Practice Group which employs more than 5,000 associates. My areas of focus include growing outpatient practice locations, recruiting physicians, and improving access to care for both inpatient and outpatient services throughout our catchment area. How do you describe Montefiore’s culture and values?

Montefiore’s culture is one of rich tradition and history. From our founding in 1884 by Jewish philanthropists as a care facility for patients with chronic illnesses to our status today as one of the largest healthcare systems in the nation, we are unwavering in our commitment to providing the highest quality care and addressing the underlying socioeconomic factors that impact overall well-being.

We are also a research powerhouse – with Albert Einstein College of Medicine, we are at the forefront of translating scientific breakthroughs into diagnostics and treatments that save lives, particularly in areas like cancer, pediatrics, and cardiac care. Our research-driven care is one of the cornerstones of Montefiore and is a consistent thread that you see across our hospitals and outpatient sites.

How do you balance your time in overseeing both inpatient and outpatient care for Montefiore, and how is the delivery of inpatient care evolving?

Regardless of whether it is inpatient or outpatient care, I’m always focused on the experiences our patients are having – and this doesn’t end after care is delivered. We need to be attuned to what happens when a person is leaving and what the follow-up care plan looks like. A perfect example of this philosophy and how inpatient care is evolving is the Discharge Lounge at our Henry and Lucy Moses Division in the Bronx. The Lounge, which opened just over two years ago, cares for approximately one-third of adult patients prior to leaving the hospital.

Instead of staying in a hospital room where one can often hear noise and conversations from the hallway, and which in general tends to be a more stressful environment, when patients are ready to be discharged they are greeted by one of our nurses who brings them to our equivalent of an airport VIP lounge. There, our patients enjoy complementary light refreshments and decompress in a calm environment while waiting for their ride.

Next, the certified nurse assistants who oversee the Lounge bring the patient to their vehicle. These same nurses will call the next day to see how our patient’s overall care experience was and ask how

Peter P. Semczuk

An Interview with Peter P. Semczuk, Senior Vice President and Executive Director, Moses and Wakefield Campus, Montefiore Health System

“From our founding in 1884 by Jewish philanthropists as a care facility for patients with chronic illnesses to our status today as one of the largest healthcare systems in the nation, we are unwavering in our commitment to providing the highest quality care and addressing the underlying socioeconomic factors that impact overall well-being.”

we can do better. This consistency and personalized approach makes people feel cared for and enables us to quickly identify what is working and address in “real-time” any potential issues.

How do you balance Montefiore’s mission with staying afloat during this challenging economic climate?

Thank you for asking this question. We are incredibly fortunate to have leaders who believe that providing excellent care is good business – those excellent care standards include delivering top quality care to our patients during their hospital stay or outpatient visit, but it also goes beyond that. It is about investing in neighborhood experts like community health workers who advocate for our patients and enable us to most effectively partner with likeminded community-based organizations to

address all too prevalent challenges that exist in the Bronx and Westchester, like food insecurity and inadequate housing and transportation.

All this being said, Montefiore is among the largest employers in New York State and coming out of COVID-19, we contend with national issues such as rising labor costs and inadequate reimbursements. Approximately 85 percent of our patients are covered by Medicare and Medicaid. The remaining 15 percent, which represents payments from commercial insurance, accounts for nearly half of our revenue. This means that as we look to the future, we not only need to work with government leaders to find long-term funding solutions, but we also have to be identifying new ways to expand our academic, highquality care, and create new revenue streams.

Will you highlight Montefiore’s Faculty Practice and your priorities for Montefiore’s outpatient care enterprise?

Through our Albert Einstein College of Medicine, we bring world-class research into a physician’s office. In my new role overseeing Montefiore’s Faculty Practice, we are focused on how more patients can access this level of care in their local communities. Locations like Montefiore Einstein Advanced Care in Westchester is paramount to our success in the future and exemplifies this focus. Our number one priority for our outpatient enterprise is to provide first-class patient care and experiences. Each day, we’re building on what this means.

You also oversee Montefiore’s International Department. Where do you see opportunities for growth internationally?

I founded the Montefiore International Department in 2013, and since then we’ve coordinated care for more than 1,900 patients from over 20 countries, making us a global healthcare leader.

We provide primary to tertiary to quaternary care for people at our Bronx campuses. We also see tremendous growth potential in the Middle East, Kuwait, Saudi Arabia, Qatar, and in Latin America such as the Dominican Republic. Having these types of partnerships allow us to both advance access to care for people in need and presents new opportunities for medical research, education and training.

How important is it for Montefiore to build a diverse and inclusive workforce to mirror the diversity of the patients and communities it serves?

We must hire associates who mirror and represent the people we care for. The overwhelming majority of our employees live in our communities where we provide services. In our view, you cannot provide adequate services to a community of people unless your workforce appropriately reflects the needs of that community.

What attracted you to a career in healthcare and what has made the industry so special for you?

I wanted to pursue a career where I could give back. I have been very fortunate in life and have been afforded many opportunities. I can think of no greater career where it is so simple to connect your head to your heart. That is what makes both the healthcare industry and working at Montefiore so special for me.

What advice do you offer to young people interested in entering the healthcare field?

I would say to people interested in entering the healthcare field that it is truly a vocation and a calling. It is the kind of work that allows you to make a difference in someone’s life each and every day. Even during the most difficult times, for example the COVID global pandemic, healthcare creates unique opportunities to help others less fortunate, improve their lives and make a meaningful difference. What career could be better than that?•

Montefiore’s Henry and Lucy Moses Division

“It is about investing in neighborhood experts like community health workers who advocate for our patients and enable us to most effectively partner with like-minded community-based organizations to address all too prevalent challenges that exist in the Bronx and Westchester, like food insecurity and inadequate housing and transportation.”

Inclusivity and Authenticity

EDITORS’ NOTE Pamela Liebman began her career as an agent at Corcoran. She became a partner in 1990 and was appointed President and Chief Executive Officer in 2000. Liebman studied at the University of Massachusetts, Amherst, and at the European Business School in London. She is recognized as a leading real estate expert by top domestic and international media outlets such as The Wall Street Journal, The New York Times, and Financial Times and, since 2007, has consistently been recognized as one of the most powerful women in New York by Crain’s New York Business

FIRM BRIEF Founded in 1973, Corcoran (corcoran.com) is one of the largest residential real estate firms in New York. After acquiring leading firms in the Hamptons and South Florida, in addition to launching the Corcoran Affiliate Network in 2020, the Corcoran brand stretches across more than 100 offices and has achieved sales of over $23 billion annually.

What have been the keys to Corcoran’s strength and leadership in the industry?

What really sets Corcoran apart is our market expertise, neighborhood fluency and our agents’ ability to forge strong relationships with their clients.

We’ve based our entire business model around prioritizing relationships over transactions and earning and keeping clients’ trust through our unwavering commitment to integrity and innovation. I’ve always reinforced the importance of bringing value to every conversation which is why we were the first New York City brokerage to release a market report and the first to launch a dedicated business development and training center, Agent Studio. At Corcoran, we prioritize developing our agents’ skills and our ability to bring their businesses to the next level is exactly why we are leaders in the industry.

How do you describe Corcoran’s culture and values?

Corcoran’s tagline is “live who you are,” an ethos that remains incredibly relevant and showcases a shared focus on inclusivity and authenticity. After launching our affiliate network in 2020, this high-minded concept also emphasizes how Corcoran can help you find the home that’s just right for you – whether that’s in an urban, suburban or resort market.

Corcoran has a long history and heritage. How important has it been for the firm to remain agile and to be able to evolve with the times?

We’re celebrating Corcoran’s 50th anniversary this year and it’s incredible to look back

on the past half-century and see how much both Corcoran and the real estate industry have evolved. From the rise of technology to the changing needs of our buyers and sellers, we’ve seen tremendous shifts in the way we do business. I’m incredibly proud of how Corcoran has always innovated and led the way. For example, in 1981, The Corcoran Report – the first real estate market report – began covering New York City real estate trends, and not only was Corcoran.com Manhattan’s first real estate brokerage to come online, last year we were the first to add bitcoin pricing to our listings. But with all of this innovation, what hasn’t changed is our commitment to providing exceptional service to our clients. While the world is a much different place than it was when we first opened our doors 50 years ago, the dream of homeownership remains the same.

What are your views on the current state of the New York City residential real estate market?

Signs of the market normalizing emerged during the second quarter of 2023. Springtime’s typical boost in listing activity, the slowing pace of interest rate hikes, and some price relief have been encouraging signs for interested buyers to jump back into the market. With a 48 percent quarter-over-quarter rebound in closings, we’re seeing many positive signs of a market settling into normalcy, and barring a significant increase in new inventory, we may not see prices fall

Pamela Liebman

An Interview with Pamela Liebman, President and Chief Executive Officer, The Corcoran Group

“What really sets Corcoran apart is our market expertise, neighborhood fluency and our agents’ ability to forge strong relationships with their clients. We’ve based our entire business model around prioritizing relationships over transactions and earning and keeping clients’ trust through our unwavering commitment to integrity and innovation.”

much further. My suggestion for prospective buyers: they should seriously consider their available options, or risk missing out on a prime opportunity to buy in Manhattan.

How critical is it for Corcoran to build a diverse and inclusive workforce to mirror the diversity of its clients and the communities it serves?

Inclusivity is woven throughout all that we do. Along with Anywhere Real Estate, our parent company, we strive to cultivate and sustain a diverse, equitable and inclusive culture that represents the shared experiences of our clients, affiliate brokers/owners, agents and staff. Not only do we have mandatory unconscious bias training, Corcoran’s Diversity & Inclusion Executive Committee works to ensure that we’re celebrating important holidays and key milestones throughout the year. When looking at talent recruiting, we are also committed to attracting a diverse slate of candidates to consider for open roles and we require externally posted positions at the leadership level to be kept open until a diverse slate of candidates have been reviewed. We also work to ensure that our commitment to equal employment opportunity is evident in all employment practices, from promotional decisions to talent reviews.

Will you discuss Corcoran’s engagement in the communities it serves and how the firm supports charitable causes in the community?

Corcoran Cares is our firm’s philanthropic arm and was developed as a way for our agents and employees to be able to directly support our local communities in the areas that matter most. All of the charities and organizations that we work with come to us via personal recommendation from our team and they are vetted by the Corcoran Cares Executive Committee to ensure they align with our overarching goals. Ultimately, Corcoran Cares’ mission is to positively impact the communities where we live and work and I’m proud of our success so far. All companies, regardless of their size, have a responsibility to their communities. With our philanthropic efforts, we prefer to focus on smaller, local organizations to ensure our dollars have the most significant impact on the ground.

What do you feel are the keys to effective leadership and how do you describe your management style?

As President and CEO, I see myself as personally responsible for ensuring the well-being and fulfillment of our agents and our employees. I think that’s the key to any effective leader. The buck stops with me. That said, I’m not a micromanager. When I put somebody in their role, I give them the keys and tell them to start the car. They may make mistakes, but I try not to get in their way.

What advice do you offer to young people interested in a career in real estate?

Real estate is a wonderful career, but you have to be willing to work hard. I always tell

people that, ultimately, this is a relationship business – to be successful you need to be empathetic, and you need to have personality. In addition to understanding the product and the market, I always reinforce the importance of connecting with your clients. Things are also constantly changing in this industry, from market shifts to harnessing new technology, so you need to be able to adapt quickly. I’ve been in real estate for my entire career – it was my first job out of college, and I feel incredibly fortunate to have found my passion early.

What has made the real estate industry so special for you?

I love this industry and I’ve always loved it because it’s different every day. I really enjoy working with our agents and as someone who started out as an agent myself, I’ve never taken that hat off. I love to be with them on the street. I love to get involved in the deals and see the properties and be a part of the transaction where I can help. I love the action. I don’t get rattled by crisis. I can stay pretty cool, and I think that’s developed more with the longevity of my career. They say that time flies when you’re having fun, and that’s certainly been true for me. To look back on all that we’ve accomplished over these 50 years – every first that Corcoran has brought to the industry through our tremendous agents and world-class staff – it makes me incredibly proud. I work alongside the best of the best, and I’m reminded of that every day.•

“Corcoran’s tagline is ‘live who you are,’ an ethos that remains incredibly relevant and showcases a shared focus on inclusivity and authenticity.”

“Inclusivity is woven throughout all that we do. Along with Anywhere Real Estate, our parent company, we strive to cultivate and sustain a diverse, equitable and inclusive culture that represents the shared experiences of our clients, affiliate brokers/owners, agents and staff.”

They said it couldn’t be done. We didn’t listen.

We’ve done hard things before, we do them all the time.

For most cancer patients, the usual options are surgery, chemotherapy, or radiation. So we’re working on ways to get the immune system to deploy billions of cancer-killing cells and help more patients survive.

When some people experienced mysterious COVID symptoms and had nowhere to go, our team created the first Center for Post-COVID Care.

It wasn’t that long ago we had to open up your whole chest for heart surgery. Now we’re pioneering a bypass that goes through a few tiny incisions. With this surgery, we can get you back on your feet in weeks instead of months.

So if anyone ever tells you there’s no other way—don’t listen.

A Trusted Advisor to Companies on Their Purpose Journeys

EDITORS’ NOTE Daryl Brewster has served as the CEO of Krispy Kreme Doughnuts; President of Kraft’s $6-billion North American Snacks, Confections, Cereal, and Pet portfolio; President of the $2-billion Planters Specialty Products Company; and Managing Director of Campbell Soup’s U.K./European operations. In addition, Brewster serves on several public, private, and nonprofit boards.

ORGANIZATION BRIEF Chief

Executives for Corporate Purpose (CECP) is a trusted advisor to companies on their corporate purpose journeys. Working with CEOs and leaders in corporate responsibility, sustainability, foundations, investor relations, finance, legal, and communications, CECP (cecp.co) shares actionable insights with its CEO-led coalition to address stakeholder needs. Founded in 1999 by actor and philanthropist Paul Newman and other business leaders, CECP is a movement of more than 200+ of the world’s largest companies that represent $7.7 trillion in revenues, $37.4 billion in total community investment, 14 million employees, 22.5 million hours of employee engagement, and $21 trillion in assets under management. CECP helps companies transform through research, benchmarking, strategy, convening, and communications in the areas of societal/community investment, employee engagement, environmental social governance/sustainable business, diversity equity inclusion, and telling the story.

Will you highlight the history of CECP and how the organization has evolved?

Since its founding in 1999 by Paul Newman and leading CEOs, Chief Executives

for Corporate Purpose (CECP) has focused on being a trusted advisor to companies on their purpose journeys. Today, more than 200 of the world’s largest companies, which represent $7.7 trillion in revenues, $37.4 billion in total community investment, 14 million employees, 22.5 million hours of employee engagement, and $21 trillion in assets under management, are a part of the coalition. The field of corporate social responsibility has evolved from a “philanthropy mindset” into one that’s driven more than ever by overall corporate purpose and work that is rooted in the core business strategy and stakeholder needs.

Given this shift, about 10 years ago CECP started to pivot towards environmental, social, governance (ESG) and sustainable business, focusing on the importance of long-term business strategy. We walk companies through our proprietary Integrated Long-Term Plan framework where they can map their sustainable business strategy over the next three to five years. That plan is tailored to each company and industry.

How do you define CECP’s mission and purpose?

Over the last 24 years, CECP’s driving purpose is to empower companies to drive long-term business success through positive social impact.

Will you provide an overview of the services that CECP provides to its member companies?

CECP provides its 200+ affiliated companies with a host of services including research, benchmarking, strategy, convening, and communications, as well as opportunities

for deeper engagement such as customized studies and convenings tailored to the company’s specific areas of focus. We primarily serve CEOs and leaders in corporate responsibility, corporate sustainability, corporate foundation, investor relations, finance, communications, and legal counsel roles. Our services are structured around five Centers of Excellence:

• Societal/Community Investment

• Employee Engagement

• Environmental, Social, Governance/ Sustainable Business

• Diversity, Equity, and Inclusion

• Telling the Story Companies looking for support on their purpose journeys and help in advancing their priority areas are invited to explore our website at CECP.co or reach out to info@cecp.co.

Will you discuss CECP’s strength and investment in research and thought leadership?

Over 22 years, CECP has created the largest and most historical data set on trends in the industry, shared by more than 585 multibillion-dollar companies, representing more than $312 billion in corporate social investments over that time span. One of our key annual reports, Giving in Numbers™, is embraced by professionals across all sectors globally to understand how corporations invest in society, with topics ranging from cash and in-kind/product, employee volunteerism and giving, and impact measurement. From quick questions to presentations to company teams, boards, and CEOs, CECP is a trusted advisor to companies because of its research and thought leadership that includes providing customized insights to advance strategy and measure the business value.

Daryl Brewster

An Interview with Daryl Brewster, Chief Executive Officer, CECP

“The field of corporate social responsibility has evolved from a ‘philanthropy mindset’ into one that’s driven more than ever by overall corporate purpose and work that is rooted in the core business strategy and stakeholder needs.”

Will you discuss some of CECP’s recent research findings?

CECP’s Giving in Numbers™: 2022 Edition, found in 2021 that the median total community investment was $25.8 million. Companies moved away from the scale of community investments they made in 2020 as many of the immediate needs of the pandemic subsided. However, it’s a story of overall growth from pre-pandemic levels to those in 2021; 58 percent of companies increased their total community investment between 2019 and 2021 and 35 percent of companies increased their budgets by more than 25 percent.

According to the 2022 Edelman Trust Barometer, business holds onto its position as the most trusted institution. For example, businesses such as Logitech and Zoetis, both of which were highlighted as CECP Company Spotlights this year, co-founded the Coalition for Gender Fair Procurement which leverages the market power of an alliance of companies asking suppliers to improve on gender equality and align with their values.

Another report, Corporate Foundations: Designing for Impact, finds that corporate foundations are vital levers within society and companies. For example, 28 percent of companies conduct all employee engagement (volunteering and matching gifts) through the foundation and another 45 percent use the foundation for either volunteering or matchinggift programs.

But, as businesses now have higher trust from stakeholders, they also experience heightened expectations. To quote one of CECP’s founders, Paul Newman, companies can continue to “do more.”

CECP has been a convener by bringing leaders together through several events. Will you discuss CECP’s commitment to facilitating conversation and action with these events?

We understand the value of convening others in the corporate responsibility space –including sharing ideas, asking questions, and meeting new and old friends. At the annual CECP Summit, over 200 corporate leaders who drive social strategies at the world’s largest companies come together. This vital corporate network engages and learns together, offering powerful insights on trends, partnerships, and the business case to advance companies’ roles as a force for good in society.

CECP’s Board of Boards CEO-only event is noted in Forbes as one of the top three “power player” CEO convenings. This event is a unique opportunity for corporate leaders to share insights and best practices and to help advance the business case for ESG and stakeholder capitalism. By coming together for this event, CEOs demonstrate their commitment to CECP’s mission – to create a better world through business – and to discuss the theme, Purpose-Driven Leadership in a Volatile World. The 2023 in-person event is November 13 in New York City.

And lastly, CECP’s 11th CEO Investor Forum – both online and in person – is focused on climate and will be held November 14-15. CEOs – such as Barbara Humpton, CEO, Siemens USA; Calvin Butler, CEO, Exelon; Mark Schneider, CEO, Nestle, and more – will share Integrated Long-Term Plans including key forward-looking metrics specifically on their company’s future growth, strategy, and risk – three to five years out – with institutional investors and companies.

How valuable has it been to CECP’s work to build such an engaged and committed board of directors?

The board has been invaluable to our growth. Since day one of our coalition, we have had an all-CEO board and CEO advisors who bring priceless knowledge about companies and their operations. As such, they provide respected insight and guidance, as well as an ability to build trust and communication between the board and our management.

What do you see as the responsibility that leading companies have to being a force for good in society and addressing societal issues?

The responsibility that leading companies have today is evaluating and determining what issues matter to them, and how they should speak up. There is a lot of noise in the media nowadays, but one message is coming through clearly and consistently: workers and other key stakeholders want companies to react to the major events that impact their lives. And no matter how much this might unnerve some CEOs or their boards, there is no going back to the old world of companies’ limited role in society. With businesses viewed as the most trusted institution, expectations remain high for its leaders to step up and make positive societal change.

What do you tell young people beginning their careers about the importance of working for a company that is purposedriven and making a difference?

My advice is to consider not only how you can make a living, but also how you can make the world a better place as you do so. As Winston Churchill noted, “We make a living by what we get, but we make a life by what we give.” •

“We walk companies through our proprietary Integrated Long-Term Plan framework where they can map their sustainable business strategy over the next three to five years. That plan is tailored to each company and industry.”

“There is a lot of noise in the media nowadays, but one message is coming through clearly and consistently: workers and other key stakeholders want companies to react to the major events that impact their lives.”

At the Forefront of the Legal Profession

EDITORS’ NOTE Under Eric Friedman’s leadership, the Financial Times named Skadden the most innovative law firm in North America in three of its annual U.S./North America Innovative Lawyers reports. The firm also has been recognized for innovation by the publication for its work in Europe and Asia. In 2015, Skadden became the first law firm to handle more than $1 trillion in global announced M&A deals in a single year, ranking first by value globally and in the U.S. Additionally, Skadden repeatedly has been named among the top firms for delivering the best client service in BTI Consulting Group’s annual Client Service A-Team report. The National Law Journal acknowledged Friedman’s accomplishments since becoming Executive Partner by naming him one of its three most influential law firm leaders. His advancement of the firm’s long-standing commitment to diversity, equity, and inclusion was recognized when Skadden received the NAACP Legal Defense and Educational Fund’s first-ever Law Firm of the Year Award in 2011, and when he was honored with the New York City Bar Association’s Diversity & Inclusion Champion Award in 2012. In 2020, Friedman helped spearhead the launch of the Law Firm Antiracism Alliance, a partnership of more than 300 law firms worldwide working collaboratively with legal services organizations to address systemic racism in the law. Additionally, he is a dedicated board member of a number of organizations, including the Mount Sinai

Health System, the University of Michigan’s Ross School of Business, the University of Pennsylvania Carey Law School, and the Leadership Council on Legal Diversity, for which he’ll serve as chair beginning in 2024. He also is a member the board of trustees of the Skadden Fellowship Foundation. Prior to becoming Executive Partner, Friedman handled significant M&A and corporate transactions, advising clients such as Citigroup, Nasdaq, Deutsche Bank, and Mars, among others. Friedman has been recognized by Chambers USA: America’s Leading Lawyers for Business, The Best Lawyers in America and the NACD Directorship 100. Among other accolades, he received the 2022 Pro Bono Champion award from Pro Bono Partnership, in recognition of the firm’s dedication to pro bono service under his leadership; the 2020 Servant of Justice Award from The Legal Aid Society of New York, honoring his lasting impact on New York City’s legal community; and the AJC’s 2016 Learned Hand Award, which celebrates highly distinguished attorneys whose work reflects the integrity and humanitarian ideals exemplified by Judge Hand.

FIRM BRIEF Founded in 1948, Skadden, Arps, Slate, Meagher & Flom LLP and affiliates (skadden. com) is one of the world’s most highly respected law firms. Skadden has 21 offices, approximately 1,700 attorneys and more than 50 distinct areas of practice. The firm’s clients include more than 50 percent of Fortune 250 corporations, as well as financial and governmental entities, startup companies and nonprofits.

Skadden turned 75 this year. What has been key to the firm’s success and growth?

Our people and our culture, which go hand in hand, have provided the foundation for the firm’s success and growth. Skadden’s strategy is straightforward – offer clients the best advice and service possible by hiring a diverse group of the brightest and most creative attorneys and professional staff, training them and immersing them in the Skadden way, which emphasizes collaboration and innovation.

Over the years, our dedication to those priorities has kept us at the forefront of the legal profession, with an impressive array of firsts. We established proxy fights as an M&A tool, secured precedent-setting Supreme Court victories, pioneered the use of prepackaged corporate restructurings, became the first law firm to handle more than $1 trillion in M&A deals in a year – the list goes on and on. We also launched the Skadden Fellowship Foundation, which has provided nearly 1,000 recent law school graduates with funding to begin their careers with two years of public service, and helped establish the Law Firm Antiracism Alliance, a groundbreaking collaboration among more than 300 law firms to combat systemic racism in the law.

How has Skadden maintained its culture as the firm has grown in size and scale?

Each year, Skadden adds new attorneys. The process of passing our culture on to them begins on day one, when they start our three-week Associates’ Comprehensive Education training program. ACE may be best known for the high-level legal and business training we provide, but it’s also our first

Eric J. Friedman

An Interview with Eric J. Friedman, Executive Partner, Skadden, Arps, Slate, Meagher & Flom LLP

“Skadden’s strategy is straightforward – offer clients the best advice and service possible by hiring a diverse group of the brightest and most creative attorneys and professional staff, training them and immersing them in the Skadden way, which emphasizes collaboration and innovation.”

opportunity to talk with our new lawyers about the importance of teamwork and client service. Of course, there is no substitute for on-the-job learning for skill development and to share our culture.

What has made Skadden so successful at building long-lasting client relationships and client loyalty?

Questions about the roots of our accomplishments can almost always be answered with two words: “our people.” Our clients remain with us not only because of the results we help attain, but also because of the relationships they develop with our attorneys. We strive to make working with us as satisfying as the outcome. The matters we handle can make or break a company and often entail working closely together for extended periods, which facilitates building trust and personal connections.

How is technology impacting the legal profession and will you discuss Skadden’s investment in technology?

Over the years, we have incorporated various forms of AI and other technology tools into the way we practice, including to assist with due diligence, legal research, and document review. Artificial intelligence has garnered a great deal of press recently because of the introduction of generative AI. Generative AI raises a host of concerns relating to confidentiality, intellectual property, data privacy, reliability, and accuracy. Over time, it will mature and advance our profession, but it has a long way to go to get there. In any event, there is no substitute for the judgment and insight that come from years of experience and collaborative engagement among colleagues.

How critical is it for Skadden to build a diverse and inclusive workforce and will you discuss the firm’s efforts in this regard?

Our dedication to maintaining a diverse and inclusive workplace has played a big role in our ongoing success – a broad range of perspectives and experiences is essential for tackling clients’ most challenging matters. Over the years, we’ve developed a number of groundbreaking initiatives. It’s essential to maintain ongoing conversations with our clients, colleagues, and potential recruits. Along those lines, we have regular speakers series, such as “Perspectives on

Racial Equity” and “Voices@Skadden,” where experts from a variety of fields and our colleagues share their insights and experiences. In June, we held our second annual Inclusion Week, which involved a variety of panels and discussions open to all about diversity, equity, and inclusion challenges, as well as opportunities for DEI to thrive within our profession. We’ve also hosted conferences for our attorneys that combine skills development, talks from alums, and networking opportunities, strengthening bonds between attorneys across practices and offices.

Our intentional approach to cultivating diversity and inclusion is paying off. We have scored 100 percent on the Human Rights Campaign’s Corporate Equality Index 13 times. We have also received the Women in Law Empowerment Forum’s Gold Standard Certification for 12 consecutive years.

But we are far from resting on our laurels. The recent Supreme Court ruling precluding colleges from considering race in admissions, which could narrow the pipeline of diverse law students entering the legal profession, requires us – and, I hope, law firms throughout the country – to redouble our efforts to develop and maintain diverse and inclusive workforces. I am proud of and grateful for the efforts of the Leadership Council on Legal Diversity which encourages law firm heads and general counsel to work together to personally mentor and nurture the next generation of legal leaders – and look forward to my upcoming role as chair of its board.

Will you describe Skadden’s commitment to pro bono work?

Our culture is rooted in the notion that all attorneys have a responsibility to give back. We also recognize that, as a firm and as individual attorneys, we have incredible resources and opportunities to do so. Over the past 10 years, our lawyers have contributed nearly 2 million hours of pro bono service.

The same commitment to teamwork and innovation that we bring to our billable work drives those efforts. Our Immigration Impact Project, for example, utilizes the global practice structure we use for our billable work to provide assistance across the spectrum of immigration-related pro bono matters.

Last year, our attorneys took on more than 800 individual immigration cases, representing clients ranging from refugees fleeing Afghanistan and Ukraine to LGBTQ+ immigrants persecuted in their home countries. We also team up with our clients to provide pro bono advice, combining resources to make an even greater impact.

How do you define the role of executive partner and focus your efforts in the role?

The role of an executive partner varies from firm to firm. At Skadden, our partners rank among the world’s leading attorneys. They don’t want or need to be “managed.” They want leadership to think strategically about new opportunities for growth, help build and maintain relationships internally and externally, communicate openly, and lead with enthusiasm and integrity. I’ve tried to live up to these ideals.

The overarching theme that guides my efforts is a commitment to serving as a steward of the firm’s culture, and to maintaining and perpetuating the incredible degree of engagement among our colleagues, clients, and communities. A large part of my job has been to continue to cultivate those values – the qualities that make Skadden, Skadden. I’m in the midst of a transition which affords me the chance to share my experience with my successor, our newly elected executive partner, Jeremy London.

As our famed founder, Joe Flom, used to say, “The institution, rather than one person, is the star.”

What advice do you offer young people interested in a career in law?

Be flexible and proactive. It’s an exciting time to be a lawyer. The volatile economic and geopolitical environments present not just challenges, but also opportunities. New “hot” areas of law emerge on a regular basis. If you focus narrowly on a very specific career path – whether it’s a particular specialty, industry or even type of company or firm – you may close the door on other rewarding opportunities. Think of the fields that didn’t exist a few years ago, let alone when I started my career. When you see a chance to expand your skills and take on an assignment, you should take the initiative, get involved and give it your all. •

“Our clients remain with us not only because of the results we help attain, but also because of the relationships they develop with our attorneys. We strive to make working with us as satisfying as the outcome.”

A Tenant-First Platform

EDITORS’ NOTES David Goldstein began his real estate career with Savills (then Studley) in New York City in 1990. With nearly three decades of avid tenant representation experience, Goldstein has provided his clients with advice and expertise in the process of lease negotiations, acquisitions, dispositions, complex deal structuring, municipal incentive negotiations, financial analyses, and portfolio optimization. To date, he has executed transactions valued in excess of $3 billion dollars across the Tri-State area and the United States. Goldstein is also a member of Savills’ national Law Firm Practice Group and serves on the firm’s executive committee. He has represented clients including Ralph Lauren Corporation, Wilmer Hale LLP, JonesDay, Pillsbury Winthrop LLP, , J. Crew, American Securities, the New York Public Library, the Government of Canada, Skidmore Owings & Merrill LLP, Burberry, Covington & Burling, Kirkland & Ellis LLP, Abercrombie & Fitch, John Wiley & Sons, Sprinklr, Pinebridge Investments, Freshfields, DKNY, United Healthcare and Tiffany & Co. Goldstein is an active member of the Real Estate Board of New York, the DWH Foundation for Leukemia Research and the Special Olympics. He earned a BA in business administration, business, and commercial real estate from the University of Colorado Boulder.

Mitti Liebersohn is a national leader in the commercial real estate industry with over 40 years of experience. Prior to joining Savills, Liebersohn served as President and Managing Director of Avison Young’s New York City office. He was previously a Vice Chairman at Jones Lang LaSalle and Cushman & Wakefield, where he oversaw numerous national account portfolios and building agencies. Liebersohn’s career includes being involved in several high-profile transactions representing clients such as Santander Bank, Hospital for Special Surgery, BDO, Deloitte, New York Life, and AXA Equitable. Liebersohn has been ranked consistently over the last 10 years as one of Commercial Observers “Power 100”, the 100 most powerful people in commercial real estate. He is a Chairman Emeritus of the Young Mens/Womens Real Estate Association of New York, is on the Chairman’s council of the Make A Wish Foundation of Metro New York, and currently serves on numerous Board of Directors including the Steven L. Newman Real Estate Institute of Baruch College, the Manhattan Chamber of Commerce, the Museum of American Finance, and is the current President of American Friends of Rabin Medical Center. Liebersohn attended the State University of New York at Oswego and Hofstra University.

COMPANY BRIEF Established in 1855, Savills (savills.us) is one of the leading real estate advisors in the world. Savills helps organizations find the right real estate solutions that ensure employee success. With services in tenant representation, workforce and incentives strategy, workplace strategy and occupant experience, project management, and capital markets, Savills has elevated the potential of workplaces around the corner, and around the world, for more than 165 years and counting.

Will you provide an overview of your roles and areas of focus?

Liebersohn : With the expansion of Janet Woods’ responsibilities as President of the East Region, David and I have taken on larger roles in our New York City and Tri-State offices. The

two of us are working collaboratively on several initiatives that are improving the effectiveness of our business development, the efficiency of our operations, the growth of our professionals at all levels, and the recruiting of the highest caliber individuals in the market. Together, we’re intensely focused on elevating Savills’ brand and reputation in the market and amplifying our presence within the Tri-State.

Goldstein: Over three decades with the firm, I continue to be inspired by the level of talent on our broker teams and their never-ending commitment to underwriting, identifying, and ultimately winning new business for the firm. Mitti and I continue to invest time in business development, helping to uncover, build, and maintain relationships with top clients. We are also active in recruiting professionals who not only fit well with our unique culture, but also appreciate how we can help elevate business. Along with other leaders in the New York office, we are passionate about an expanding curriculum of professional development training and education. It is all very exciting – and incredibly important to maintain the vitality and vibrancy of our offices.

How do you describe Savills’ culture and values?

Liebersohn : The culture at Savills is one I haven’t experienced in other firms. In New York, as well as around North America, there is intelligence, dedication to high performance, a

David Goldstein

An Interview with David Goldstein, President, Tri-State, and Mitti Liebersohn, Chairman, New York Brokerage, Savills North America

Mitti Liebersohn

“As the only pure-play tenant-first firm in the market, we’re looking through the lens of the occupier and maintain an advisory role that our clients covet.”

David Goldstein

tireless work ethic and, perhaps equally important, an environment that fosters creativity and collaboration. The culture of excellence and fellowship is real – you can see it, feel it, and contribute to it at every level.

Goldstein: We are especially proud of our deep roots in the communities in and around New York. In such a diverse metro area, we are always mindful of how our work impacts certain segments more than others. We invest our time and energy across a variety of causes, as a company and as individuals. You can see many folks performing their own versions of social consciousness and social responsibility, whether volunteering with city parks, participating in corporate fundraising events, or applying their knowledge on not-for-profit boards and committees. Our people walk the walk and continue to be the beating heart of our company culture.

What have been the keys to Savills’ industry leadership and how do you define the Savills difference?

Goldstein : We value curiosity and the constant pursuit of perfection in our field. At Savills, we always challenge ourselves to deliver the best solutions possible – for each client, but also for each other considering that we pride ourselves on working together to achieve optimal results. We have a certain “groupthink” that helps us arrive at an incredible result. We value the human capital we have in our offices, where some of the most insightful subject matter experts across key disciplines enable us to advocate for tenants and their unique and everevolving needs. As the only pure-play tenantfirst firm in the market, we’re looking through the lens of the occupier and maintain an advisory role that our clients covet. We’re never running from one meeting to another, telling a landlord client one thing and tenant client another thing. That purity of purpose drives the mindset and mentality of the group.

Will you discuss your efforts to elevate Savills’ presence and brand in the New York City region?

Liebersohn : One of the initiatives I’ve been thrilled to see take off is our Savills

Sunrise Series. Every month, we’re fortunate to welcome eminent professionals and industry luminaries for “fireside chats” at our 399 Park Avenue office. These conversations take place with people we do business with, but more importantly, they are dignitaries in our field who can teach our people something from their own careers and experiences. The Sunrise Series has been incredibly well received by the participants and our audience.

Goldstein: The press appreciates our unfiltered narrative. It’s more complicated when you’re representing too many stakeholders at once. Savills tenant-first platform allows us to be removed from that equation, and for that reason we can communicate our value proposition more clearly to occupiers who are seeking fresh perspectives through this cycle of dislocation.

What are the keys to ensuring that the firm maintains its vitality and vibrancy during this unique period for commercial real estate?

Goldstein : We want to get better every single day. How do we do that? We reinvest in our people. We train junior brokers and less experienced stakeholders to become more thoughtful and purposeful in the ways they think about opportunities for their clients. We help them become technical experts across all parts of the transaction timeline and in multiple areas – for example, research, consulting, workplace strategy, labor and workforce, analytics, lease negotiation, and more. We’re all invested in building this culture of continuous learning for our people. There’s no better evidence of this than the Arthur Mirante-led training program we’re rolling out in September. This is a 14-15 session program where our firm’s preeminent subject matter experts provide insight into a variety of timely topics. We’re doubling down on the importance of skills development to make sure people have the cultural tools and the technical and tactical expertise to continue delivering A-rated services to our clients.

Liebersohn: The Junior Broker Development Program is the best, most effective training platform I’ve ever seen. This is a true development program. Every participant embraces it completely and fully. The focus on education by exposure has a direct impact on how prepared these folks are when picking up the phone, walking into a meeting, and selling themselves and Savills.

How does the firm’s senior leadership team work to funnel North American objectives down to its New York City office?

Goldstein : Through enhanced communication across all levels of professionals in the business. Even as an organization with 40+ offices across North America, we are of a scale and size that allows us to have enhanced cross-platform communications where people can still “be in the room where the magic happens.”

Liebersohn: Having direct lines of communication with Janet Woods and Mitch Rudin (Chairman and CEO, Savills North America) is hugely important to understanding our objectives at all times. Our ability to know, understand, and then act on the vision and priorities of our Global CEO, Mark Ridley, is of critical importance.

What has made the real estate industry so special for you?

Liebersohn : The people. The people I’ve been able to meet by representing them or working with them. I also love walking down any street in Manhattan and understanding that these buildings are not just bricks and mortar. For me, virtually every building has a story –and has a life unto itself.

Goldstein: The thrill of victory and agony of defeat. We are trained to put ourselves on the line every day, and to engage intelligently and intellectually with our clients on very sensitive topics which today are more polarizing than ever before. Our work directly touches human capital, the engine of the enterprises we serve. We are responsible for coming up with innovative strategies that impact the community, the people, and the environments in which they work. We’re blessed to have successful outcomes. It’s very rewarding.

What advice do you offer to young people interested in a career in real estate?

Liebersohn : Find a fantastic mentor and don’t let them go. If you have someone who is willing to share their experiences, who will help educate you, and treat you with respect, you will thrive in this business. And always ask insightful questions, and learn to listen.

Goldstein: Surround yourself with experts. Be in the arena. Be physically and mentally present, listen and learn and ask questions. You have to be in the environment where the magic happens, and literally get your foot in the door. Don’t be afraid of making mistakes. Be willing to take risks and strive to be the most educated – and not opinionated – person in the room. Research people and organizations you want to prospect. Read and learn on the weekends. Be proactive, not reactive. And never be afraid of failure.•

“The culture at Savills is one I haven’t experienced in other firms. In New York, as well as around North America, there is intelligence, dedication to high performance, a tireless work ethic and, perhaps equally important, an environment that fosters creativity and collaboration.”

Mitti Liebersohn

My name is Onil. Could you be my living kidney donor?

See my story at IWantToLive.org/Onil

EDITORS’ NOTE Amy Wildstein is Founder and Managing Partner of Suttona Capital, a spin-out fund of Springboard Growth Capital. She launched Suttona Capital in early 2021, leveraging her 25-year career in private equity. Wildstein started her career at the Blackstone Group, working on principal investments and M&A. Subsequently, she joined Morgan Stanley Capital Partners where she evaluated and structured investments for the firm’s then $2-billion investment fund, focusing on buyouts and growth equity investments across a range of industries, including consumer, media, and healthcare. She was a founder of Solera Capital, a private equity fund with an all woman team, and Boldcap Ventures, an investment club comprised of all-women investors. Wildstein serves on the boards or in advisory roles for Hint, Fleur du Mal, Havenly, Atlas Crest Investment Corp. V, the Ross School Advisory Board, the Michigan Social Venture Fund, the Springboard Enterprises National Advisory Board, and the New York Fashion Tech Lab Expert Network.

FIRM BRIEF Suttona Capital (suttona.com) is the first female-led and female-focused growth equity investor undertaking growth stage funding and true partnership for female leaders of mission-focused and consumer-facing companies. Suttona utilizes a flexible fundraising approach and unique fundless model to invest in high-growth companies with market leadership potential and ESG-friendly business practices. Through initial investments in Series B to Series E rounds, Suttona serves as

One of One

a strategic partner for its portfolio companies, providing active, valuable support to advance their missions, elevate women leaders, and build iconic brands. Suttona builds on the work of Springboard Growth Capital, co-founded by Amy Wildstein and Kay Koplovitz in 2016,

What was your vision for creating Suttona Capital?

Our vision was to create and scale an investment business focused on female-founded consumer brands at the growth equity stage. We started out with a tagline that we were “one of one,” as the only female-led and female-focused growth equity investor backing consumer brands, and while initially our compliance team told us we could not use this tagline, after doing market research they came back and said they could not find another firm with this focus, and we could use it.

Companies founded by at least one woman have 63 percent better performance than investments with all-male cofounders, yet they receive only 16 percent of venture capital funding. Despite the rise in chatter highlighting the growth potential and financial returns to be made in funding women-led businesses, raising dedicated capital remains a significant barrier to entry for investment funds committed to supporting female founders. To date, there has not been a single billion-dollar fund with a dedicated strategy to back diverse managers. The absence of well-capitalized funds has led to a glaring void in funding for women-led businesses at the growth stages, particularly for rounds of $25 million or more.

While we can’t claim to have invented the independent sponsor model, we have adapted it in a way that allows us to overcome inherent structural barriers and take a true leadership role in the funding and support of female-led companies. Our model resolves the usual limitations of smaller women-focused funds while allowing us to leverage our collective operating and investment expertise, expansive networks, and proprietary deal flow. We are unencumbered by an arithmetic check size, and perhaps most importantly, we are defying the conventional wisdom that an independent sponsor model won’t scale. In fact, our unique model is the very reason we’re able to scale in a way that hasn’t yet been done.

I am hopeful that the continued strong performance of women-led businesses and firms like ours will accelerate larger capital raises by brand name firms and new entrants alike.

How do you describe Suttona Capital’s mission and purpose?

We invest in consumer brands that we believe will benefit from sponsorship by a female-focused fund. Female founders and executives want more women investors – not just on their cap tables, but as active and engaged strategic partners. Suttona provides growth-stage funding and true partnership to support female leaders.

We recently became certified as “Womenowned” by the Women’s Business Enterprise National Council. This allows us to count toward the required 51 percent ownership and control provisions for companies we invest in to help them to qualify and/or to maintain their certification. Typically, companies would lose this designation after raising any meaningful

Amy Wildstein

An Interview with Amy Wildstein, Founder & Managing Partner, Suttona Capital

“Our model resolves the usual limitations of smaller women-focused funds while allowing us to leverage our collective operating and investment expertise, expansive networks, and proprietary deal flow.”

institutional capital that would inevitably dilute the founders’ ownership. We don’t know of another growth fund that is certified as “Womenowned” and able to play a similar role.

What have been the keys to Suttona Capital’s growth and leadership, and how do you define the Suttona difference?

All of Suttona’s investments to date are female-founded, but technically we require that the company has a woman in a key role in the C-suite, with an equity stake that is commensurate with her position. We do not see this as a limiting factor, but rather an advantage, core to our differentiated brand and positioning in the market. We are focused on the consumer category, where women in senior management tend to be over-indexed, and where the customer base is often largely female.

Our fundless model overcomes structural barriers, notably a dearth of historical returns data to support investing exclusively in female-founded companies. There is no doubt that a rising tide lifts all boats, and we hope that we can inspire a new generation of funds with diversity mandates to follow our lead.

For each investment we create a separate fund, allowing our Limited Partners (LPs) to opt in or out of a particular deal, while providing them with a high degree of visibility and control in their investments.

Fortunately, we have received the backing of an ever-expanding LP base, and participation has included traditional institutions, family offices, and high-net-worth investors. Our strategy is serving us well. Since our launch in the spring of 2016, we’ve invested in 19 financings, ranging from Series B to Series H, with the majority of rounds sized at over $25 million.

Will you provide an overview of Suttona Capital’s strategy and portfolio?

Our focus is on female-founded companies in the consumer sector; consumer spending represents over two thirds of GDP. More than 85 percent of consumer purchase decisions are made or influenced by women, and the purchasing power of women in the U.S. is over $6.4 trillion annually.

Our investment strategy is focused on high-growth companies with market leadership potential and ESG-friendly business practices. Our strategy capitalizes on macro tailwinds by taking a thematic approach. One example

is health and wellness, where a heightened awareness of the importance of healthy living is driving shifts in consumer choice across all major demographic and age groups. Another example is sustainability, where the consumer is increasingly holding brands accountable for corporate social responsibility and where consumer purchases are increasingly aligned with values.

We’ve made 19 investments in seven portfolio companies. We seek to make one or two new investments per year, and we actively partner with our management teams to drive value and share learnings across our portfolio. Our portfolio investments include the RealReal, Mindbody (ClassPass), Hint, Aquis, K18, Fleur du Mal, Daily Harvest, and Havenly. Will you highlight the Suttona Capital team?

In addition to our lean full-time team, we tap into our incredible advisory board, including Ciarra Pardo, President of LA Fashion Week and former Chief Creative Officer of Fenty and Savage X Fenty; Rachel Zoe, Founder and Co-CEO of Rachel Zoe Inc. and Chairwoman of Rachel Zoe Ventures; Anushka Salinas, President of Rent the Runway; and Chenling Zhang, investor in global luxury group Lanvin Group (LANV) and member of the superadvisory board of Wolford. In addition, we leverage deep relationships with the 890 founders and 5,000 mentors that are part of the Springboard Enterprises and New York Fashion Tech Lab ecosystems.

Did you always know that you had an entrepreneurial spirit and desire to build your own firm?

My first job was at the Blackstone Group in the early ’90s at which time the firm had under a hundred employees worldwide. Seeing the streamlined decision-making, I got the entrepreneurial bug early on. Having spent the first decade of my career in a largely maledominated field, I recall getting the advice from a male colleague that I should spread my elbows wider to take up more physical space and to raise my voice louder in the investment committee meetings. The advice, of course, was coming from a colleague who was 6’4”, had played football for Harvard, and had a physically imposing presence and deep bellowing voice. Realizing I needed to find some female role models, I have spent the last 20+ years building out my network of female founders

and funders. Having identified a white space for investing in women-led companies, I was eager to launch a fund with a disruptive investment model that I felt could address that white space we had identified.

A recent All Raise report showed that female funders are two times more likely to invest in startups with one female founder, and more than three times more likely to invest in a female CEO. Having more women investors is critical to improving the access to capital for women founders. Investing in women-led funds has an ability to significantly move the needle on what types of founders are getting funded and on the types of products and services that are being brought to market.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

Absolutely. The data overwhelmingly shows that diverse teams do better. As an example, a recent McKinsey study showed that companies with more than 30 percent of women executives are more likely to outperform companies below that threshold, with the most substantial differential for outperformance of a whopping 45 percent – separating the most from the least gender-diverse companies. I have two daughters and a son, and I am grateful they are growing up in a time where the importance of having a wider range of visible role models in the media and corporate America is taking center stage. I am a firm believer that you have to see it to be it, and that role models can make an impact in supporting the next generation to chase their dreams and meet their potential.

What advice do you offer to young people interested in pursuing a career in finance?

My advice for young people in finance or really in any field is to find what you’re good at and work as hard as you can to get better at it. As Malcolm Gladwell wrote in the Outliers, “ten thousand hours is the magic number of greatness.” My advice is to invest your ten thousand hours to become truly the best at something. I think the idea of finding your passion is overemphasized. An entry-level job is unlikely to provide you with daily fulfillment. In your early career, your goal should be to learn as much as you can and to put the effort into mastering what you’ve learned. Becoming the best in your field is one of the most rewarding things you can do.•

“Our vision was to create and scale an investment business focused on female-founded consumer brands at the growth equity stage. We started out with a tagline that we were “one of one,” as the only female-led and female-focused growth equity investor backing consumer brands...”

Human Connection

EDITORS’ NOTE Bess Freedman is the first CEO of luxury real estate firm Brown Harris Stevens. Previously the firm’s Co-President, she joined Brown Harris Stevens when its President, Hall Willkie, appointed her in 2013 to foster business development for the agents and the firm. Prior to joining BHS, Freedman served as Senior Managing Director at Corcoran where, as an agent, she attained great success at their Carnegie Hill office. She earned her undergraduate degree from Ithaca College and her law degree from the University of the District of Columbia, David A. Clarke School of Law, in Washington, DC. Before entering real estate, she practiced law as an Assistant State’s Attorney in Montgomery County, Maryland, and also worked at Legal Aid as an attorney. Freedman is a member of the Florida, Washington, DC, and Maryland Bar, and worked in New York pro hac vice.

FIRM BRIEF Brown Harris Stevens (bhsusa.com) is one of the most prominent privately held real estate firms in the world. Established in 1873, the company is headquartered in New York City, operates offices in the Hamptons, Connecticut, New Jersey, Palm Beach, and Miami, and oversees the sale of marquee properties around the world. Its operating divisions offer a full suite of residential sales services, residential property management, new development marketing and sales, relocation, appraisal and consulting, commercial sales, healthcare real estate and insurance services.

What have been the keys to Brown Harris Stevens’ strength and leadership in the industry?

Communication, culture, and adaptability are the keys to Brown Harris Stevens’ continued success. Communication is a huge area of focus for BHS, not only internally among our agents, but also with our customers and the larger consumer base. Our culture is based on incredible service for our agents and our clients –and it all comes back to human connection. The technology piece is of course important, but physically being present with someone in the same room is irreplaceable and we emphasize that at BHS from our real estate dealings to our

sales meetings. We are very old school in that way, but that’s what makes us stand out. Lastly, our ability to adapt over time and continuously evolve through new branding initiatives, tech platforms, and market reports position as a trusted source in this business. BHS has been in business since 1873 –we are one of the oldest real estate companies in the country, and not many of our brokerage peers can claim that.

How do you describe BHS’ culture and values?

We care about the real estate process and how it affects everyone it touches. Most people come to a real estate agent at pivotal points in their lives: buying that first home, downsizing after a death or a divorce, upsizing with the birth of a new baby. These are all emotional touchpoints for people, and we understand that it is a privilege to be part of these important journeys. We stress human connection over shiny tech

products – although great tech is absolutely crucial to help busy agents stay organized and get deals done. We care about each other, and we care about our clients – and we go above and beyond for them.

BHS has a long history and heritage. How important has it been for the firm to remain agile and to be able to evolve with the times?

The ability to adapt to a rapidly changing real estate landscape has been crucial, and an area of success for BHS. We launched a new internal dashboard, BHSOne, which allows agents to track all their marketing, listings, and communications in one central space. We partnered with Cloze, an AI-enabled CRM that helps keep agents on top of daily tasks. We also now offer home staging solutions and access to bridge loans through outside vendors. Moreover, we rolled out two incredible branding campaigns over the last 18 months: Mastery of the Craft and our latest initiative which emphasizes the importance of real estate

Bess Freedman

An Interview with Bess Freedman, Chief Executive Officer, Brown Harris Stevens (BHS)

“Communication is a huge area of focus for BHS, not only internally among our agents, but also with our customers and the larger consumer base. Our culture is based on incredible service for our agents and our clients - and it all comes back to human connection.”

agents no matter how the times may change. It’s unlike anything we’ve ever done before – very futuristic and tongue-in-cheek. It’s the perfect way to celebrate our 150th year in business.

What are your views on the current state of the New York City residential real estate market?

I am a firm believer in the resilience of New York City. Sales are down across the board right now, about 35 percent year-over-year for everyone in the city, which is to be expected given the incredible frenzy that took place in 2021 and the first part of 2022. I think the market is recalibrating. The silver lining is that inflation is coming down even as mortgage rates hover in the 6-percentage range, but you don’t need low mortgage rates to have a healthy market. People will always need to buy and sell real estate and the market will follow.

How critical is it for Brown Harris Stevens to build a diverse and inclusive workforce to mirror the diversity of its clients and the communities it serves?

Diversity and inclusion are important tenets not only for BHS, but for the industry as a whole. I believe diverse voices from all walks of life and backgrounds only help to promote creativity; without them, you don’t change and you don’t evolve. Different perspectives are always needed and encouraged at Brown Harris Stevens. We provide the same level of service to all of our customers, whether they’re shopping around for a studio rental or a massive penthouse.

Will you discuss BHS’ engagement in the communities it serves and how the firm supports charitable causes?

Our commitment to our communities extends beyond the transaction: Brown Harris Stevens does so much valuable work through our Helping Hands program which brings resources such as clothing and food to those in need in all of the regions we serve. I am

a firm believer in leaving the world a better place than you found it, and we strive for that at BHS.

What do you feel are the keys to effective leadership and how do you describe your management style?

Hiring great people and putting together a fantastic team – and letting them do what they do best is really where I shine as a leader. I don’t micromanage, but I always have a pulse on what’s going on. I don’t pretend to know everything, but I try to put in place people that are absolute experts in their respective fields. Collaboration is key. This is a team sport.

What advice do you offer to young people interested in a career in real estate?

I think it’s really important to set expectations: real estate is not like it appears on reality TV. It’s a grind. There is a lot of behindthe-scenes work, getting to know the buildings and the comps and the neighborhoods, as well as familiarizing yourself with contracts and continuing education. I think the best thing a young person can do is team up with an experienced agent or join a team – you will learn so much by working alongside a seasoned pro, and you can earn a living at the same time.

What has made the real estate industry so special for you?

Real estate is an emotional commodity, and it’s unique because the human-centric approach will always be a key component – no matter how much AI may reshape our world and industry. It is an industry focused on helping people achieve their goals and dreams – what’s not to love about that?•

“We stress human connection over shiny tech products – although great tech is absolutely crucial to help busy agents stay organized and get deals done. We care about each other, and we care about our clients –and we go above and beyond for them.”

“We launched a new internal dashboard, BHSOne, which allows agents to track all their marketing, listings, and communications in one central space. We partnered with Cloze, an AI-enabled CRM that helps keep agents on top of daily tasks. We also now offer home staging solutions and access to bridge loans through outside vendors.”

Transforming Healthcare

EDITORS’ NOTE Dr. Brian Donley was named Executive Vice President and Chief Operating Officer of NewYork-Presbyterian effective January 9, 2023. He joins from Cleveland Clinic, where he most recently served as chief executive officer of Cleveland Clinic London. Donley has extensive expertise in clinical medicine and hospital operations. He joined Cleveland Clinic as an orthopedic surgeon in 1996, and held numerous leadership positions within the health system, including Chief of the Clinical Enterprise. Previously, he served as President of the Cleveland Clinic regional hospitals and family health centers and as Vice Chair of the Department of Orthopaedic Surgery. In his most recent position as CEO of Cleveland Clinic London, Donley led the development and opening of Cleveland Clinic’s first hospital in Europe. He served as a professor of surgery at the Cleveland Clinic Lerner College of Medicine and fellow of the Royal College of Surgeons, England. Donley attended the University of Notre Dame, graduating Phi Beta Kappa. He graduated with distinction from the University of Michigan Medical School and completed his residency in orthopedic surgery at the University of Michigan. He also attended Harvard Business School, completing the Advanced Management Program.

INSTITUTION BRIEF Located in New York City, NewYork-Presbyterian (NYP.org) is affiliated with two of the nation’s leading medical colleges, Weill Cornell Medicine and Columbia University Vagelos College of Physicians and Surgeons. NewYork-Presbyterian provides stateof-the-art inpatient, ambulatory, and preventive care in all areas of medicine, and is committed to excellence in patient care, education, research, and community service at ten hospital campuses: NewYork-Presbyterian/Weill Cornell Medical Center, NewYork-Presbyterian/Columbia University Irving Medical Center, NewYorkPresbyterian Morgan Stanley Children’s Hospital, NewYork-Presbyterian Allen Hospital, NewYorkPresbyterian Westchester Behavioral Health Center, NewYork-Presbyterian Lower Manhattan Hospital, NewYork-Presbyterian Westchester in Bronxville, NewYork-Presbyterian Brooklyn Methodist Hospital, NewYork-Presbyterian Hudson Valley Hospital, and NewYork-Presbyterian Queens.

What excited you about the opportunity to join NewYork-Presbyterian and made you feel it was the right fit?

Prior to my new role as COO of NewYork-Presbyterian, I had a wonderful experience as CEO of Cleveland Clinic London where I worked with an incredible team to build a 184-bed hospital from scratch in central London through the pandemic. I learned many lessons from this experience and once the hospital was successfully opened and running, it was time to think about my next chapter.

I knew my family and I were ready to come back to the United States, and I wanted to join a team with values similar to mine and with a commitment to excellence. It was also very important to have the opportunity to maximize my impact for patients and for healthcare workers. NewYork-Presbyterian is second to none in being that ideal place. In my first nine months, I am even more assured of my decision as I support one of the nation’s leading academic healthcare systems committed to caring for one of the best and most diverse populations in the world.

How valuable has your experience as an orthopedic surgeon and your time working in administration been for you in this new position?

I’m very thankful to have experienced the best of both worlds. As an academic orthopedic surgeon, commitment, dedication, and passion along with surgical expertise are essential, but a compassionate approach to patient care is critical. All medical providers must listen to patients and their loved ones to deliver the most important thing we can provide in healthcare to our patients, which is empathy. Both as a surgeon and a physician leader, successfully managing and leading teams is an essential skill set in my role. In addition, the many lessons learned from my progressive experiences as Department Vice Chair, Hospital President, and Chief of Clinical Operations for Cleveland Clinic in North America, prior to my role in London, are extremely valuable in this new position.

Whether during my time as a surgeon or as an administrator, I have also leaned into leading with authenticity to instill confidence; promoting a flexible outlook to exploring a variety of solutions to a challenge; maintaining a sense of

Brian Donley

An Interview with Brian Donley, MD, Executive Vice President and Chief Operating Officer, NewYork-Presbyterian

realism for what’s possible; and a mindset of continuous learning.

Regardless of the role, I have always connected my experience and outlook to a premise that Aristotle was known for: People want two things; they want meaning and purpose in life, and opportunities to learn and grow.

How do you define the role of Chief Operating Officer, and how will you focus your efforts in the role?

In the role as Chief Operating Officer, I am ultimately responsible for directing the strategy and operations of NewYork-Presbyterian. As mentioned, I was eager to work for an institution committed to excellence for its patients and an organization that navigates complexity on a regular basis. It has been a fascinating and rewarding experience since I joined in January; not only based on the size of our system, but also because NewYork-Presbyterian is affiliated with two renowned medical schools – Weill Cornell Medicine and Columbia University Vagelos College of Physicians and Surgeons. With these world-class partners, we are uniquely positioned to find solutions and mobilize teams to lead the nation in medical education, groundbreaking research, and innovative, patient-centered clinical care.

How we care for our patient population to live healthy lives is a top priority for me. That said, caring for our workforce is also an equal top priority for me. The two are, of course, connected. Our staff, regardless of role, must have holistic support and a sense of belonging to a strong and positive culture. Their resiliency is important, so that they can use their energy to provide our patients with the best possible care.

I am focused on enhancing our patientcentered culture, bringing our strategic vision to life, and guiding teams with empathy as we prioritize culture, quality, patient experience, and innovation.

Will you discuss NewYork-Presbyterian’s patient-centered strategic vision across the enterprise?

Implementing our strategic vision is an initiative that has been very important to me since I joined the NewYork-Presbyterian team, and I value the opportunity to drive towards our north star. The patient is at the center of everything we do when our talented, integrated workforce provides world-class care from the everyday to the extraordinary. From exceptional patient-first care to groundbreaking medical advancements, NewYorkPresbyterian is committed to transforming healthcare for the betterment of all communities to create a healthier tomorrow for all.

What do you feel have been the keys to NewYork-Presbyterian’s strength and leadership in the industry?

I was attracted to NewYork-Presbyterian because it is a world-class institution with incredible talent and leadership in education, research, innovation, clinical care, and patient experience. We are the only health system in the United States to have two academic medical school partners and this provides such a distinct advantage for the amazing care we’re able to provide.

Notably, our work in health equity continues to advance since we launched the Dalio Center for Health Justice in October 2020 to ensure every single person can expect and have equal access to a single standard of equitable care by better understanding and addressing the social determinants of health. I am also very proud of the work we do in mental health, from children to adults, a growing need exacerbated by the events of the past few years. We are committed to leveraging our resources to be an agent of change to address the root cause of the growing challenges with mental health. Ultimately, the key to NewYorkPresbyterian is its culture that is centered on a rock-solid value system starting with our CEO.

How important is it for NewYorkPresbyterian to build a diverse and inclusive workforce?

The reach of NewYork-Presbyterian is notable – our network includes 10 hospitals, more than 200 primary and specialty care clinics and medical practices, along with our comprehensive suite of telehealth services across the Greater New York area. This means that we reach and treat communities of all races, genders, ethnicities, cultures, ages, and sexual orientations. In order to provide the best possible care, our workforce must equally reflect this diversity and we must foster a community of belonging.

We are steadfast in our commitment to diverse hiring so our workforce represents the communities we serve, maintaining a diverse pipeline of candidates, standardizing all job application processes, and importantly, reskilling and upskilling our current workforce so they can continue to build long-term careers with NewYork-Presbyterian and pursue opportunities to learn and grow across this incredible health system.

What do you see as NewYork-Presbyterian’s responsibility to be engaged in the communities it serves?

With 10 campuses across New York City’s five boroughs, Westchester, and the Hudson Valley, combined with a telehealth program that was implemented long before COVID-19 impacted the state, we’ve made a concerted effort to make sure people know they have plenty of options to access care when, where, and how they need it through a seamless system that prioritizes patients first. Not only do patients expect personalized care, but they also expect care that is convenient and easily accessible.

NewYork-Presbyterian partners with community-based hospital and academic organizations to positively impact the health and well-being of children, adolescents, and adults through innovative population health initiatives, care provider training experiences, scholarships, and research. Our partnerships with community-based organizations and health and human services agencies support initiatives that empower individuals and families to promote health and wellness; better navigate local systems of care, and local resources; improve school readiness and academic achievement; and ultimately improve quality of life. Together with like-minded community-based organizations, we are striving to improve the overall health of the communities we serve.

What advice do you offer to young people interested in pursuing a career in medicine?

For today’s generation interested in pursuing a career in medicine, I cannot overstate how fulfilling this path is from both a professional and personal perspective. It is the greatest privilege to have the opportunity, in our one shared humanity, to help others at their greatest time of need. The impact you can have on someone’s life is remarkable. However, it’s hard work and you have to be committed, driven, passionate, curious, humble, and most importantly – empathetic. What differentiates great from good is empathy, whether it’s holding someone’s hand, offering a kind word, listening to understand, or providing a smile.•

NewYork-Presbyterian/Columbia University Irving Medical Center

The Transformative Power of Higher Education

EDITORS’ NOTE Maurie McInnis is the sixth president of Stony Brook University. Appointed in July 2020, McInnis also oversees Stony Brook Medicine, Long Island’s premier academic medical center. She is a key player in furthering economic development on Long Island and in Stony Brook’s role as part of the management team of nearby Brookhaven National Laboratory, a U.S. Department of Energy facility. A renowned cultural historian and author, McInnis’ academic scholarship has focused on race, slavery, and power in the 19th century American South. Before coming to Stony Brook, she served four years as executive vice president and provost at the University of Texas at Austin and spent nearly 20 years at the University of Virginia in various academic and administrative appointments. McInnis earned a BA degree in art history from the University of Virginia and a PhD in the history of art from Yale University.

UNIVERSITY BRIEF Stony Brook (stonybrook.edu), one of America’s most dynamic public universities, is New York’s flagship university and #1 public university. Stony Brook is part of the State University of New York (SUNY) system, a center of academic excellence and an internationally recognized research institution that offers all students a world-class education.

What interested you in the opportunity to lead Stony Brook University and made you feel it was the right fit?

Long before I joined Stony Brook University, I was familiar with its strengths in research and healthcare. And well beyond New York State, Stony Brook had a reputation for delivering a world-class, affordable education to a diverse student population, many who are the first in their families to attend college. I wanted to be a part of a university community where equity and excellence were deeply ingrained in its culture, which was evident in Stony Brook’s consistent rankings as a national leader for elevating the social mobility of its graduates.

The last decade has presented higher education with an important opportunity to be a driver of equity. When I was offered the opportunity to lead Stony Brook University, an organization with

a purposeful, actionable path forward for student success to graduation and beyond, I was deeply motivated and incredibly excited. Since my arrival in 2020, I have witnessed a university that works across disciplines to build a vibrant future for its entire community. Stony Brook continues every day to redefine itself with innovation, knowledge, justice, and equity at the core of its mission. It is a university simultaneously dedicated to the success of its diverse student body and to making the world a better place through innovative research.

My strongest first impressions were of the commitment everyone associated with Stony Brook has to this institution. Among faculty, staff, healthcare workers, students, and alumni there was and continues to be an overwhelmingly strong passion that speaks volumes to the role Stony Brook plays in the communities it serves.

How do you define the role of a public university president and what are the keys to being effective in the role?

The primary role of a public university president is building support for and advancing the institution’s mission with its constituencies across campus as well as the external diverse publics it serves. Public higher education has a responsibility to be a driver of equity for all students from all backgrounds, and this is particularly true at a public research university like Stony Brook, which is consistently ranked high for elevating the social mobility of its graduates and their families. Stony Brook is also focused on innovative research and serving as a powerful engine for economic development, technological innovation, clinical care and cultural enrichment on Long Island.

The pandemic era has certainly revealed to the world just how much we have and will continue to rely on the curiosity-driven research of public universities to answer society’s call in times of crisis. Stony Brook has always understood that innovating with purpose drives positive change. We are passionate about our role in the community; our mission is to engage in the work that will benefit Stony Brook, Long Island, New York, and beyond, and we take that very seriously.

Maurie McInnis

An Interview with Maurie McInnis, President, Stony Brook University

Maurie McInnis with the Stony Brook Women’s Basketball team

It is a priority to be a good neighbor in the communities we serve and a responsible steward of state resources. For Stony Brook, doing so requires relationship building and partnerships at the local, state and national levels, including close collaboration with SUNY Chancellor John King and our legislative leaders to support their priorities for New York State.

Earlier this year, Stony Brook received a historic $500 million endowment gift from the Simons Foundation, a private philanthropy working to advance the frontiers of research in mathematics and the basic sciences, along with Simons Foundation International. New York State will match the first $200 million of the Simons Foundation gift with an additional $100 million for Stony Brook’s endowment. The state endowment match illustrates the power of university-community partnerships at the state level and also shows the importance of donor relationships that support our progress forward as New York’s flagship for the future.

How important is it for Stony Brook University to build a diverse and inclusive student population?

In 2023, we face a challenging world of deeply entrenched inequities that disproportionately impact marginalized groups, including a climate emergency, health disparities, extreme housing and food insecurity, the fraying of democratic norms, and a long-overdue racial reckoning. And in higher education nationally, there remain stark disparities in degree attainment and employment outcomes between historically advantaged groups and historically disadvantaged groups, particularly students from lower-income families and underrepresented racial and ethnic populations. Despite higher education’s capacity to be the most powerful pathway for socioeconomic mobility, not all Americans have equal access to it.

Recently, I participated in a panel on the Boyer 2030 Commission Report, “The Equity/ Excellence Imperative: A 2030 Blueprint for Undergraduate Education at U.S. Research Universities.” University leaders from across the country discussed strategies for nurturing equity within our respective institutions, returning to the fact that equity and excellence are mutually dependent. The report notes that for a research institution to reach its highest levels of excellence, it must nurture diverse perspectives and equitable practices that empower underrepresented students to help shape our collective

future. For an institution to be truly equitable, the education it offers must be excellent and competitive. To quote from the report, “excellence without equity (privilege reproducing privilege) is not true excellence, and equity (mere access) without excellence is unfulfilled promise.”

I am proud that Stony Brook University embraces this imperative. We remain one of the top schools in the nation for promoting socioeconomic mobility and must continue to be laser-focused on fostering equity and diversity within our world-class programs.

Stony Brook University’s mission, vision and very essence are built on the principles of providing equal access to a world-class education in a caring environment. They frame our efforts to promote diversity, inclusion, and equity as central to what it means to provide high-quality, comprehensive education, research, leadership, and healthcare. This is how we look to celebrate diversity and position the University in the global community.

What was your vision for creating the Stony Brook Simons STEM Scholars Program?

The Simons STEM Scholars Program is one of many partnerships that we have established with the Simons Foundation and supports exceedingly high-achieving high school graduates to reach their potential, bringing a new, much-needed diverse perspective to science and innovation. Our inaugural cohort of Scholars arrived this summer, and I had the honor of spending time with them recently. We talked about their role in helping solve the most challenging issues of our time and Stony Brook’s commitment to them as they prepare to be the next generation of researchers and experts who will innovate with purpose, integrity, breadth of perspective, and diversity of experience.

Maurie McInnis at the announcement of The New York Climate Exchange on New York’s Governors Island

Maurie McInnis with Simons STEM Scholars students

Funded by a $56.6 million donation from the Simons Foundation and Simons Foundation International, the Simons STEM Scholars Program will provide four years of scholarship covering all education costs; on-campus housing; academic, career, peer and faculty mentoring; internship and research opportunities; alumni support and outreach; and stipends to cover program-related travel and study abroad opportunities.

Approximately 800 students applied to participate in the program and 29 were selected. Future Simons STEM Scholars will be inducted in groups of 50, but the inaugural class was condensed to 29 to better pilot the program. The number and quality of applicants we received in this inaugural year reinforces the positive impact this program will have on the science and math communities. The selected scholars’ SAT scores represent the top one percent in the nation. Roughly 90 percent of the selected students are New York residents. Life science and engineering are the most popular majors among the group, with other students opting for social science, applied sciences, or math and physics.

From volunteering at hospitals to tutoring and mentoring younger students, the inaugural Simons STEM Scholars also share a commitment to service that sets them apart in the academic sphere and beyond. We are grateful to the Simons Foundation for its vision and partnership in making the Simons STEM Scholars Program a reality.

Will you discuss the President’s Innovation and Excellence Fund that you launched in 2021?

The $75 million Presidential Innovation and Excellence (PIE) Fund is fully supported by philanthropic gifts to enhance Stony Brook’s externally funded research. Our partners believe as wholeheartedly as I do that Stony Brook is an institution that can develop innovative solutions to the world’s most critical challenges. PIE funds were instrumental in supporting our winning bid as we were selected as the anchor institution to develop the New York Climate Exchange on Governors Island, reimagining it as a global hub for climate science research and innovation. The PIE Fund supported recruitment of world-renowned faculty, including Nobel Prizewinning physicist Barry Barish and Ivet Bahar, our director and chair of the Laufer Center for Physical and Quantitative Biology. PIE funds also enabled collaborative work between Stony Brook University and neighboring Brookhaven National Laboratory, a U.S. Department of Energy facility.

PIE Fund investments are supporting our faculty’s leadership in several of Stony Brook’s areas of strength, such as climate science, clean energy, and quantum information science

technology. In April 2023, we announced a $10 million investment in PIE Fund monies to transform the care of the aging in Suffolk County and across Long Island by creating the Stony Brook Center For Healthy Aging (CHA), a hub of basic, translational, and clinical research. As Baby Boomers age, the number of older people is rapidly increasing, and the opportunities to discover advances in health, well-being and quality of life for this population is a critical unmet need that the CHA will address, both here on Long Island and beyond.

You also oversee Stony Brook Medicine. Will you provide an overview of Stony Brook Medicine and how you define its mission?

Stony Brook Medicine (SBM) is the leading provider of high-quality healthcare for communities throughout Long Island. SBM integrates and elevates all of Stony Brook University’s health-related initiatives: education, research and patient care. It includes our Health Sciences schools: the Renaissance School of Medicine, the School of Dental Medicine, the School of Health Professions, the School of Nursing and the School of Social Welfare – and the Program in Public Health.

The award-winning patient care we provide comes from Stony Brook University Hospital, Stony Brook Children’s Hospital, Stony Brook Southampton Hospital, Stony Brook Eastern Long Island Hospital, Long Island State Veterans Home, and more than 200 community-based healthcare settings throughout Suffolk County.

SBM’s mission is to provide world-class, compassionate care to our patients, advance our understanding of the origins of human health and disease, and educate the healthcare professionals and biomedical investigators of the future so they can bring the fruits of scientific discovery to our patients.

We integrate the values of integrity, compassion, accountability, respect and excellence in all we do: whether it is through how we educate our students or how we administer treatment to our patients.

What do you see as the keys to effective leadership and how do you describe your management style?

One of the most essential roles of an effective leader is growing and nurturing an outstanding leadership team. Once we’ve recruited great talent to join our university to build a diverse team – diverse across many dimensions – effective leadership requires investment in the professional development and growth of members of the team. Modeling this behavior is certainly important for a university president.

I am a strong believer in being transparent and inclusive; listening, learning, engaging, and collaborating. Leading an institution as big and complex as Stony Brook University requires many different individuals working together as one cohesive unit. I like to work by building a team made up of diverse talent and people who have varying viewpoints to share and areas of expertise very different from mine. For me, it’s all about building relationships and listening to many different perspectives on an issue. And I am thrilled to be at an institution that is built on and values respect for diversity and a desire to be inclusive.

Did you always know that you wanted to pursue a career in education?

My great-grandparents were teachers in a two-room schoolhouse in rural Frostproof, Florida. My grandfather was a teacher and principal, and my parents were both college professors. So as a fourth-generation educator, perhaps you could say I am just continuing in the family business.

Yet, education as my life’s work was not originally part of my master plan. My initial life plan was to become a physician. However, halfway through college, I abandoned that goal to major in art history. I often attribute this transformation to the profundity and the serendipity of a multidisciplinary undergraduate experience: the discovery of a new passion through exploration.

For me, that decision was life changing. In fact, I doubt I would be here today as president of Stony Brook without it.

This summer, I was talking with the students in our inaugural class of Simon STEM Scholars. I encouraged them to embrace the unknown and be open to serendipity, to those unexpected opportunities that initially feel like diversions from the path forward. These discoveries can lead to something unimaginably better and brighter. I am living proof of this. •

Maurie McInnis speaking at Stony Brook University

Communications at a Higher Level

EDITORS’ NOTE Robert Dilenschneider is the founder of The Dilenschneider Group, a world-recognized communications firm headquartered in New York, with offices in Chicago and Miami. Prior to forming his own firm, Dilenschneider served as President and Chief Executive Officer of Hill & Knowlton, Inc. from 1986 to 1991, tripling that firm’s revenues to nearly $200 million and delivering more than $30 million in profit. He was with that organization for nearly 25 years. Dilenschneider is frequently called upon by the media to provide commentary and strategic public relations insights on major news stories. He has counseled major corporations, professional groups, trade associations and educational institutions, and has assisted clients in dealings with regulatory agencies, labor unions, consumer groups and minorities, among others. He is the author of 18 books, most recently The Ultimate Guide to Power & Influence, published by Matt Holt Books.

FIRM BRIEF The Dilenschneider Group (dilenschneider.com) provides a limited and select few access to the finest communications professionals in the world, with experience in fields ranging from mergers and acquisitions and crisis communications to marketing, government affairs and international media.

Will you highlight the history of The Dilenschneider Group?

The Dilenschneider Group was founded in 1991. The goal was to provide companies, foundations, business leaders, and high-networth individuals a higher level of communications counsel and implementation. I founded the firm with a former senior vice president at Hill & Knowlton, Kate Connelly, who was one of the smartest people I have every met in the business. I couldn’t have done it without her, although she unfortunately passed away at a young age in 1998.

Having run the largest public relations firm in the world at Hill & Knowlton, I knew that despite many incredible capabilities and people, there was an opportunity for a different kind of business model. We are not and don’t want to be all things to all people.

Our business proposition is actually quite simple. We are a group of senior communications professionals who do the actual work on your business versus delegating it to junior people. The model combines extremely low overhead versus larger firms combined with senior counselors who have years of experience across various disciplines that enable them to provide a level of expertise and judgement to C-suite and senior business leaders. We then implement communications strategies based on experience in virtually every kind of communications activity.

Will you provide an overview of the firm’s services and capabilities?

Our most important capability is that based on the years of experience by our counselors and advisors, we develop overall strategies to achieve a company’s or an individual’s business objectives. This can take a variety of forms:

• CEO and board support around corporate strategy, governance, and issues management.

• Executive communications, including speeches, articles, and opinion pieces for leading business forums published in leading media.

• Crisis-management support for individuals, public entities, and private companies.

• Investor relations strategy and support.

• Networking and outreach to leading business groups, opinion leaders, government, and the top editors of major media.

• Government relations support.

We also have an advisory board of senior consultants who have served in the highest level of government, business, and academia who support our principals.

What have been the keys to The Dilenschneider Group’s ability to stay relevant for more than three decades?

At the end of the day, it all comes down to our experience, judgement, and networks that give us peerage to counsel at the highest level of business.

Frankly, a lot of corporate communications departments and communications firms and their staffs do a fine job of the day-to-day work that has to be done, whether dealing with the media, managing trade shows, arranging speaking opportunities, writing speeches, etc. But what business leaders are looking for is

something more – a strategic vision to their communications that provides fresh thinking and ideas, whatever their business or corporate objectives.

But it is more than that. It is also execution –the ability to link those ideas and the corporate leaders to the organizations, individuals and media that will truly make a difference.

I would also have to say that my executive assistant, Joan Avagliano, has been instrumental in our client relationships. She’s actually the one that makes the trains run on time.

Will you provide examples of the firm’s work?

Sure, we have:

• Helped a number of Fortune 500 companies participate in the World Economic Forum in Davos.

• Arranged a briefing to The Wall Street Journal editorial board for a cutting-edge energy company.

• Provided communications support to a recognized brand as it worked through a Chapter 11 restructuring.

• Supported one of the world’s leading restaurant chains when the first case of Mad Cow Disease was uncovered in the U.S.

• Provided regular counsel regarding quarterly earnings for Fortune 100 companies, something we still are doing.

• Supported the spinoff of one of the world’s leading IT companies.

The firm also has a major focus on research and thought leadership. Will you discuss this effort?

From the beginning of the firm, we have regularly provided clients and friends with extensive trend reports, analyzing national and international trends to help them understand the dynamics of the major issues of the day. Ideally, they also help companies look around the corner to potential areas of opportunity, and also concern. Companies and their leaders want to look smart and be on top of the changes rapidly taking place in our economy and society, so a critical role we play is developing the intellectual capital that positions them as thought leaders, not only in their fields, but for society at large.

Let me give you an example. Very early on, we realized that American society has developed a huge problem with civility. We created a lecture series on civility at the Ferguson Library in Stamford, Connecticut, “Civility in America,”

Robert L. Dilenschneider

An Interview with Robert L. Dilenschneider, Founder, The Dilenschneider Group, Inc.

that also gets significant media exposure. Speakers have included General David Petraeus; Dr. Richard Haass, president of the Council on Foreign Relations; Indra Nooyi, former chairman and CEO of PepsiCo; CBS News’ Scott Pelley; Historian David Brinkley; and Jazz Musician Winston Marsalis. The lectures are also available online and, for those unable to attend or listen in, we created a booklet on civility and mailed it to literally thousands.

We also recently published a new edition of The Public Relations Handbook that touches on all the disciplines of the business:

• Crisis communications

• Dealing with the media

• Government relations

• Investor relations

• Community relations

• Polling and using words that work

• Social media

You recently published The Ultimate Guide to Power & Influence. What are the key messages in the book?

The book explains how technology and globalization have revolutionized the ways to both build and keep success – and tells readers that to accomplish your goals, you must not only gain power, but also apply it with proper wisdom.

Drawing from current-day lessons and the wisdom of hundreds of drivers of change in all fields of business, it provides anecdotes and insights on a wide range of keys to success, including how to seize opportunity amid crisis, manage your network, communicate effectively, and take full advantage of social media to bolster your image.

What types of careers are available in communications, and what do you tell young people about opportunities in the industry?

The opportunities are really unlimited. While traditional media, including newspapers and network TV, have faced major declines in the past decade, there has never been a greater need for communications. There’s cable, blogs, and podcasts. There’s social media – Facebook, Twitter, Reddit, Instagram, LinkedIn, TikTok, YouTube, Tumbler, Snapchat, on and on, including thousands of influencers that post on these sites. More than 80 percent of Americans are on at least one social media platform.

There are online news outlets – The Daily Beast, Politico, Vox, Yahoo Finance, and MSN. com. But also don’t forget the traditional media, like The New York Times, The Washington Post, and The Wall Street Journal, which are some of the most visited websites with content far beyond their print editions. There is also broadcast media like FOX, CNN, and the major networks, all of which have highly visited websites.

What skills do young people need to succeed in the business today?

For a young person, the most important skill is to be a good writer. Successful communications really start there. Of course, social media skills are extremely important today. While media relations in the early days sometimes involved sending out press releases wrapped around Scotch bottles, the good news is that today’s younger workers already have very sophisticated knowledge and are savvy about the online world and social media.

What type of training would you recommend for those wanting to enter the field?

While many colleges and universities have courses on public relations, the skill really comes with the doing. There are many points of entry:

• Communications and marketing agencies are constantly looking for young talent, including interns. Working for an agency gives you exposure to a wide range of business communications and challenges.

• While you probably aren’t going to get hired by The New York Times right out of college, trade publications are a great entry point into the business and will give you specific domain knowledge that can advance your career. Many of the reporters at the top media or top corporate communications firms began their careers in trade publications.

• If government relations is of interest to you, volunteer for a political campaign to understand not only the logistical nuts and bolts of campaigns, but more importantly messaging, community outreach, and media relations.

At the end of the day, it is really the handson experience across a variety of business situations and challenges that eventually will give you the skills, experience and judgment to counsel and perform at the highest levels of business.

What are your priorities for The Dilenschneider Group as you look to the future?

What business leaders want is a higher level of communications counsel, creativity, execution, and exposure to networks and contacts not available elsewhere. We continue to strive to provide it.•

“Our business proposition is actually quite simple. We are a group of senior communications professionals who do the actual work on your business versus delegating it to junior people.”

“The book explains how technology and globalization have revolutionized the ways to both build and keep success – and tells readers that to accomplish your goals, you must not only gain power, but also apply it with proper wisdom.”

The People Business

EDITORS’ NOTE Frank Salzano’s legal practice focuses primarily on the entertainment and sports industry, representing clients in connection with both transactional and civil litigation matters. Prior to going into private practice, Salzano was one of the founding members of Dewey & LeBoeuf, LLP’s Entertainment, Media, and Sports Practice Group, which was founded in 2007. Salzano has successfully negotiated contracts for and handled civil litigation matters on behalf of iconic talent, and has counseled startup production and media companies. He is also a certified NFL contract advisor. Prior to joining Dewey & LeBoeuf, Salzano was an associate with a boutique entertainment law firm where he handled a wide variety of transactional and litigation matters ranging from contractual matters to copyright and trademark for various entertainment clients. Before joining the boutique firm, he was a litigation associate at the international law firm of Jones Day where he represented Fortune 500 corporate clients in commercial transactions, intellectual property and securities matters. Over the past decade, he has amassed a strong network of accomplished individuals in the entertainment, media, and sports industries. He has close relationships with numerous executives, talent managers, agents, artists, and wealth managers as well as attorneys that practice in the sports and entertainment field. Salzano earned a BA degree from the College of New Jersey and his JD from Boston University School of Law.

With 25 years of experience, Arthur Ettinger is widely known as one of the most effective divorce and family law practitioners in the New York metropolitan area. Ettinger advises clients in all aspects of matrimonial and family law, including complex financial and custody issues. He is also a certified MLB agent, advising players in contract negotiations and representing athletes in various legal matters. Prior to forming SELW with his long-time friends and colleagues, Ettinger was the Chair of the Matrimonial and Family Law Department of Greenspoon Marder’s New York office. Ettinger is the author of the Lexis/Nexis practice guide titled, New York Matrimonial Actions. He has consistently been recognized as a leading family law attorney by his peers in Best Lawyers in America and

Super Lawyers and has been recognized as a “Trailblazer” in family law by The National Law Journal . Realizing that there was a lack of content for individuals either going through or contemplating divorce, in 2020 Ettinger launched the podcast titled “Close To The Vest,” focused on relationship and divorce related issues. Ettinger earned a BA degree from the University of Vermont and his JD from New York Law School.

FIRM BRIEF Salzano Ettinger Lampert & Wilson LLP (selwlaw.com) is a dynamic, fullservice boutique law firm that represents individuals and companies in a wide array of legal services ranging from transactional matters, civil disputes, family law issues, as well as defending select individuals in criminal matters. The intersection of these practice areas is born out of the diverse legal needs of the firm’s clients which is comprised almost entirely of high-net-worth individuals including entertainers, entrepreneurs, celebrities, and athletes – as well as the companies owned by these clients. Individuals, especially those in the public arena, have an opportunity to commercialize their intellectual property and core businesses, but also need to vigorously protect their personal and business interests. This requires savvy legal counsel who can navigate the courtroom as well as the boardroom. The firm’s lawyers have successfully done so with decades of combined legal experience.

Will you provide an overview of Salzano Ettinger Lampert & Wilson and highlight the firm’s practice areas?

Salzano : While we certainly do not pretend to be able to service every legal

requirement a client may encounter, the following practice areas cover a lot of our clients’ legal needs:

Sports and Entertainment: SELW routinely represents individual talent (musicians, actors, media personalities, and social influencers), content creators (writers, authors, directors, and producers) and athletes in connection with their careers. This includes negotiating talent agreements, licenses in connection with the content, and deals with the athlete’s club or team.

Matrimonial and Family Law: Our Matrimonial & Family Law Group has extensive experience representing individuals in high-net-worth matrimonial and family law matters, including divorce, property distribution, child custody, spousal and child support, and matrimonial agreements including, but not limited to, pre-nuptial agreements, post-nuptial agreements, cohabitation and domestic partnership agreements, and comprehensive settlement agreements.

Civil Litigation/Alternative Dispute Resolution: The firm is adept in assisting clients in all facets of civil litigation and alternative dispute resolution which means we routinely find ourselves in state and federal court, mediation and arbitration. Our core areas of focus are on commercial disputes, intellectual property issues (infringements of copyright and trademarks), as well as torts such as defamation cases and other forms of torts such as fraud and misrepresentation.

Criminal Defense: SELW handles select criminal matters that may arise in either the state or federal court systems. The firm’s representations often begin at an early stage when a client is a target or person of interest right through trials, and appeals when necessary.

Corporate & Finance: SELW’s clientele varies from investors, creators, entrepreneurs, executives, and financial institutions. Representation of said individuals can vary from loan agreements to mergers and acquisitions to corporate restructuring and governance.

Intellectual Property: The firm’s clients demand that their intellectual property (trademarks, copyrights) are not only protected, but also commercialized at the highest level. The firm works closely with clients from the early stages of evaluation, formation and registration right to enforcement and licensing phases.

Frank Salzano

An Interview with Frank Salzano and Arthur D. Ettinger of Salzano Ettinger Lampert & Wilson LLP (SELW)

Arthur D. Ettinger

How do you describe SELW’s culture and values?

Salzano : Our culture and values are straightforward – client’s interests before your own. Be a zealous advocate, but also counsel the client when appropriate. Lastly, ensure that there is “value-add” in our representation, i.e. the fees incurred are outweighed by the level of service given. In short, overperform.

Ettinger : SELW’s culture is simple. Not only do we cater to our clients, but we cater to our team that services those clients. We strive to provide top-notch legal service, while also striking a healthy work/life balance. While we have a brand new, state-of-the-art office in the Bryant Park area of Manhattan, our lawyers, many of which are spread out throughout the country, are not required to be in the office every day. Many firms are now mandating that employees return to the traditional in-person five-day work week. We believe that this cookie-cutter approach is outdated. In this post-COVID era, we acknowledge that our team of lawyers can often be more efficient and productive working in a hybrid setting. A significant part of our practice is representing individuals and families, which requires pivoting and readjusting strategies when appropriate. SELW appreciates and understands that this type of thinking holds true for our team, as well as the clients we represent.

AT SELW, we also place a strong emphasis on giving back to the community through both charitable endeavors and regularly providing pro bono representation. We also greatly value supporting our junior attorneys, encouraging them to build their professional networks by accepting smaller matters so they can gain hands-on experience and confidence as they continue to develop and grow.

What has made the firm so successful at building long-lasting client relationships and client loyalty?

Ettinger : There are many factors that determine and help to build client loyalty. We take pride in being in the “people business.” Building a long-lasting and genuine relationship with our clients takes priority over our fees. The lawyers at SELW also understand that helping our clients is not a 9 to 5 job. The reality is problems arise at all hours and on weekends and holidays. The lawyers at SELW are all reachable by cell any time of day. This level of service does not get lost on our clientele. And certainly, our success at achieving positive outcomes has helped us build long-term relationships with our clients.

How critical has it been for Salzano Ettinger Lampert & Wilson to build its team, and will you highlight the talent at the firm?

Salzano : Our partnership is truly only as good as our supporting team. Every SELW team member brings unique qualities and strengths to the firm. Here are some examples:

Jason Lampert has over a decade of experience working on high profile and highly publicized civil and criminal matters; Samuel Wilson is a partner of the firm and oversees SEWL’s transactional practice group; BriAnne Copp is a highly seasoned litigator who taps into her experience from Big Law in a wide range of substantive areas of law, including commercial litigation, contract, bankruptcy and partnership disputes, to best serve our clients; Nicky Rooz has a unique and multi-faceted perspective and approach to her practice, having first clerked for a New York Supreme Court Judge prior to entering private practice as a litigator focusing exclusively on family and matrimonial law matters; Diane Steiner is of counsel in the Matrimonial & Family Law practice group at SELW, where she handles all aspects of family law, including custody, paternity, divorce, separation, and litigation, as well as drafting pre- and post-marital agreements; Brooke Weinberg is a transactional lawyer who practices at the intersection of entertainment law with a focus on music and the arts, and corporate law; Brady Williamson’s areas of practice are wide-ranging, typically focusing on the specific needs of the firm’s sports and entertainment clients; Efthimios Parasidis is an experienced litigator and legal consultant who works closely with entrepreneurs and start-up companies with a focus on corporate and intellectual property matters; Asanka Parthiraja has a decade of legal experience focused primarily on complex corporate transactions.

Will you discuss SELW’s commitment to pro bono work?

Salzano : Our commitment to pro bono is a centerpiece to the firm’s initiatives. All of the lawyers at SELW have committed substantial time to pro bono representation. The entertainment team regularly volunteers its time to assist in matters ranging from “starving” artists that need legal protection before they experience commercial success, to overturning wrongful convictions. Each partner is committed to giving back in some way.

Ettinger : Throughout my legal career, I have always been committed to providing pro bono services to those without access to the services and protections that attorneys provide because they are unable to afford legal representation. This is no different at SELW. Each and every member of our family law group regularly gives time to the profession as volunteer pro bono attorneys. As a volunteer family law attorney for the Women’s Bar Association, I am often appointed as pro bono counsel by judges in New York to represent indigent litigants in custody and divorce matters. In addition to being Counsel at SELW, Diane Steiner is a volunteer attorney for Sanctuary For Families, assisting domestic violence victims in family law related matters. In addition to providing pro bono counsel, Nicky Rooz also regularly serves as appointed “18b” counsel in domestic disputes in Family Court, providing free legal services to families, including

children. She was recognized for her pro bono work by the New York Unified Court System Office for Justice Initiatives in 2020.

What has made the relationship between the partners at the firm work so well?

Salzano : I think the most compelling factor is that we would all be friends even if we were not law partners.

Ettinger : This is easy. We like what we do, and we like each other. We have all worked at bigger shops and have seen how other firms operate. We’ve all learned what works and what doesn’t. Building on that, we respect one another. We may not agree on every single issue, yet we value each other’s opinions and appreciate that everyone brings a different perspective to the table. In the end, for a firm to succeed, egos need to be pushed aside and the lawyers need to prioritize the firm as a whole. The partners at SELW all share that same vision.

Did you know that you had an entrepreneurial spirit and desire to build your own firm?

Salzano : Each law partner is different in terms of what drives their entrepreneurial spirit – for me, as cliché as it is, it has always been about the journey. Building your own firm comes with a lot of ups and downs, but it truly is a journey that can go as far and as high as you decide to take it. That excites me.

Ettinger: I have never envisioned simply working for someone else my entire career. While I had great experiences as an “employee” within a firm, my desire has always been to build a successful firm with people I enjoy working with. What we do is not easy. It can be very stressful, especially as a family law attorney representing individuals in some of their most difficult moments. However, the true reward for me is not only achieving great results, but also providing high quality representation alongside people I care about and consider family.

What advice do you offer to young people interested in a career in law?

Salzano : Simple. Build relationships as soon as you can. The practice of law is very much a microcosm for life – who you know is as important, if not more, than what you know. Also, follow your passion. Do and practice what you enjoy – don’t chase money, it will come to you if you focus on your passion.

Ettinger : First, I would say that there is no right answer. Be open-minded. The path to success looks different for everyone. Also, it is okay if you are not quite sure what type of law you want to practice. Diversify yourself in law school with some classes that you may think you would otherwise not take. You may surprise yourself and find a new passion. Volunteer in a firm that has a few different practice areas to allow you to get a taste of different areas of law. Don’t be afraid to ask questions or think outside the box. Be creative, and don’t expect to learn everything in law school. Lastly, always be prepared. •

Faith, Purpose, and Service

EDITORS’ NOTE Paul Scariano is an engineer and business leader. In 1996, he founded Paul J. Scariano, Inc., and currently serves as its Chief Executive Officer, along with the other PJS Group companies, which include: PJS Electric, Inc. (1998) and DeBoe Construction, Corp. (2017). The PJS Group of companies employ more than 350 full-time employees ranging from highly skilled tradespeople to Professional Engineers and Certified Public Accountants. Scariano is active in various volunteer activities. He is the Chair of the Board of Cristo Rey Brooklyn High School, as well as on the Board of Trustees of Brooklyn Jesuit Prep where he is Chair of its Building and Facilities Committee. Scariano is also a member of Xavier High School Board of Regents, following his serving two full terms on the Board of Trustees, chairing the school’s Facilities Committee, and co-chairing the Athletic Field Task Force. He is also on the Civil and Environmental Engineering Advisory Board of Manhattan College. Scariano earned a BS degree in civil engineering from the Manhattan College School of Engineering and has been a member of the American Society of Civil Engineers since 1993.

INSTITUTION BRIEF Cristo Rey Brooklyn

(cristoreybrooklyn.org) is a college prep, Catholic high school located in central Brooklyn that educates young people of all faiths, exclusively serving families of modest financial means. It does so with a unique and innovative model. A member of the national Cristo Rey Network (CRN), Cristo Rey Brooklyn High School opened to freshmen students in September 2008 as Lourdes Academy High School in the former Our Lady of Lourdes elementary school building in the Bushwick neighborhood of Brooklyn. In 2011, the school was renamed Cristo Rey Brooklyn High School. In 2013, after five years in its initial home, it moved to the former Catherine McAuley High School in the East Flatbush neighborhood of Brooklyn. This facility provides the capacity to grow enrollment and offers numerous resources that were lacking in the previous location. In May 2018, after a two-year accreditation review period, CRBHS achieved full accreditation by the New York State Association of Independent Schools (NYSAIS). CRBHS is supported by its religious endorser, the Mid-Atlantic Community of the Sisters of Mercy, and also works closely with the Diocese of Brooklyn.

Will you highlight the history of Cristo Rey Network?

The Cristo Rey Network (CRN) began in 1993 with the Chicago Society of Jesus (“the Jesuits” – now known as U.S.A Midwest Province of the Society of Jesus – Jesuits) looking to respond to the needs of working-class immigrant families who lacked good and affordable educational options for their children. The first CRN school began in Chicago, Illinois in 1996 and was founded by Fr. John P. Foley, S.J. The process of opening a Cristo Rey Network school is a rigorous one that takes about 36 months to complete and is largely based on a detailed feasibility study and academic performance that meets standards set by the CRN. There are currently 38 schools across 24 states in the Cristo Rey Network.

Cristo Rey New York, in Harlem (CRNY), opened in 2004 as a collaborative project of generous lay people, and The Sisters of the Holy Child Jesus, the De La Salle Christian Brothers, and the Jesuits. Following Cristo Rey Harlem, Cristo Rey Brooklyn opened in 2008 as the Lourdes Academy High School in Bushwick, a provisional member of the national Cristo Rey Network. In 2011, the school was rechristened Cristo Rey Brooklyn High School (CRBHS) and achieved full membership in the Cristo Rey Network in 2012. Its religious endorser

is the Sisters of Mercy. In May 2018, after a twoyear accreditation period, CRBHS achieved full accreditation from the NYS Association of Independent Schools. Before I joined CRBHS, I was a supporter of CRNY because of my friendship with the school’s president, Dan Dougherty, with whom I served at the Board level at Xavier High School. When the opportunity presented itself to join the Board at CRBHS through William Ford, III, who helped found and had been the principal of CRNY (and who is now the Chief Academic Officer of the Cristo Rey Network), I was happy to join in the work and go along for the ride, especially since I grew up less than two miles from the school.

How do you define Cristo Rey Brooklyn’s mission?

Cristo Rey Brooklyn is a Catholic high school partnering with families of all creeds to educate deserving young people from underserved communities to become men and women of faith, purpose, and service. By integrating a rigorous curriculum, a unique work/study experience and the support of an inclusive school community, we enable students to succeed in college and beyond with the values essential to a fulfilling life.

What have been the keys to Cristo Rey Brooklyn’s growth and leadership, and how do you define the Cristo Rey Brooklyn difference?

Cristo Rey Brooklyn has a strong mission and partnership with the community, along

Paul Scariano

An Interview with Paul Scariano, Board Chair, Cristo Rey Brooklyn High School

Cristo Rey Brooklyn

with a long commitment to philanthropic entrepreneurialism, contributions, and care of the founding board with notable leadership by Bob Catell and Bill Henson. Our current Board, which still includes some early members, is just as dedicated and proactive in doing our work to help the school and administration to thrive and prosper. I think the difference at CRBHS is the focus on individual success through school and post college. We’re investing in our students’ lives – not just their education.

How does Cristo Rey Brooklyn approach its curriculum?

A subset of our students come to us from schools that may not have prepared them well for success in high school. During our admissions process, we look for students who can succeed – even while some may not have yet done so. Therefore, our curriculum, which very much includes our work study program, our extracurricular activities, and our community service and community building programs, seeks to take each student – from the strongest to those needing extra attention and guidance –and help each reach their full potential by the time they graduate. Our college acceptance rates, generous pool of scholarships and grants,

and relationships with our alumni tell us we are doing that very well.

What has been the impact of Cristo Rey Brooklyn’s Corporate Work Study Program?

The CWSP is an integral part of our curriculum and carrying out of our mission as well as our financial model. When you look at our standardized test averages – which typically lag in communities such as ours – and then see that our college graduation rates are in line with the full national average, you could conclude that our kids work harder and smarter and just know how to navigate the world a little better than most.

While some may need their college years to fully catch up academically to their more affluent peers, those same peers are trying to catch up to them in work ethic, grit, and professionalism. That is due to their families, our faculty, and our CWSP.

How valuable is it to have such an engaged and committed board of directors at Cristo Rey Brooklyn?

It is immensely valuable – and necessary –to have an engaged, generous, and committed board. The steadfastness of our mission and the work we do starts at the top.

What was the vision for creating the Young Professionals Committee at Cristo Rey Brooklyn?

The Young Professionals Committee was created to get fresh and new perspectives. The YPC has since been renamed Emerging Leaders’ Council (ELC). The purpose of the ELC has evolved to include working toward the expansion of the CRB community of supporters, work study partners, mentors, etc., as well as to engage the school’s alumni more directly into the life of the school as well as with their respective career networks. ELC members, who are interested, will also be prepared for future board service either at CRB or other nonprofit organizations.

How important has it been for Cristo Rey Brooklyn to build a diverse and inclusive faculty and student population?

You can’t do what we do without a diverse and inclusive faculty and student population. The students and families need to feel not only included, but central to our community, so they need to see themselves in the leaders around them. It is essential for their formation to learn that everyone is to be loved and respected so that they can help put that back out into the world.

What are your priorities for Cristo Rey Brooklyn as you look to the future?

Getting the word out about the great work we do so we can build our ELC, CWSP partners, and our group of benefactors to help enable us to pay our amazing staff well, add and update programming – both academic and extracurricular – and rebuild and create new spaces that allow us to offer more and more robust learning opportunities. My education as an engineer and entrepreneur has served me well in helping guide the Board and a school on the brink of excellence and put it more firmly on a path to achieve further success in the coming years.•

Cristo Rey Brooklyn teacher Bill Klein with students (above); Students on Cristo Rey Summer Training Program field trip (top)

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 CMYK

Fonts: Trajan Pro & English Script EF

Reversed

Black & White

The Comedy Business

EDITORS’ NOTE Caroline Hirsch, founder and producer of the annual New York Comedy Festival, which she launched in 2004, is a highly successful entrepreneur, producer, visionary, and innovator in the entertainment industry. During an illustrious 40-year career, she is also the founder of Carolines on Broadway, the iconic New York comedy venue which operated for four decades as one of the country’s most popular destinations for live comedy. A Brooklyn native, Hirsch graduated from St. Brendan’s High School and attended the City College of New York and the Fashion Institute of Technology.

EVENT BRIEF Launched in 2004, the New York Comedy Festival (nycomedyfestival.com) is produced by Carolines (carolines.com) and created by Caroline Hirsch. Each year, the NYCF brings together the best comedy talent from across the country and throughout the world – from toptier headliners to new and emerging talent – to perform in more than 150 shows across all five boroughs in such iconic venues as the Apollo Theatre, BAM, Beacon Theatre, Carnegie Hall, Madison Square Garden, The Theater at Madison Square Garden, Town Hall, and The Venue at Hard Rock Hotel New York, just to name a few. This year, the NYCF runs from November 3-12 and will feature acts including Dave Attell, Bill Burr, Nicole Byer, Jimmy Carr, Margaret Cho, Tim Dillon, Giggly Squad, Ilana Glazer, Brett Goldstein, Nate Jackson, Anthony Jeselnik, Matteo Lane, Sam Morril, Nick Mullen and Adam Friedland, Atsuko Okatsuka, Pod Meets World, Donnell Rawlings, Jeff Ross, Robyn Schall, Daniel Sloss, and Michelle Wolf.

Will you discuss your career journey?

I was born and raised in Brooklyn and attended the City College of New York and the Fashion Institute of Technology. I started my career in the fashion industry, working in retail at Gimbels, but soon left the company to open a small cabaret club in Manhattan’s Chelsea district in 1982 with my friends, Bob Stickney and Carl Christian. With the popularity of stand-up comedy rapidly on the rise, we began booking comedians, including thenunknown talents Jay Leno, Jerry Seinfeld, Sandra Bernhard, Pee Wee Herman, Billy Crystal, Robin Williams and, later, Chris Rock, among others, to perform at the club.

In 1987, I moved the club from its Chelsea location to the South Street Seaport where it became a full-fledged comedy nightclub with two restaurants. Carolines quickly became a rite of passage for young stand-ups on the way to making it in the comedy business. To meet the growing audience demand for comedy, in 1992 I moved the club uptown to Broadway and 49th Street. Carolines on Broadway, as it became known, was an integral part of and a cornerstone in the revitalization of Times Square. Throughout the club’s history, it served as a launching pad for comedians including Dave Chappelle, Kathy Griffin, Kevin Hart, Tracy Morgan, Sarah Silverman, Jon Stewart, and many others.

In 2004, we created and launched the New York Comedy Festival. It came a year after we celebrated our 20th-anniversary gala celebration at Carnegie Hall the year prior, when we brought together many of the great comedians who had

come through the club over the years, including Lewis Black, Richard Belzer, Gilbert Gottfried, David Alan Grier, Susie Essman, Paul Mooney, Colin Quinn, to name a few. At the festival, we’ve presented the very best comedians from across the country and around the world at New York’s most iconic venues. We are thrilled that, after nearly 20 years, the festival continues to bring together a wide array of talent to venues across the five boroughs of my hometown, New York City.

Did you know at an early age that you had a passion for comedy?

I always stayed up to date about what was happening in the entertainment industry, especially during the ’80s. With the debut of Late Night with David Letterman in the 12:30 AM slot, I had a feeling something different and exciting was happening. Watching all the great comedians and actors as guests on his show, I just knew I had to be part of this new wave of entertainment, and that’s when I started my journey in comedy.

What have been the keys to Carolines strength and leadership in the industry?

Caroline Hirsch

An Interview with Caroline Hirsch, Owner and Chief Executive Officer, Carolines Entertainment, Inc. and Founder, New York Comedy Festival

New York Comedy Festival press conference announcing the 2023 headliners at the Hard Rock Hotel New York. Left to right: Kelly Curtin, Executive Vice President, NYC Tourism + Conventions; David Salcfas, General Manager, Hard Rock Hotel New York; Tom Harris, President, Times Square Alliance; Caroline Hirsch; and Kelly Rizzo, Co-Chair, Scleroderma Research Foundation event

Throughout my 40+ year career, I have always been dedicated to creating my own path and really focusing on finding great talent. I did not care what everyone else was doing at the time, as I always had a desire to create something special and unique. When I entered the comedy business, comedy was an overlooked artform. I wanted to create a venue that elevated comedians and gave them the opportunity to showcase their talents.

What are the ingredients needed for a successful comedy club?

Respect your clientele, respect your talent, and focus on the overall club experience. At the start of Carolines, the club found its identity as a great venue for a night out, with a lot of first dates happening at our shows. In 1985, Stephen Holden wrote a story for The New York Times about Carolines where Robert Morton, then a producer on Late Night With David Letterman, described Carolines as “the first yuppie nightclub.” Carolines was one of the first of its kind to offer high-quality entertainment along with food and beverage all within an upscale environment, elevating the art form of comedy to an experience it had not been before.

You were recently honored with an exhibit at the National Comedy Center. What did this recognition mean to you?

I am incredibly honored and humbled. To have recognition among the greats of comedy like George Carlin, Carl Reiner, and Johnny Carson, especially in the birthplace of Lucille Ball, is something so special to me. While our brand is going to continue to expand in new ways in the coming years, we’re thrilled that the Carolines on Broadway story will be preserved and celebrated at the National Comedy Center for generations to come.

You will be hosting for the 19th year the New York Comedy Festival in November. Will you provide an overview of the upcoming festival?

It is exciting for us to produce the New York Comedy Festival, which is the largest comedy festival in the United States. This year, we will be back bigger than ever, expanding from 7 to 10

days starting Friday, November 3, and running through Sunday, November 12. This year’s festival headliners include Conan O’Brien, Dave Attell, Bill Burr, Nicole Byer, Jimmy Carr, Margaret Cho, Tim Dillon, Giggly Squad, Ilana Glazer, Brett Goldstein, Nate Jackson, Anthony Jeselnik, Matteo Lane, Sam Morril, Nick Mullen and Adam Friedland, Atsuko Okatsuka, Pod Meets World, Donnell Rawlings, Jeff Ross, Robyn Schall, Daniel Sloss and Michelle Wolf.

Over the 10 days, we will bring together over 200 of the best comedians – from the established headliners to new and emerging talent – from across the country and throughout the world. There will be more than 100 shows at some of the most prestigious venues across New York City, including the Apollo Theatre, BAM, Beacon Theatre, Carnegie Hall, Madison Square Garden, The Theater at MSG, Town Hall, The Venue at Hard Rock Hotel New York, and many more.

Did you always have an entrepreneurial spirit and desire to build your own business?

Yes. When I was in retail, I was always looking for trends and new creative opportunities. Once I started in comedy, I used my marketing and advertising skills to help promote the club and the comedians. I saw something happening with comedians and built my brand around headliner talent, something that didn’t exist at the time, and used that same spirit to build the brand I have today.

What advice do you offer to young comedians beginning their careers?

The advice I would give to anyone just starting out is to be original. Never copy material or follow what anyone else is doing. Win people over by working hard, creating your own material, and getting stage-time. And, most importantly, write, write, write!•

Caroline Hirsch at the New York Comedy Festival press conference announcing the 2023 headliners

Caroline Hirsch with the late Bob Saget. Caroline will be honored this year with the first-ever Bob Saget Award presented by the Scleroderma Research Foundation (SRF)

Breaking the Cycle of Poverty Through Education

EDITORS’ NOTE Father Mark Connell also serves as Director of the Graduate Success Program and head coach of the San Miguel Rowing program. Upon ordination in 1986, Father Connell was assigned as parochial vicar at Holy Family Church in New Rochelle for two and a half years, after which time Cardinal John O’Connor asked him to join the faculty at John F. Kennedy High School in Somers. Simultaneously, he became a weekend assistant at the Church of St. John and St. Mary in Chappaqua where he remained for 27 years. In 1998, Father Connell became chaplain and the director of campus ministry at Mount Saint Mary College in Newburgh where he was also an adjunct professor in philosophy and theology, specializing in the Jewish/Catholic dialogue. After living in Newburgh for six years, he envisioned a meaningful educational option for the children of Newburgh. That dream became a reality when San Miguel Academy opened its doors in 2006. Education equality and breaking the cycle of poverty through education are at the forefront of everything Father Connell does for San Miguel Program. He has earned a Masters of Divinity, a Master of Arts in Theology, and a Doctor of Theology from Drew University.

INSTITUTION BRIEF San Miguel Academy (SMA) of Newburgh (newburghsanmiguel.org) is breaking the cycle of poverty through education. Students are engaged year-round in a safe and positive learning environment, providing them with a high-quality education that creates opportunities for them after leaving San Miguel Academy. Since opening as a middle school in 2006, San Miguel Academy has grown into the multi-faceted San Miguel Program, serving over 250 students and their families. San Miguel Program is 100 percent scholarship driven and focuses on a 12-year commitment to each student. The Program boasts a 97% graduation rate from independent day and boarding secondary schools and accelerated public school programs, and a 90 percent placement rate to college, trade school, and the military.

Will you provide an overview of the history of San Miguel Academy?

The genesis for San Miguel Academy came from my experience teaching at a college in the city of Newburgh. Part of my responsibility at Mount Saint Mary College was to get the student

population involved in the Newburgh community; through those efforts, I began to see a level of poverty unlike anything I would have expected in the United States of America. At the same time that I served at the college in my fulltime job, I also served as the parish priest at St. John and St. Mary on the weekend, where I began sharing stories with my parishioners about my experiences in Newburgh. I gave them a narrative of the ups and the downs and the trials of being a young person in the city, and those stories proved to be compelling for all of us.

One day, I simply blurted out that we all know that education is the way to save a child’s life. From that point, this little movement of friends and parishioners grew, who said, “You’re right. We need to do something about this.” This groundswell gave birth to an interest and –because it’s Chappaqua and people know how to get things done – a committee was formed, a feasibility study was undertaken, money was raised, and through the efforts of these good people, we soon had everything we needed to proceed with a program to impact children’s lives. The choice was made at that point, after some investigation, to go with the Nativity Middle School Model which focuses on intervening in the lives of at-risk children in urban centers right around the age of 10. San Miguel Academy opened in 2006 as a middle school and soon grew into the multi-faceted San Miguel Program. We make a 12-year commitment to each student and their family, which is integral to changing the trajectory of our students’ lives. San Miguel Program is 100 percent scholarship driven. In 2020, we purchased the former St. Francis School we had rented for seven years, making SMA a true anchor in our community and a beacon of hope for families. Our location and visibility are central to families in need. Also in 2020, we expanded to enroll girls and our first cohort of young women graduated in 2022. We celebrated our 13th commencement with the Class of 2023 in June. That is the short version of the origins of how San Miguel Program started.

How do you define San Miguel Academy’s mission and purpose?

The mission is very clearly defined: breaking the cycle of poverty through education. As I’ve found over the years, most folks understand that a sound education is the foundation upon which

people build their lives and establish their careers. In a city such as Newburgh where a certain demographic – low-income boys – has a long history of not performing in the public system, we sought to serve that demographic.

At the time we were investigating this for the feasibility study, we concluded that only about 10 percent of low-income boys who entered the local public high school graduated in four years. We knew we had to look for options for our students after they left our middle school. In addition to providing a quality, year-round education in a safe and positive learning environment, the purpose of the academy is to seek out private education options for secondary schools that fit the child’s aptitude and learning style.

Career readiness is a central and very important focus at San Miguel. Our students develop 21st-century STEAM-based skills that make them competitive in high-demand and well-paying job sectors. The success of our program is reflected in the graduation rates: our students have a 97 percent graduation rate from independent day and boarding secondary schools and accelerated public school programs, and a 90 percent placement rate to college, trade school, and the military. Our Graduate Success Program helps students find the path that’s right for them, providing after-school and summer tutoring, mentoring, test preparation, tuition gap assistance, job placement, emotional support, and critical guidance. All of this – all of our efforts – helps keep our students and their families on track for success.

Will you highlight San Miguel Academy’s curriculum and programs?

In urban centers around the country, areas that struggle economically, and where school systems are underperforming, there tends to be higher levels of violence, drug use, gang activity, etc. Our students are growing up in a city that is consistently ranked among the most violent cities in the State of New York. We recognize that children who grow up in this environment are highly traumatized. The survival instinct kicks in and the first thing to go in

Father Mark Connell

An Interview with Father Mark Connell, Executive Director, San Miguel Program

Harmony painted by international street artist, Francisco Fernandez, with the help of four of San Miguel Academy’s top artists

the learning process is short-term memory. When one is in survival mode, they often do not recall some of the immediate things that may have been learned that day in the classroom because there are bigger concerns involving life and death. Our curriculum seeks to address the trauma-based nature of the population that we’re serving. One of the ways that we can stem this tide in urban centers is to embark on kinesthetic learning; to place children outside of the traditional classroom setting of a desk and a chair, and to travel about and look at the wonders of nature where you can encounter all of the sciences, all of the maths, and build literacy skills, all by just leaving the traditional classroom setting. The book, Last Child in the Woods by Richard Louv, outlines this beautifully and served as our inspiration and template for our interactive learning program. Developed by SMA teachers, Project and Place-Based Learning is a STEAM-focused approach that serves this particular demographic quite well. STEAM is incorporated into cross-curricular hands-on projects in which students are continually developing problemsolving and higher-order thinking skills. All of this helps to engage and move the child forward in her or his learning.

San Miguel Academy’s rowing program has achieved great success. How does the rowing program support the overarching mission of San Miguel Academy?

In the pursuit of breaking the cycle of poverty through education, we’re not the only ones who are doing this. There are a lot of very fine programs seeking scholarships for low-opportunity kids at private schools and boarding schools, especially in the New York metropolitan area. In this competitive field, it is incumbent upon us to stand out, so we are always looking for something that will distinguish our children and will help admission counselors to understand that there is a San Miguel difference.

The rowing program was established in 2010 with a small group of boys in borrowed equipment and hand-me-down boats. From the start of the program, we saw an immediate improvement in the child; grades went up, teachers said they were more attentive, and parents said they were more organized at home. The program was purely recreational until Arshay Cooper, author and advocate for expanding the sport of rowing into under-resourced communities, encouraged us to start competing. He was clear in his belief

that the sport of rowing needed a program like San Miguel Academy. He then made it possible through his foundation, A Most Beautiful Thing Foundation. We started competing in the fall of 2021, which added a dimension to our rowing program that none of us expected. It put us in the national spotlight. We’ve competed two years in a row in the USRowing Youth Nationals, and it has added incredible enthusiasm and excitement to the overall program. Most significantly, it has also added a depth and quality to the school and its mission that gets our students noticed. Top-tier schools in the country know that we row and have a high regard for our children and for the quality of their knowledge and ability. Rowing truly has, in terms of opening doors to secondary education, been transformative.

Will you highlight the strength and leadership of San Miguel Academy’s faculty?

Our leaders here sign onto a mission, and it’s very clear. The culture of the school is palpable and quite strong. Visitors tell us as soon as they come through our doors that they really feel a vibe, that they pick up on the positivity of the culture. All of our employees become a part of the magic that is San Miguel, whether it be our cleaning lady, our faculty, or our administrators – everyone is part of this beautiful effort to create a bright, clean, upbeat environment that is always in pursuit of excellence.

How important has it been for San Miguel Academy to have such an engaged and committed board of trustees?

Given our particular mission, the school is quite relational, and that means, quite simply, people helping people. And when I say that, there’s reciprocity. We may think that we’re helping the children, but on many levels, they are helping us. We understand that we are not just educators, we are also learners. In the milieu of our environment here, there’s a give and a take; we respect each other, trust each other, and we learn from each other, and that extends to our Board of Directors. People often do not understand that a place like Newburgh – this quiet little city of 30,000 on the Hudson River, 60 miles north of Manhattan – would have such struggles. Its dubious distinctions are significant and extreme, with rates of violence, crime, drug activity, and poverty that set it apart from other urban centers. Our Board helps us be a prime mover in making this program successful and sustainable. We are blessed to have an excellent Board of Directors, many of whom were there at our founding, all bright people who are profoundly dedicated to the cause here in Newburgh. We have 14 very competent, very smart, very dedicated board members who own NFL teams, work for the big banks, are top lawyers in New York City, own their own businesses, and several long-time educators. On our Board, we have a vast array of talent that work hand in hand with the administrators to make sure that we can offer the best quality product here in Newburgh. They also get involved in the lives of the children. They know them, and they know their families. We often say here at San Miguel that we are a family. It’s just a wonderful blessing to see that as a side effect of the mission that there’s no pretension of superiority. This is just people helping people on a very simple level and it works beautifully.

What has made your experience leading San Miguel Academy so special?

I think the most special part about my role as the Chief Executive Officer at San Miguel is bringing people together. As a member of the founding council and Executive Director for many years, I’m humbled by the number of people who have said to me that they have always looked for a charity that would give them this type of experience; an organization that they would be able to know on a daily basis, where they would get to know the families whom we serve, and where they would become friends with one another. People who may not ordinarily encounter one another in their daily lives are now coming together. As an example, if you attend one of our Scholarship Dinners –our one and only fundraising event each year –you’ll see this collection of people from so many different arenas, but through the magic of this mission at San Miguel Academy, they’re all in the same room, and there’s a tremendous sense of goodness, unity, and purpose. There’s a collective optimism that our world can be better if people step away from judgment and polarization and fall back on that which is in every human heart: that we’re here to help one another. To me, the most beautiful thing that I get to witness on a regular basis is the outpouring of goodness and generosity that keeps these things alive day upon day.

What are your priorities for San Miguel Academy as you look to the future?

San Miguel Academy is coming up on its 20th anniversary and we are asking ourselves about the long-term sustainability of the program. How do we sustain this? How do we keep this much-needed program in the city of Newburgh going into the next generation? This weighs heavily on all of us – many of whom have been with us since the beginning. So it is that every initiative that we embark upon at this point is around long-term sustainability. We’re building a team and a structure to assure that if any one of us were not here tomorrow, the school would continue on in the pursuit of excellence with great vigor. Sustainability is a challenge. Anyone who owns a business understands what that means, and so that is a top priority for us. We’re honest in our discussion and we’re taking steps forward to assure that this school will be sustainable for the next 20-30 years.•

San Miguel Academy’s last all-boys graduating class with speakers Collin Johnson of the New York Giants and Arshay Cooper of A Most Beautiful Thing Foundation

San Miguel Academy’s education partners, Storm King Art Center and Mohonk Preserve, provide SMA students with outdoor learning opportunities throughout the year

At the Heart of Music and Entertainment

EDITORS’ NOTE Hard Rock Hotel New York announced the appointment of David Salcfas as General Manager in June 2023. Salcfas joined Hard Rock Hotel New York after an extensive, distinguished tenure with Marriott International where he made impact as an Executive Committee member across a portfolio of 16 hotels and five brands. His journey spanned 23 positions through sales, catering, events, marketing, and operations across the Eastern region and included Hotel Manager postings for the Ritz-Carlton New York, Central Park, and the New York Marriott Marquis. Salcfas earned BS degrees in occupational science, food management, and culinary arts from Johnson and Wales University and studied financial analysis of hotel investments at Cornell University.

PROPERTY BRIEF Hard Rock Hotel New York (hardrockhotels.com/new-york), located between the Theatre District and Radio City Music Hall, includes extraordinary entertainment venues, 446 guestrooms and suites across 36 floors, innovative dining, and RT60 Rooftop Bar and Lounge overlooking the world’s most iconic skyline. The property offers access to the best of Midtown Manhattan with Broadway, Rockefeller Center, and Fifth Avenue shopping steps away.

Will you provide an overview of Hard Rock Hotel New York and how the property is positioned in the market?

Hard Rock Hotel New York stands proudly in the heart of Midtown Manhattan between Broadway and Rockefeller Center as a symbol of entertainment, pairing an upscale guest experience with the vibrant energy of Manhattan. Our iconic brand programming is a draw to leisure and business travelers, plus meetings, events, and weddings.

How valuable is it to have such a strong suite product and do you see this as a differentiator for Hard Rock Hotel New York?

The competition in the New York City hotel space is fierce so having a diverse range of room categories is vital, but equally important is the signature suite product, particularly in the entertainment business. Our star is the bi-level Rock Star Suite which features contemporary art

and bespoke memorabilia. What captivates me most is the expansive 1,600 square foot terrace and freestanding red bathtub that offer breathtaking city views. It’s been a favorite of visiting talent since we opened our doors last year and allows us to stay competitive against upper-tier products.

How has Hard Rock Hotel New York approached its restaurant/ food and beverage offerings and what are the keys for a hotel to be successful in this area?

We’ve created a unique offering by pairing inspired culinary experiences with dynamic music and entertainment programming. From our signature day-to-night dining in Sessions to an innovative and refined culinary experience at NYY Steak and an upscale bespoke menu at RT60 Rooftop Bar and Lounge, we offer a range of options to suit locals, theatergoers, and international visitors alike. To be successful, especially in New York City, you must be committed to satisfying a wide range of preferences with anticipatory guest-first service.

Will you discuss Hard Rock Hotel New York’s focus on offering personalized service and a customized guest experience?

Access is our secret sauce. We strive to make each guest’s trip unforgettable whether it’s their first time to New York City or we’re their preferred hotel. For example, we launched area guides built by musicians and locals who are deeply connected with New York City. Our relationships with Broadway theaters provide access to the best seats and cast meet-andgreets. We also reserve coveted spots for guests to attend the pop-up performances at The Venue on Music Row, our intimate event space. The line-up has included global superstars and grammy-winning artists. It’s these types of experiences and more that elevate your stay from great to extraordinary.

How critical is it for Hard Rock Hotel New York to build a diverse and inclusive workforce to mirror the diversity of the guests it serves?

Being in New York City, our guests come from all corners of the globe, each with their own unique backgrounds and experiences. Guests feel welcomed and understood

David Salcfas

An Interview with David Salcfas, General Manager, Hard Rock Hotel New York

Hard Rock Hotel New York lobby

because we’ve created an atmosphere of inclusion through our diverse workforce and we’re guided in this mission by Hard Rock’s core mottos, “Love All-Serve All,” “Take Time To Be Kind,” “Save the Planet,” and “All Is One.”

How do you define the role of the general manager and what are the keys to being effective in the role?

The role of the general manager can be likened to that of a band leader, orchestrating various elements to achieve harmony and success. In my role, I’m focused on three metrics which I refer to as the Balanced Scorecard:

1. Band Member Engagement: Just like a band is only as good as its members’ synchronization, the success of our hotel depends on the engagement and satisfaction of our staff. I prioritize fostering a positive work environment, encouraging open communication, professional growth, and a strong sense of belonging.

2. Amplify Our Guest Service Offering: Our guests are our audience, and their satisfaction is our top priority. As the band leader, I’m dedicated to fine-tuning and amplifying our guest service offerings. This involves identifying unique ways to personalize their stay, anticipating their

needs, and delivering memorable experiences. We aim to strike the perfect chord.

3. Financial Success: Just as a band needs to maintain its instruments, our hotel’s financial health is vital for sustained performance. I take a hands-on approach to financial management, closely monitoring revenue streams, cost control, and operational efficiency. By ensuring a healthy bottom line, we secure the resources needed to continually enhance both guest experiences and the working environment for our team.

What excited you about the opportunity to lead Hard Rock Hotel New York and made you feel it was the right fit?

The prospect of leading Hard Rock Hotel New York was a thrilling one. Having served 16 hotels across five brands throughout my professional journey, what truly excited me about this opportunity was the chance to bring together my diverse experience and blend it with Hard Rock International’s genuine entrepreneurial spirit. I’m excited to be at the heart of music and entertainment and contribute to an expanding organization.

What advice do you offer to young people interested in building a career in the hospitality industry?

To young individuals aspiring to forge a career in the dynamic hospitality industry, I offer the following advice: seek mentorship and build networks – a mentor can be an invaluable guide on your journey. Look for experienced professionals who are willing to share their insights, provide guidance, and help you navigate the industry’s intricacies. Surround yourself with a network of leaders and peers who share your passion.

Start with the end goal in mind. Envision where you want to be in your career – whether it’s becoming a general manager, leading a department, or pursuing a specialized role. Having a clear end goal in mind will give your career direction and purpose.•

“Our star is the bi-level Rock Star Suite which features contemporary art and bespoke memorabilia.”

Rock Star Suite

RT60 Rooftop Bar & Lounge

Touch of Life Upon Life

EDITORS’ NOTE In July 2015, Tara Christie Kinsey was appointed the eighth head of school at Hewitt. Kinsey is a teacher and scholar of modern and contemporary British and Irish literature. She began her teaching career at Peddie School and has taught at Emory University, Oxford University, Georgetown University, and Princeton University. Prior to her appointment at Hewitt, Kinsey served as associate dean in the Office of the Dean of the College and the Office of the Vice President for Campus Life at Princeton University, where she worked closely with students to help them realize their full potential through advising and programs such as the Princeton Perspective Project and the Princeton Women’s Mentorship Program. As chair of Princeton’s Advisory Committee on Women’s Leadership, Kinsey was the recipient of two awards: the Nannerl O. Keohane Women’s Mentor Award, given to “the member of the Princeton University community who has done the most to mentor Princeton women students for leadership,” and the Marvin Bressler Award, given to “the member of the Princeton family who through heartfelt support of the University’s student-athletes and coaches, embodies a belief in the lifelong lessons taught by competition and athletics as a complement to the overall educational mission.” Prior to her work as an associate dean, Kinsey partnered with faculty, senior administrators, and the university president on Princeton’s $1.88 billion Aspire fundraising campaign. Kinsey received her AB in English from Princeton University, where she was a varsity athlete, and her PhD in English from Emory University.

INSTITUTIONAL BRIEF The Hewitt School (hewittschool.org) is a K-12 girls’ school located on New York City’s Upper East Side, The Hewitt School inspires girls and young women to become game changers and ethical leaders who forge an equitable, sustainable, and joyous future.

How do you describe The Hewitt School’s mission?

Rewriting the school’s mission was one of the priorities I undertook as Head of School in 2018-19 in collaboration with the Board of Trustees and a committee involving a diverse

cross-section of our school community. I believe that a strong mission statement should clarify who you are –and, importantly, who you are not – as well as what you most care about. Our mission statement sounds different because it is different. It’s allowed us to make incredible hires and to attract mission-aligned students and families who care about the same things that we as a school care about. What is Hewitt’s mission? It is to inspire girls and young women to become game changers and ethical leaders who forge an equitable, sustainable, and joyous future. Some school mission statements live on the wall, but ours is an active mission, cited every day by students, faculty, and parents as we work side by side and make decisions about what’s most important.

What have been the keys to The Hewitt School’s leadership and how do you define the Hewitt difference?

In leading The Hewitt School, I have endeavored, as best I can, in both word and deed, to walk the talk of our founder, Caroline D. Hewitt, who beautifully stated that “it is the touch of life upon life that matters most in a school.” My office is right there when you walk inside the schoolhouse. My office door – a glass door – is often open, with students, teachers, staff members, parents, alumnae, and visitors dropping in to say hi and check in, ask a question, or share a story. I believe that effective leaders need to be willing to do what they are asking others to do, and I’ve been focused on modeling how the “touch of life upon life” is a defining element of our school and workplace culture.

In fact, the concept of the “touch of life upon life” brings us to one element of the Hewitt difference. At Hewitt, we are building and nurturing a school and workplace that imbues its members with a sense of meaningful and purposeful work and a sense of personally mattering within a community – not just because of what they achieve or can contribute, but because of who they are. I imagine you’d be hard-pressed to find a leader who says they don’t want that. But the real question is whether or not leaders are designing environments optimized for purposeful work and a sense of personally mattering within a community. A lot of private schools claim to know each student, but at Hewitt, our students and families tell us that they “feel” it. It’s not just our small size.

It’s not just that I know every girl’s name. It is our collective commitment to making sure that every student and family who sets foot in our school feels good, feels known, feels seen, and experiences that “touch of life upon life.” This foundational aspect of our school makes people feel that they matter.

When we choose to join an organization, be a part of a community, or purchase a product, we are – whether we realize it or not – weighing its functional and emotional benefits to us. At Hewitt, we have both at high levels. We have the traditional measures of success that some might say are more of the “functional benefits” –we have excellent teachers, academic rigor, and high levels of intellectual engagement; we have grades, test scores, and impressive college lists. The Hewitt difference is that we are also asking and caring about additional measures of success – How would you assess the quality of your closest relationships in your life? How is your mental, physical, and spiritual health? Do you have regular opportunities to experience joy and a sense of fulfillment in how you spend your time? Do you feel that what you are working on matters and that you genuinely care about it? Elevating these questions alongside the more traditional ones counteracts the achievement pressure so many high-achieving girls and young women face by opening up and expanding an otherwise very narrow definition of success. We know that success is so much more than grades, test scores, and college lists, and at Hewitt we visibly celebrate a much more holistic picture of achievement – one that makes an attempt to balance how achievement looks on paper and how it feels on the inside.

How is The Hewitt School’s motto, “By Faith and Courage,” ingrained in the culture and values of the school?

Our motto – “By Faith and Courage” –comes directly from our founder, Caroline D. Hewitt. It was her personal motto, and it lives on in the everyday here at our school. Where most high-achieving girls are socialized to be perfect and play it safe, Hewitt girls learn to have faith in themselves and have the courage to take risks and bounce back from failures. Where most high-achieving girls are asked to focus exclusively on curating the perfect resume, the Hewitt girl is hard at work on her inner resume as she achieves academically. At Hewitt, faith and courage form the very backbone for empowering the next generation of

Dr. Tara Christie Kinsey

An Interview with Dr. Tara Christie Kinsey, Head of School, The Hewitt School

women leaders, one at a time – from the inside out. Every parent wants their daughter to be confident in herself and trust her abilities, and to be brave, to take risks, speak truth to power, and make positive change, and at Hewitt, that’s what living a life by faith and courage means.

If we transition for just a moment from the individual to the societal level, we can make the argument that we’ve never lived through a time when faith and courage were more necessary. Our society faces a dizzying array of challenges and opportunities, both locally and globally, including poverty, lack of water and food security, inequality, climate change, social and political discord, and the uncertainty of employment and economic prosperity in light of emerging technologies and globalization. These extraordinary times require extraordinary women who have developed the faith in themselves and the courage to put their knowledge and skills to use to become leading entrepreneurs, innovators, business leaders, policy-makers, scholars, artists, and activists. Through our student-led and purpose-driven academic program, Hewitt girls and young women are learning how to rise to these and other challenges and provide the kind of ethical leadership that will shape our world for the better.

Will you highlight The Hewitt School’s commitment to research?

Hewitt’s commitment to research is another element of the Hewitt difference. Unlike the vast majority of heads of girls’ schools, I never attended or worked at a girls’ school before leading one. It was actually research – and specifically the absence of research in everyday practice – that inspired me to lead a girls’ school in the first place. So let me tell you a little about that.

Prior to coming to Hewitt, I was a dean and lecturer in the English department at Princeton University. The university’s first and to this day only female president, Shirley Tilghman, noticed that the vast majority of student leaders were men, and she commissioned a study to understand why. This is what we found: Women in their first year of college are significantly less confident than men, and they are less likely to identify themselves as leaders. When surveyed again halfway through their first year of college, women’s confidence dropped more than that of the men, with two notable exceptions: women athletes and women who had attended girls’ schools. Following that study, I was asked to launch a women’s mentorship and leadership program at Princeton, which significantly improved the status of women’s leadership on campus.

One of the reasons I came to Hewitt was because I saw a tremendous gap between what the research shows girls and young women need to realize their full potential and how we – the adults: the teachers, parents, mentors, and managers – are showing up for girls and young women every day in the classroom, at home, and in the workplace. At Hewitt, we see that gap as an extraordinary opportunity to use research to build a new and stronger bridge between what we teach girls and young women in schools, what universities want, what employers crave, and what society needs.

Hewitt is the only independent school in the country with a research team dedicated to improving girls’ lives and outcomes through research connected to programming. Over the last several years, The Hewitt School has become a convening space for preeminent scholars who think about girls, education, and teaching. In

October 2022, Hewitt launched The Center for Gender and Ethical Leadership in Society, and with it, five distinct projects designed to inspire Hewitt girls and young women to forge a more gender equitable society.

Here is just one example of the Center’s work in action: We know that from childhood, girls are taught to be nurturing and pleasant, to refrain from speaking up when they disagree, and to please others – often at their own expense. The Girls’ Index, a large-scale national survey designed to develop a deeper understanding of teenage girls throughout the United States, found that 46 percent of girls reported that they don’t say what they are thinking or disagree with others because of a fear that they won’t be liked. That percentage rises to 62 percent for girls with a G.P.A. above 4.0, indicating that, using traditional measures of success, the highest achieving girls in the U.S. are the most concerned with the outside approval of others. Pressed to choose between having a voice or having relationships, many girls stay silent, going along to get along with a crowd whose behavior, beliefs, and values may not align with their own.

Many schools say that they honor their students’ voices, but the Hewitt difference is that we actually put girls’ voices at the center of our decision-making at the leadership level. Through a group called the Hewitt Action Research Collaborative, we train our students on how to analyze our student survey data and make concrete recommendations to school leaders on how to improve their school experience as a result. We invite girls to go beyond their “cover voice” to access their “authentic voice,” the voice that shares how educators and parents can show up better for them. We ask girls to speak up and know that when they do, the adults are paying attention to them. The question they asked this year is: what does success mean at The Hewitt School? Our own students are asking hard questions about achievement pressure and success and how it’s defined within and beyond the school. I see it as a sign of health that our students are asking these questions in their own work.

How do you describe your management style?

Given my training as an athlete in a team sport that required both individual performance as well as teamwork, I often find myself thinking of my leadership style in a twofold capacity: sometimes I am the captain of a team, and sometimes I am the coach. When captain of the team, I am on the field performing and leading in an active and very visible way. Other times, as the coach, I am watching and analyzing just off the field, taking in the full field view, and coaching others to play their best. But whether I am on or off the field, it is about the team – not me – and about what we collectively are trying to achieve. And you can’t do that unless you are genuinely and authentically connected with the members of your team, and they to each other. You cannot have a close relationship with every employee at an organization with over 100 employees, but you can – and must – have a close relationship with everyone who reports to you. Leadership is about relationships.•

The Hewitt School on New York City’s Upper East Side

China General Chamber of Commerce - USA

Connecting People · Building Trust · Expanding Cooperation

Founded in 2005, China General Chamber of Commerce - USA (CGCC) has been recognized as the largest and most impactful non-profit organization representing Chinese enterprises in the U.S. With a mission to create value, generate economic growth, and enhance cooperation between the U.S. and Chinese business communities, CGCC offers a broad range of programs, services, and resources to over a thousand multinational members across the U.S.

As an independent, non-partisan, non-governmental chamber of commerce, CGCC’s work is made possible through the generous support of its member companies and corporate sponsors from both the U.S. and China, 43 of which are ranked on the 2023 Fortune Global 500. As of July 2023, CGCC’s Chinese member companies have cumulatively invested over $137 billion, employed more than 230,000 people, and indirectly supported over one million jobs throughout the United States.

The Chamber’s experience in working with renowned institutions and distinguished business leaders across a broad range of sectors makes it an essential platform for any business to better understand, engage with, and contribute to some of the most critical issues and dealmaking between the world’s two largest economies. CGCC also publishes frequent research, including its flagship Annual Business Survey Report which, for 10 consecutive years, assesses Chinese Enterprises operating in the U.S. and identifies key trends and overall business sentiment.

CGCC 2023 Summer at A Glance

CGCC 2023 China Hainan Night

On August 4th, CGCC and representatives from member companies attended the “2023 China Hainan Night” in Honolulu, Hawaii. This promotional event provided participants with the opportunity to learn more about the Hainan Free Trade Port and discuss potential cultural, economic, and tourism cooperation opportunities between Hainan and Hawaii.

During the event, the organizers arranged a “Hainan Tourism Local Style Fair” onsite to showcase Hainan’s tourism specialties and cultural products as well as a fashion show featuring traditional costumes of the Li people, an ethnic group native to Hainan.

CGCC Foundation Maui Support

In response to the devastating wildfires that struck in early August, CGCC Foundation donated $15,000 to the Council of Native Hawaiian Advancement. It is CGCC’s hope that this contribution will aid in the critical work of rebuilding Maui and Lahaina and support the resilient communities that call these beautiful islands home.

Summer Networking Luncheon: Diversity, Equity, and Inclusion for Women in the Workplace

On August 17th, CGCC and EY (Ernst & Young) successfully co-hosted a networking luncheon with the theme of “Diversity, Equity, and Inclusion for Women in the Workplace” at the EY headquarters in New York City. Over 20 guests from the community attended the event, engaging in discussions about opportunities and challenges for women in the workplace.

Communications Leaders Share

Their Expertise During Breakfast and Conversation Event

On August 30th, CGCC hosted “Breakfast & Conversation – Leadership, Decision-Making & Communications Strategy” at the Bank of China Building in Manhattan. Gathering over 40 members of the CGCC community, the event invited prominent leaders in communications to share their insights on a variety of topics such as effective approaches to storytelling, internal communications, and the importance of relationship building.

CGCC 2024 Lunar New Year of the Dragon Gala

Each year, CGCC hosts an Annual Gala in celebration of the Lunar New Year where individuals and organizations are honored for their contributions towards the U.S.-China economic relationship. The upcoming CGCC 2024 Lunar New Year of the Dragon Gala will take place on Thursday, January 18th, 2024, at Cipriani 42nd Street (110 E 42nd St, New York, NY 10017). The gala will host more than 400 old and new friends for an enjoyable evening filled with constructive dialogue and communication, while ringing in the Lunar New Year of the Dragon.

A Life of Public Service

EDITORS’ NOTE Wes Moore is the 63rd Governor of the state of Maryland. He is Maryland’s first Black Governor in the state’s 246-year history and is just the third African American elected Governor in the history of the United States. Born in Takoma Park, Maryland, on October 15, 1978 to Joy and Westley Moore, Moore’s life took a tragic turn when his father died of a rare, but treatable virus when he was just three years old. After his father’s death, his family moved to the Bronx to live with Moore’s grandparents before returning to Maryland at age 14. Moore is a proud graduate of Valley Forge Military Academy and College, where he received an associate’s degree in 1998, and was commissioned as a second lieutenant in the U.S. Army. Afterward, he went on to earn his bachelor’s degree in international relations and economics at Johns Hopkins University in Baltimore, where he graduated Phi Beta Kappa. While at Johns Hopkins, Moore interned in the office of former Baltimore Mayor Kurt Schmoke. Moore was the first Black Rhodes Scholar in the history of Johns Hopkins University. As a Rhodes Scholar, he earned a master’s degree in international relations from Wolfson College at Oxford. In 2005, Moore deployed to Afghanistan as a captain with the 82nd Airborne Division, leading soldiers in combat. Immediately upon returning home, Moore served as a White House Fellow, advising on issues of national security and international relations. In 2010, Moore wrote “The Other Wes Moore,” a story about the fragile nature of opportunity in America which became a perennial New York Times bestseller. He went on to write other best-selling books that reflect on issues of race, equity, and opportunity, including his latest book, Five Days, which tells the story of Baltimore in the days that followed the death of Freddie Gray in 2015. Moore built and launched a Baltimorebased business called BridgeEdU which reinvented freshman year of college for underserved students to increase their likelihood of long-term success. BridgeEdU was acquired by the Brooklynbased student financial success platform, Edquity, in 2018. It was Moore’s commitment to taking on tough challenges that brought him to the Robin Hood foundation, where he served for four years as CEO. During his tenure, the Robin Hood foundation distributed over $600 million toward lifting families out of poverty, including in Maryland.

While the Robin Hood foundation is headquartered in New York City, Moore and his family never moved from their home in Baltimore. Moore has also worked in finance with Deutsche Bank in London and with Citigroup in New York.

Where did your interest in public service develop?

There have been several moments throughout my life that have driven me toward a life of public service – the passing of my father, the labor of love my mother exerted after his passing, my service in the Army, leading one of the largest poverty fighting organizations in the country, and now serving as the 63rd Governor of Maryland. Each one of these moments has widened my understanding of why service matters and deepened my passion for serving others.

I’ve been blessed to work alongside true public servants in every sense of that word throughout my entire life. When I think about why I made the choice to serve, I’m brought back to those moments in my life when people came to

the rescue of me, my family, and my community –without being asked. These tragedies, stories of hard work, and opportunities are what have developed my love for public service throughout my life and what continue to drive me to serve others today.

Will you highlight the priorities for your administration?

Our priority is to create a Maryland that leaves no one behind – it’s not just a campaign slogan, it’s a governing philosophy. We want to create a stronger and more inclusive state by building an innovative and dynamic economy that tackles the challenges of today and tomorrow, make our communities safer with targeted investments in public safety, and ensure Maryland wins the decade by building a more sustainable state for all.

What is the state of the Maryland economy and how is your administration focusing on job creation?

Since day one, my administration has been preparing for potential economic headwinds. We know our economy is not reaching its full potential. As a result, our fiscal health is falling behind, and our ability to meet the full needs of

Hon. Wes Moore

An Interview with The Honorable Wes Moore, Governor, Maryland

Governor Moore speaks at a bill signing

our people is hampered. We are home to some of the greatest institutions of science, healthcare, research, education, and commerce in the world. There’s no reason why Maryland should be ranked 47th in the nation for economic momentum.

We need to build a more competitive economy that meets this moment. That’s why we have worked so hard to create jobs all across the state. To date, our administration has announced 30,989 jobs across the state. We have sent a clear message that this state is ready to grow, and that our workforce is ready to roll.

Will you discuss your administration’s focus on improving education in Maryland and reforming K-12 education?

We’ve made it clear since day one that we strongly believe every child in Maryland deserves access to world-class public education. And, since then, we’ve worked hard to provide historic investments in our public schools, expand our teacher workforce, and provide an education that fully prepares our young people. That’s why our first budget included a record $8.7 billion in K-12 public education funding, $422 million for Maryland’s historically black colleges and universities, $393 million for Maryland’s community colleges, and $122 million for the Educational Excellence Award program, the state’s largest need-based student aid program that is projected to serve more than 30,000 students. It is why I signed the Maryland Educator Shortage Reduction Act to address significant shortages in education staff across the state and help current and future teachers succeed.

As a father and as a governor, I know the immense value of our children’s education, and how important it is that we build a system that leaves no one behind. Together we will build that system into one that prepares our young people to tackle any challenge and sets our state up for success.

How is your administration dealing with gun violence prevention and public safety in Maryland?

In Maryland, we lose about two people a day to senseless acts of gun violence. Just this summer, we saw one of the most violent mass shootings in our state’s history. It should be abundantly clear to anyone in Maryland, and the rest of the country, that we all have to be doing more to prevent these tragedies from continuing to happen.

In my first budget, we put forward serious investment in public safety to tackle these issues head on – $122 million for local law enforcement

offices, nearly $17 million towards Baltimore City alone, along with $11 million to the Maryland Coordination and Analysis Center to expand staffing and invest in technology infrastructure.

We also put forward legislation to address gun violence that will prevent people from carrying guns in preschools, government buildings, and hospitals and prevent people with a history of violent behavior from getting a gun.

Along with this, we created the Safe Summer Initiative, a program led by our Department of Juvenile Services, that prioritizes early intervention to build a more effective, less expensive, and better long-term approach to improving public safety and bolstering opportunity for youth involved in Maryland’s juvenile justice system. With this program, we are putting more investment in the high-priority areas of our state that need more help in order to solve the issues that we are facing.

As the state’s chief executive, one of my biggest jobs is to ensure the safety of our communities and while other states are loosening restrictions, we’ve sent a clear message that we are doing what it takes to prevent unnecessary tragedy from continuing to take place in our communities. My administration has shown that we will do what is necessary to make our communities safer and, as long as I am the governor, we will continue to do just that.

Will you discuss your administration’s support of veterans?

During our first legislative session, I authored and signed into law two bills focused on supporting Maryland’s veterans. The Keep Our Heroes Home Act cut taxes for 33,000 veterans across the state by expanding the military retirement tax exemption to $12,500 for those younger than age 55, and $20,000 for those 55 and older; and the Healthcares for Heroes Act, which made Maryland the first state in the nation to create a

Governor Moore visits Constituent Services

Governor Moore meets with the U.S. Climate Alliance Secretariat

pathway to free dental and healthcare for Maryland’s National Guard members.

Our veterans put their lives on the line to protect us here at home, and my administration will continue to act always with their best interests at the top of mind.

How critical is a strong public-private partnership in Maryland and will you highlight your working relationship with the business community?

As a former small business owner, I know how important it is to create an economy that works for everyone – especially for our small businesses which make up an overwhelming majority of the businesses in Maryland. It is essential that we work in partnership with the business community in order to create the innovative economy that we all know is possible.

We need to be doing things that grow our economy from the bottom up and the middle out. That’s how we build stronger pathways to prosperity and strengthen the foundation our state stands on. In our first budget, we secured $1 million to support small businesses and other economic recovery efforts through the Main Street Maryland Program, and another $1 million to assist businesses seeking to expand telework capabilities for their employees.

In order to build an innovative economy that will tackle the challenges of today and tomorrow, we must equip our businesses with the tools they need to succeed and foster a working relationship with the private sector that benefits all Marylanders.

As you look to attract new industries and businesses to Maryland, how do you define the Maryland advantage?

Maryland is a place where businesses can have it all. If you want beaches, mountains, small towns, or big cities, we’ve got a place for you –along with one of the most diverse workforces in the entire country. I’ve been very clear that if you want to build a successful business, or if you are looking to turn your company around, build it in Maryland.

To make this Maryland’s decade, we have to be strategic and deliberate, and with the creation of the Maryland Economic Council that is exactly what we are going to do.

We also need to think not only about how we can attract investment from major industries in our state, but how we can support everyday Marylanders as they strive to succeed as small businesses and entrepreneurs. That is why we are creating good paying jobs that give people a chance to climb to the next rung of the economic ladder.

I was a CEO long before I was a governor –I know what it takes to attract businesses. We are moving forward on a path that is going to show organizations from all different sectors that we have the tools they need to be successful. As governor, I will continue to prioritize strong collaboration between the public and private sector as we move in partnership to both a business-friendly community and an economy that protects our working Marylanders.

With so much gridlock and partisanship in Washington, DC, what do you feel are the keys to driving action and achieving results?

In Maryland, we are rising above the partisan divide. In my first legislative session, I authored 10

bills. Every single one of them didn’t just pass the legislature, they passed with bipartisan support. We are moving past the notion that we have to care about where an idea comes from. Instead, we are putting our focus on creating ideas that will make Maryland more inclusive and more competitive, and what kind of impact the idea will have. I reject the false choices of today’s politics. I’m focused on partnership, not partisanship.

Working together doesn’t just sound good, it’s the thing that will help us deliver real results for our people. Together, we raised the minimum wage to $15 an hour, made a pathway to free healthcare for members of the Maryland National Guard, put the resources forward to put an end to Maryland’s teacher shortage, and created a oneof-a-kind service-year option for graduating high school seniors.

We showed Maryland that not only can we do big things, but that it is going to be a priority that we do them together.

What do you see as the keys to effective leadership and how do you describe your management style?

Leadership is about showing up and building strong relationships. A great leader is always listening to others and being open to new ideas, which can come from anyone and anywhere.

Since inauguration day, we have made over 150 trips across the state. Presence matters, and I firmly believe that all of our communities deserve to be a part of the decision-making process of this administration. We need to build a table large enough to include everyone – and that’s exactly what we are doing. This administration is showing up, listening, and engaging with Marylanders across the state.

One of the first lessons you learn in the Army is that the goal of every mission is to leave no one behind. That is a philosophy that I have centered my entire life on and how I look to manage the state.

What do you tell young people about the importance and fulfillment of a career in public service?

Public service has always been a driving force in my life, from serving in the Army to serving as the Governor of Maryland. Service didn’t just change certain aspects of my life – it changed the trajectory of my life. Service put me on a better path.

One of my first priorities as governor was to create a one-of-a-kind service-year program in Maryland that will give graduating high school seniors an opportunity for a paid year of service in whatever field they choose. This opportunity will get more young people to serve together, however they want to do it, and I know that it will create a better home for us all.

My message to any young person is simple: Service will save us. It is how we are going to build better communities, tackle the challenges of tomorrow, form uncommon bonds across communities, and leave a better world for those after us. I encourage every young person to get involved in public service. Here in Maryland, we are giving our youth that opportunity, and it’s going to set a national standard for how states look at public service.•

Governor Moore attends the Town of Highland Beach 130th Anniversary Celebration

THE INTERIOR DESIGN DESTINATION

FOR 91 YEARS AND COUNTING

The Platform Movement

EDITORS’ NOTE Bill McDermott was named Chairman in 2022 and has served as a member of the Board of ServiceNow since 2019. Previously, he was Chief Executive Officer and a member of the Executive Board of SAP. Before joining SAP, he served in senior executive roles with Siebel Systems and Gartner, Inc. He launched his business career at Xerox Corporation, where he rose to become the company’s youngest corporate officer and division president. McDermott got his start as a young entrepreneur running a small delicatessen business on Long Island, New York, at age 17. He received his bachelor’s degree from Dowling College and his MBA from the Kellogg School of Management at Northwestern University.

COMPANY BRIEF ServiceNow (servicenow.com) makes the world work better for everyone. The company’s cloud-based platform and solutions help digitize and unify organizations so that they can find smarter, faster, better ways to make work flow so employees and customers can be more connected, more innovative, and more agile, and we can all create the future we imagine.

How do you define ServiceNow’s culture and values?

There is a quote that says, “nobody cares how much you know, until they know how much you care.” We’ve made a promise to our team, our customers, and our communities – that they can depend on us. When we say something, we do it. Our word is our bond.

Our commitment to our employees is a core tenet of ServiceNow’s culture. We call it our People Pact. We share a hungry and humble mindset that fuels our aspiration to be the defining enterprise software company of the 21st century. It’s all about people.

When our customers have challenges, they trust our brand to transform those challenges into even greater opportunities. It’s our job to deliver for them. That has led to a culture of rapid innovation at ServiceNow. We must have an environment where the best idea wins, regardless of who delivers it – we just want our customers to win.

Will you provide an overview of ServiceNow’s business and how the company has evolved?

Our founder, Fred Luddy, put the customer at the center of everything we do. We’ve never lost sight of his founding vision for ServiceNow. As Fred said, “There is no better experience than giving someone a piece of technology that lets them do something they never thought they could do.” The power of digital transformation is undeniable. It’s all about removing the soul-crushing work people have struggled with for decades. As important, it’s helping the world work in new, better ways. It is our core. Today, unlike any point in the past 50 years, CEOs are fully immersed in the technology strategy. This isn’t about CEOs inspecting a cost center. This is about CEOs leveraging innovation to drive growth. The IT strategy has become the business strategy.

Total experience is the differentiator in this era of tech to compete – the experience economy is only getting bigger. Companies that provide great experiences win, simply because

people enjoy engaging with them. Remember, you can’t give your customers a three-star Michelin experience if you don’t first give your employees one. This has sparked a concentration of digital spend on platforms that connect the employee and customer experience to maximize speed while delivering consumer-grade experiences. That’s what makes ServiceNow a different kind of company – we are at the forefront of enabling enterprises to deliver a total experience across IT, employees, customers, and citizen developers.

As we look to the future, there are two major waves of digital transformation – AI and the great reprioritization.

This is now about helping companies put AI to work. Today, ServiceNow’s position as a generative AI first mover is accelerating our long-term trajectory. It’s amazing to see our defining partnership with NVIDIA accelerate value realization at the cutting-edge of generative AI for our customers. The virality of generative AI proves this is not just another invention. Generative AI will lift human productivity, adding $7 trillion to global GDP in the next decade.

Bill McDermott

An Interview with Bill McDermott, Chairman and Chief Executive Officer, ServiceNow

Bill McDermott and the President of Benedict College, Roslyn Clark Artis, are joined by ServiceNow and Benedict College leaders to mark the opening of the ServiceNow Tech Center at Benedict College

In the midst of the great reprioritization across the enterprise software landscape, ServiceNow is the only platform that “cleans up the mess” while CIOs actively work on a new reference architecture for the AI world. Our customers trust ServiceNow as the Super Platform that connects people, processes, data, and devices.

What have been the keys to ServiceNow’s industry leadership and how do you define the ServiceNow difference?

The ultimate form of sophistication is simplicity itself. We know simple is hard to do. That’s why we are creating a once-in-a-generation company that, with a single platform, can fundamentally improve the world’s organizations and the value they create. Eighty-five percent of all digital transformation investments are not getting a positive return due to lack of integration across software systems. With ServiceNow, we’re able to integrate business processes, automate work, and design workflows that connect enterprise silos.

We have had to continuously disrupt ourselves and set new standards. We bet on our engineers and our great professionals that are innovating the future versus consolidating the past. This year alone, we’ve brought more than 4,000 new applications to our customers. Our team’s relentless focus is putting our platform in service of the greater good. Each member of our team is inspired to be a part of the platform movement.

What the market lacks in stability, we make up for in relentless execution. As other companies pivot and re-examine strategy, laying off parts of their workforces, we haven’t had to do that. We declared early on we wouldn’t lay anyone off. The culture we have worked so hard to build has to stand strong in the toughest of times. Talent is at the heart of every great company. Our resilient performance has allowed us to continue hiring. This puts us in the position we’re in today – a strong, sustainable business that puts people first. I’m so proud of the difference we are making as a company for the communities where we work, live, and serve.

What do you see as ServiceNow’s responsibility to be engaged in the communities it serves and to be a force for good in society?

Our entire company is united in our purpose to make the world work better for everyone with our total focus on generating

equitable opportunities for all. There can no longer be a debate between what’s good for business versus good for the world. An ambition of this magnitude is only possible when we deliver real impact for our customers, employees, partners, suppliers, and shareholders. Economic fundamentals are changing, making it financially attractive to contribute to a better society and a cleaner environment.

For our own operations, we take a longterm view of impact, with great care to make progress every day. In the past 12 months, we provided a carbon-neutral cloud for our customers, developed our approach to net zero by 2030, increased representation of underrepresented groups, and nearly half of our leadership team across the company are women.

Creating positive impact for society and the environment delivers against critical business objectives – deeper stakeholder engagement, stronger risk management, and a culture of innovation. These are compelling outcomes in any environment, but as we face an unprecedented global landscape, they are crucial to developing a resilient business and a more sustainable world.

What do you feel are the keys to being effective and making an impact in philanthropic work?

When I think of ServiceNow’s responsibility to make a positive impact on the world, I’ll

always remember the advice a mentor gave me early in my career – to be an effective leader, you have to lead with empathy. It’s the perfect formula for building a team with an unstoppable force for good.

Together, everyone achieves more. As one team, we set ambitious goals. We don’t let adversity become an excuse for complacency. We reach for optimism amid difficulty. We continue to commit the full power of our people and platform to create equitable opportunity, act with integrity, and be a catalyst for change together.

From vaccine management to refugee resettlement to helping businesses navigate global economic uncertainty, ServiceNow is doing well for our customers and shareholders so we can do good things for the world. In the pandemic, for example, everyone on the inside focused on everyone on the outside. Humanity stepped up with selflessness. Leaders set the standard. Kindness and care were the ripple effects from there.

While much of philanthropy is focused on writing checks, you give your time, energy, and ideas to the causes you support. How important is it that your philanthropic activities be more than just about donating money?

The true measure of a leader is not what you take from this world, but what you give. The

“The ultimate form of sophistication is simplicity itself. We know simple is hard to do. That’s why we are creating a once-in-ageneration company that, with a single platform, can fundamentally improve the world’s organizations and the value they create.”

Bill McDermott addressed students and faculty during the opening of the ServiceNow Tech Center at Benedict College. He was joined by Chief Equity and Inclusion Officer at ServiceNow, Karen Pavlin, the President of Benedict College, Roslyn Clark Artis, and ServiceNow Chief Technology Officer, Pat Casey (left to right)

greatest gift anyone can give is the gift of time. Financial support, while helpful in the moment, is a short-term fix. Time pays off in inspiration. If you really think about it, that’s the secret to leadership – its giving, by investing in the underdog and empowering talented people to achieve their full potential. It certainly recharges me. I’m a firm believer that a successful leader doesn’t walk past a problem – they have grit and when they see a problem, they roll up their sleeves.

We encourage our employees to take time to give back to their communities. Last year, we grew our employee volunteer hours by more than 80 percent year-over-year. We support incredible organizations like Welcome.US, BlueYellow Cross, Best Buddies, Color in Tech, and the National Museum of African American History and Culture.

Good leaders have always understood that the success of their organizations is highly dependent on the health of the communities and ecosystems they operate in. At ServiceNow, we believe that what you focus on in life expands –that’s how progress is made. One example –last year we launched RiseUp, a global program designed to skill 1 million people on the ServiceNow Platform by the end of 2024. Digital transformation requires talent transformation. We believe there’s a tremendous opportunity to help more people, regardless of background, benefit from the demand for digital transformation by training them and bringing them into higher-paying roles across our ecosystem.

What does success mean to you?

The only place success comes before work is in the dictionary. Whether I was running my delicatessen as a teenage entrepreneur or leading a Fortune 500 company, success has meant the same thing to me. You have to want it more than anyone else. Do what others are unwilling or unable to do. Winning happens when The Dream, The Will & The Art-Form execution come together.

When I ran my deli on Long Island, I got to know my customers. Seeing them differently made me do things differently. I wasn’t just a hard worker; I did everything I could to build

that deli into the best place in the neighborhood. While other stores saw their customers as a way to make a buck, I saw them as friends. It’s the human element that makes people feel connected, special, and keeps them coming back.

We are all a work in progress. Success is a race without a finish line. Perfection is an altruistic goal that’s worth chasing, but you have to acknowledge that you’ll never get there. That chase gives me amazing energy. The joy is in chasing the goal. When you hit it, it’s somewhat anticlimactic. The celebration is always brief for me as I get ready for the next lap of the journey.

What do you feel are the keys to effective leadership?

It has been said that, “you can get anything you want in this life if you help other people get what they want.” Putting people first is the foundation of everything. Being in service to my colleagues, my family, my community is my highest purpose. Remember that what you invest in people – you get back tenfold.

When building teams, I am also trying to create a collective passion for generosity. If we all take the time to ask how we can help others, imagine how contagious the generositygene could become. No one person is as important as the entire team. If you give discretionary effort, say 10 percent of your time, teaching someone else something you do well – we all win. Inspiring people to live up to their greatest potential is the ultimate reward.

With all that you have achieved in your career, are you able to enjoy the process and take moments to celebrate the wins?

Early in my career, I learned you must never underestimate the power of pageantry. You don’t go door-to-door on the streets of New York for a paycheck. You do it to be the number one salesman in the world and earn recognition for being number one in the “President’s Club” – no one gets up to earn the silver. Leveraging the power of pageantry inspires people to go beyond expectations and reach their full potential.

When I was at Xerox, I moved up from the Sales Operations Manager for the New York region to the District Manager for Puerto Rico

and the Virgin Islands. This business was consistently ranked last, and I said, wow, they have perfected the art of losing. So now the challenge was, how are you going to make Puerto Rico a winning team? I spent two weeks interviewing everybody. What I learned was the team needed a vision for greatness, a strategy for customer success, and they wanted their annual Christmas party back. I told the team that by the end of the year, the Puerto Rico-Virgin Islands district will have gone from #64 to #1. We had to go for the gold. We had the entire business totally dialed in on the vision and the strategy. Then we gave them inspiration and pageantry at every turn to celebrate the victories as we made progress against those three objectives. I promised everyone we will throw the most fabulous Christmas party the office has ever experienced. When we booked Gilberto Santa Rosa, the most popular salsa singer and orchestra leader, the morale meter spiked. Puerto Rico and the Virgin Islands became #1 in the entire company.

After years of poor performance, it was amazing to watch hundreds of people transform their mindset. Still to this day, we incentivize our top contributors and their families with an experience they will never forget. When you bring together the best of the best, memories are made that motivate the next chapter of success, new relationships emerge, deals close and new opportunities present themselves. The power of pageantry keeps your team at their best – always competing to be better than the previous best version of themselves. Be your best.

What advice do you offer young people beginning their careers?

In my book, Winners Dream , I shared a quote to open my story that motivated me to dream. “Some people see things as they are and say, why? I dream things that never were and say, why not?”

Everything begins with the dream. If you’re going to succeed, you need a dream to inspire your way to success. Mine was to make a significant impact in the business world.

At the same time, be agile. The dreams that you have at 21 may be very different than the dreams you have at 30. The thing you think you want to do at age 30 may shift again by the time you’re 40. Be comfortable with change. Read and react to new opportunities to learn, grow, and achieve more. No ceilings on what you’re capable of doing.

While you’re dreaming, make sure to let go of the losses that will happen along the way. Not everything will work out. Don’t waste time over processing setbacks. What happened yesterday, whether good or bad, is over. The destruction of time holds talent back. Now what? Time to get up, get out, and get on with it.

All the great battles are in your mind. The only way to earn the right to win when it’s showtime is to outhustle any challengers. Your preparation is a reflection of the respect you have for yourself. You have to feel invincible. This comes from your belief that you deserve to win. You deserve success. Work your hardest when no one is watching. You’ll be unstoppable. Remember – Winners Dream.•

Bill McDermott offered his time to connect with and inspire students as part of the United Nations Global Goals initiative through NFTE’s World Series of Innovation competition

Creating Economic Opportunity

EDITORS’ NOTE Before assuming his role at PayPal, Dan Schulman served as Group President at American Express. Prior to joining American Express, he was President of the Prepaid Group at Sprint Nextel Corporation following its acquisition of Virgin Mobile USA, Inc., where he led the company as its founding CEO for eight years. Earlier in his career, he served as President and CEO of Priceline Group, Inc. He also spent 18 years at AT&T, where he held a series of positions, including President of the Consumer Markets Division. The New York Urban League presented Schulman with the 2021 Frederick Douglass Award. In 2020, Robert F. Kennedy Human Rights honored him with the Ripple of Hope Award. In 2019, Schulman was recognized by Endeavor Global with the HighImpact Leader of the Year Award and was also honored with the Financial Health Network’s inaugural Visionary Award in 2018. Additionally, he received the 2017 Brennan Legacy Award and The Council for Economic Education named him as its 2017 Visionary. He received an honorary Doctor of Humane Letters degree from Rutgers University and delivered the University’s 252nd anniversary commencement speech. In 2021, Schulman was ranked third on Fortune’s list of the World’s Greatest Leaders. He has also frequently been recognized by Fortune as one of the top 20 Businesspersons of the Year. Fast Company has named him one of the top 100 Most Creative People and, in 2019, he was named one of Glassdoor’s Top 50 CEOs. In addition, he has been recognized as one of the 10 Most Innovative CEOs in Banking. Schulman is actively involved in the World Economic Forum, as a member of the International Business Council, and on the Board of Governors and Board of Stewards for the Future of Financial & Monetary Systems platform. He also serves on the Board of Directors of the Business Roundtable. In addition, Schulman is a life member of the Council on Foreign Relations, and an International Advisory Council member of the Singapore Economic Development Board. He serves as a Director of Verizon Communications, Inc., and previously served as Non-Executive Chairman of NortonLifeLock (formerly Symantec Corporation). He also serves on the boards of The Economic Club of New York and Autism Speaks. Schulman earned a BA from Middlebury College and an MBA from New York University’s Leonard N. Stern School of Business.

COMPANY BRIEF PayPal (paypal. com) has remained at the forefront of the digital payment revolution for more than 20 years. By leveraging technology to make financial services and commerce more convenient, affordable, and secure, the PayPal platform is empowering more than 425 million consumers and merchants in more than 200 markets to join and thrive in the global economy.

What are you most proud of when you reflect on your tenure leading PayPal?

As I reflect on my time at PayPal, I’m proud of how we prioritized our employees. The growth and success of every organization comes from its people, and there is no more important stakeholder at PayPal than its employees. I believe that by putting employees first and investing in their financial and total wellness, we were able to better serve our customers and shareholders.

In 2019, we unveiled an employee financial health initiative at PayPal that made every employee a shareholder, reduced healthcare costs,

provided financial education and included pay raises in many cases. We saw significant progress as a result of that program, both in employees’ financial health, but also in company culture.

I’m also inspired by the ways our employees banded together over the years to deliver for our PayPal customers and communities. For example, in response to the invasion and devastating violence in Ukraine, teams across the company quickly initiated a global giving campaign to support humanitarian relief efforts and mobilized to expand peer-to-peer payments to Ukrainian customers. These moments can really test a company and its ability to show up. I’m proud that we were able to show up as a PayPal community time after time.

If you could go back and change one thing during your time leading PayPal, what would it be?

Rather than going back to change something, I continue to think about all the promise that lies ahead for PayPal. The company is uniquely positioned to create economic opportunity by ensuring everyone, from individuals to small businesses, and entrepreneurs to large enterprises, have access to the tools they need to manage and move money in convenient, affordable, and secure ways.

Dan Schulman

An Interview with Dan Schulman, President and Chief Executive Officer, PayPal

Dan Schulman meets PayPal employees during a 2018 visit to the company’s Omaha office to conduct surveys informing the company’s employee financial wellness initiative

What do you feel are the key traits that separate good companies from great companies?

Throughout my career, I’ve learned the critical role that a clear mission and consistent values play inside – and outside – of a company. As a result, I believe profit and purpose are inextricably linked. At PayPal, this meant focusing on the needs and interests of all our stakeholders so that we could better serve our customers  – and in doing so, we furthered our purpose and delivered value for our shareholders.

How important is it for companies to earn and build trust to thrive in the future?

The importance of trust cannot be understated. Trust and responsible innovation are the foundation of the PayPal brand. The time is ripe to modernize and upgrade the technological infrastructure of the financial system. Over the last eight years, PayPal worked to do just that, but the work is not finished. We have a long way to go to build a financial system that is not only inclusive, but that enables financial health for all. There is enormous opportunity in new technologies like stablecoins and digital currencies to make our financial system more equitable, but this can only happen when they are designed intentionally, responsibly, and in collaboration with regulators.

Do you feel that companies have a responsibility to be engaged in the communities they serve and to be a force for good in society?

We’ve seen the world change dramatically, especially over the past three years. We’re also faced with tremendous geopolitical and economic pressures that are impacting nearly every industry. Now, more than ever, business leaders have a responsibility to instill purpose into their strategy which will drive greater returns over time. Purpose is essential to delivering sustainable growth that benefits more people. It’s a virtuous circle – the

impact we generate directly benefits our communities and society-at-large, which in turn opens new opportunities for growth.

For example, in 2020, PayPal made a $535 million commitment to advance racial equity. It demonstrated our resolve to be part of the solution by helping to reduce the racial wealth gap.

How do you define success?

I believe that success is defined by the positive and lasting impact we make on others’ lives and in our communities. There is always something we can do to help others and our communities, and if you can help even just one person,

that’s incredible success – if you can help two, even better. But imagine the impact when you help many – that’s the work that really makes a difference in the world.

How important were mentors in your career?

I’ve been fortunate to have many mentors in my career. My original mentors, whose lessons I still rely on today, are my parents. My father used to tell me that we are born with two ears and one mouth, and we should use them proportionately. He encouraged me to seek out opinions and perspectives other than my own and to listen more than I talk. Being wise means having more questions than answers. It’s some of the best advice that remains with me today.

Later in my career, when I was CEO of Virgin Mobile, Richard Branson taught me that business should be a force for good. If we are fortunate enough to be leaders of companies and have the ability to drive real change, we have an obligation to do so.

What advice do you offer to young people beginning their careers?

First, find a company that shares your values. Not only do you represent the company, but the company also represents you.

Look for a company that can offer you growth. If you are considering two different opportunities, picture yourself a few years into the job. Where are you? How have you grown? What have you learned? And by the way, challenge your prospective employer with that question. They should have a plan in place for you from day one and understanding that trajectory should be part of the recruitment experience.

And finally, you’ll never go wrong if you put people first: Never say “I” unless it is to accept blame or failure. Always say “we” when celebrating successes. Always give credit, and always stand up to take blame. If you mess up, fess up.•

Dan Schulman attends the 2021 opening of PayPal Park, a Major League Soccer (MLS) stadium in San Jose, California

Dan Schulman addresses PayPal employees during an internal event

Champion the Customer

EDITORS’ NOTE Jennifer Tejada is the Chairperson and CEO of PagerDuty. She brings to the role 25 years of diverse experience spanning mass consumer products to disruptive cloud and software solutions. She has a successful track record in product innovation, optimizing operations, and scaling public and private enterprise technology companies. She is also an active tech investor as an LP in multiple firms, including Operator Collective, Harlem Capital, and Penny Jar. Prior to her role at PagerDuty, Tejada was CEO of Keynote Systems, where she led the company to strong, profitable growth before its acquisition by Dynatrace. Before Keynote, she was Executive Vice President and Chief Strategy Officer at Mincom, leading its global strategy up to its acquisition by ABB. She has also held senior positions at Procter & Gamble and i2 Technologies. Tejada currently serves as a board member of The Estée Lauder Companies Inc. Tejada earned a bachelor’s degree in organizational behavior and business management from the University of Michigan, where she was a member of the Michigan’s Women’s Golf Team.

COMPANY BRIEF PagerDuty, Inc. (pagerduty.com) is a global leader in digital operations management. The PagerDuty Operations Cloud revolutionizes how critical work gets done, and powers the agility that drives digital transformation. Customers rely on the PagerDuty Operations Cloud to compress costs, accelerate productivity, win revenue, sustain seamless digital experiences, and earn customer trust. More than half of the Fortune 500 and more than two thirds of the Fortune 100 trust PagerDuty including Cisco, Cox Automotive, DoorDash, Electronic Arts, Genentech, Shopify, Zoom and more.

What excited you about the opportunity to lead PagerDuty and made you feel it was the right fit?

First, perspective. I combed the market and looked at nearly 50 CEO opportunities over several months in growth SaaS. This gave me a great perspective on the quality of the company, the culture, the market opportunity, and the fit for me relative to all the other opportunities available. PagerDuty presented a unique leadership opportunity in that it was community focused, purpose and mission driven,

disruptive, and had high potential. It also wasn’t perfect so there was room, and in fact a need, for someone like me to both address challenges but also build on an incredibly strong foundation of customer trust.

Second, people. Alex Solomon, the CEO and co-founder, was selfless in putting the company’s needs first. He was maniacally focused on finding a great leader for the business – his baby – even if it meant handing over the reins. His demonstration of leadership formed the foundation of a partnership I still enjoy and cherish today. He walked the walk after I joined and gave me both the room and autonomy to lead the business and has been a supportive colleague and board member along the way. It’s not lost on me how rare this is and how fortunate I am.

Third, customer love. While investigating the role, I talked to at least 20 enterprise customers and at least twice as many developers to understand through their lens how they viewed, valued, and appreciated PagerDuty and its products. In a 30-year career, I have not seen the consistent and constant trust, grace, and appreciation for a software solution. Even early on, we had earned the right to build more solutions to solve more problems for our customers, and that forged our path to multi-product platform growth. Champion The Customer is our #1 value and trust remains our north star.

How do you describe PagerDuty’s mission and purpose?

PagerDuty’s mission is to revolutionize operations and build customer trust by anticipating the unexpected in an unpredictable world. Our purpose is to empower teams with the time and efficiency to build the future. Right now, every company is going through some sort of digital transformation. This is great, but means that entire technology ecosystems, operational frameworks, and teams are not able to keep pace with the demands of their customers. Most enterprises are encumbered with legacy systems, technology debt, and operations debt. This is a chasm that is wider than most people estimate, but the PagerDuty Operations Cloud can help companies navigate it.

Will you provide an overview of PagerDuty’s services and solutions?

The PagerDuty Operations Cloud is the platform for high-impact, mission-critical,

time-sensitive operations work in the modern enterprise. Through the power of AI and automation, it detects and diagnoses disruptive events, mobilizes the right team members to respond, then streamlines infrastructure and automates workflows across your digital operations. The Operations Cloud is essential infrastructure for revolutionizing digital operations to compete and win as a modern digital business. We service more than two thirds of the Fortune 100 and more than half of the Fortune 500 across all industries including financial services, tech, retail/ecommerce, travel and hospitality, and media and entertainment. We recently received FedRamp “In Process” designation, part of the certification process which enables us to serve Federal customers as well.

What have been the keys to PagerDuty’s industry leadership and how do you define the PagerDuty advantage?

Trust. We’ve built a cloud-native digital operations platform that helps our users manage high-stakes technology issues in the worst of business moments. It has engendered incredible trust and equity with our user, unlike anything else I have experienced in the tech industry. The first time I met Paul Cheesbrough of Fox, he shared an ambitious vision for an IP-based, highly automated broadcast network that would deliver best in class streaming and TV experiences. PagerDuty was the spine of his team’s operations vision, which physically manifested at their global operations command center in Phoenix. In the early days of the state-ofthe-art center, PagerDuty detected a water leak and automated the response process saving Fox millions of dollars in damage in a few seconds. While designed for digital operations, PagerDuty limited the impact of this major incident and now serves Fox for World Cups and Super Bowls.

How do you balance the short-term, quarter-to-quarter pressures for results with the need to make long-term investments in the business?

I am focused on our long-term success which will only come through our customers’ long-term success. This means I spend much of my time focused on how we are thinking about the next three years, and what we need to be executing on in the near term to achieve our multi-year goals. I am fortunate to have a phenomenal leadership team that drives our near-term execution.

Jennifer Tejada

An Interview with Jennifer Tejada, Chairperson and Chief Executive Officer, PagerDuty

I actually appreciate the accountability, relevance, and transparency that comes with being a public company, as each quarter it’s a forcing function to inspect your strategy and execution, to refine your articulation of your value proposition, and to bring your investors, customers, employees, and community along on the journey. As with any important pursuit, you do not win every inning or hit every note perfectly, but with each day, each quarter, each year, you learn, adapt, and get better. That is the fun of building.

Will you discuss PagerDuty’s focus on building a diverse and inclusive workforce?

The best ideas and innovations come from teams with diverse backgrounds and experiences. These teams challenge each other’s thinking and approach. According to McKinsey, businesses in the top 25 percent of racial/ethnic diversity in management were 35 percent more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15 percent more likely to have returns above the industry mean. This kind of thinking is reflected in Adam Grant’s latest book, Think Again. I had him speak to my leadership team over the years – when diverse teams challenge each other and previously accepted conventions, the customers, shareholders, and employees win.

Diversity and inclusive leadership is a business imperative, not just an ethical imperative. For example, if investors are diverse, investments will flow to a broader swath of entrepreneurs. If boards and leadership have broad and diverse representation, the company has access to more networks and a wider variety of experience and expertise which leads to deeper and diversified talent, high-quality ideas and solutions, and ultimately better business outcomes. In fact, many reports have found companies with more diverse boards outperformed their rivals through the COVID-19 crisis. At PagerDuty, our funded, programmatic focus on inclusion, diversity, and equity has helped to facilitate not only strong financial performance, but high employee engagement and customer trust.

What do you see as PagerDuty’s responsibility to be engaged in the communities it serves and to be a force for good in society?

I am super passionate about service. I have been a volunteer, a fundraiser, a coach, and a board member for all types of non-for profits. I find service both an urgent necessity in our society and immensely fulfilling. It is a great way to spend time with people and learn about things you have little exposure to.

I am proud of the social impact journey we are on at PagerDuty. When I first joined the company, I had a suspicion our teams would embrace social impact efforts and that it could even deepen our employees’ connection to our mission and purpose – no brainer to introduce this idea of giving back. Our board supported our 1 percent pledge back in September 2017 –a pledge where we put 1 percent of company equity, employee working time, and product to work to accelerate change in our local and global communities – and in the past year, we

served 306 impact customers through our impact pricing, provided $1.2 million in product discounts and product donations, and 95 percent of global PagerDuty employees volunteered or donated to a cause. This year we celebrated five years of PagerDuty.org. Long-lasting change doesn’t happen overnight without taking longterm concrete actions.

Do you feel that there are strong career opportunities for women in the industry?

Definitely. Whether at PagerDuty, in my professional network, or in the eyes of my daughter and her peers, I want young women in the workplace to see great leaders that look like they do and love what they do. I want them to see living proof that diverse teams deliver great performance, and that they invest sustainably and systematically in programs that deliver equitable opportunity and representation of gender, race, age, or background in all levels.

My advice to all women is to make it a priority to build connections and a strong support system around you as early as possible into your career. Attending an after-work thing or conference can easily fall to the wayside, but trust me, you don’t get less busy over time. So do it while you can and identify both sponsors and mentors who can help you navigate your career and your life together. These efforts will build up to become a valuable community for you as you grow in your career.

How do you describe your leadership style?

My leadership style centers on building trust. I care deeply about the mission of PagerDuty, our team, culture, and the milestones we are aiming for. I love the art and science of composing and developing a strong team. I want my team to go beyond delivering great results, to challenge each member of my team, and help each other improve their teams’ effectiveness. I am data driven and we use measurement tools and experts to help us measure our impact. I attempt to personally connect with every member of my team and to understand what motivates them and how they like to work. It’s also important to me that we get aligned around a mission and dig in together to do great work. Developing others is an immense privilege and, much like serving customers, is something I take very seriously. Leadership is a dynamic, unpredictable, infinite journey, and with every milestone met, you raise the bar for the next one.

PagerDuty has achieved strong results under your leadership. Are you able to enjoy the process and take moments to celebrate the wins?

I credit my career and life success to surrounding myself with brilliant teams where the sum outcome is greater than the parts. As a leader, you succeed only through others, and as such, I love to celebrate with both our teams and the people important in their lives. I frequently host dinners in my home or events with our team and their partners. Breaking bread together and seeing the whole person you work with drives authenticity and kinship in my experience. It’s less about knowing the names of your team members’ partners and children, and more about

knowing your team members through the lens of the people most important to them. I am always conscious that the time I have with my team is borrowed from their loved ones, so as self-critical as we can be, as demanding as I can be, I also try to make it fun, to celebrate the wins, and to tell them I appreciate them. Sometimes I do that better than others.

Likewise, I keep my family engaged in my work. They know when it’s been a tough week and they also are awesome about celebrating the milestones and special moments. I have never been one to successfully separate who I am at work from who I am at home, so I gave up and integrated it all. It’s cool when your daughter texts you from college to find out what time you will be on CNBC because she has seen and been involved in the behind-the-scenes over many years.

What advice do you offer to young people beginning their careers?

Ask questions – there are no dumb questions. Curiosity leads to learning, not only for yourself, but also others around you. When I was a younger executive, I carried around this burden where I thought I had to know all the answers all the time. Now, I ask so many more questions – it drives my team nuts! We are all better off when we approach work with a learn-it-all mentality versus being a know-it-all. Embrace a growth mindset.

Put away the ladder and leap – our world is so heavily curated, whether it is our social feed or our schedules or the people we spend time with. It’s easy to believe the only path to success is up, but when you only focus on the path up, you are likely in an elevator shaft, a silo without a view of the world and what’s possible. Don’t be afraid to wander off the path or step out onto a new “floor” to explore things less familiar. You may just find a new passion, an incredible person, or even your calling.•

Jennifer Tejada doing an interview on CNBC in a photo taken by her daughter

CORPORATE PURPOSE; INVESTING IN SOCIETY

Corporate purpose leaders are under constant pressure to demonstrate how their work is making a positive impact on the business. Their unique role makes the business work as they can authentically answer the question of why the business exists, bridging all business units, people, products and services, and impact on the community and the planet.

But they cannot do it alone. They need a supportive network that leads them to business success. That is job number one for Chief Executives for Corporate Purpose® (CECP).

CECP is a trusted advisor to companies on their corporate purpose journeys. A liated companies receive support through Research, Benchmarking, Strategy, Communications & Convening

Working with CEOs and leaders in corporate responsibility, sustainability, foundations, investor relations, finance, legal, and communications, CECP helps companies realize superior business results by putting purpose at the center, providing insights across its Centers of Excellence.

JOIN THE MOVEMENT

Founded in 1999 by actor and philanthropist Paul Newman and other business leaders, CECP is a movement of more than 200 of the world’s largest companies that represent $7.7 trillion in revenues, $37.4 billion in total community investment, 14 million employees, 22.5 million hours of employee engagement, and $21 trillion in assets under management.

“

I helped to start CECP with the belief that corporations could be a force for good in society.”

PAUL NEWMAN, FOUNDING CO-CHAIR, CECP; FOUNDER, NEWMAN’S OWN (1925–2008)

CECP is grateful for the generosity of its 2023 Summit sponsors, Bank of America, BNY Mellon, State Farm Mutual Automobile Insurance Company, and Wynn Resorts

Synonymous with Innovation

EDITORS’ NOTE John Koudounis joined Calamos Investments in April 2016. Previously, he was President and Chief Executive Officer, Mizuho Securities USA Inc.; Managing Director, ABN AMRO Inc; and Vice President, Merrill Lynch. He graduated from Brown University with a degree in international diplomacy, foreign affairs, and economics.

FIRM BRIEF Calamos Investments

(calamos.com) is a diversified global investment firm offering innovative investment strategies including alternatives, multiasset, convertible, fixed income, and equity. The firm offers strategies through separately managed portfolios, mutual funds, closed-end funds, private funds, and UCITS funds. Clients include major corporations, pension funds, endowments, foundations, and individuals, as well as the financial advisors and consultants who serve them. Headquartered in the Chicago metropolitan area, the firm also has offices in London, New York, San Francisco, and Miami.

Will you describe Calamos Investments’ heritage and what have been the keys to Calamos’ industry leadership?

Calamos Investments has been at the forefront of alternative investing and wealth management for more than four decades. Our rich heritage of innovation, investment expertise, and unwavering commitment to delivering service and performance excellence to our clients has solidified our position as a premier global investment management firm.

Calamos was born from the visionary and investment expert mind of our founder, John P. Calamos, Sr. His pioneering spirit led to the development of Calamos Wealth Management – dedicated to serving the complex and sophisticated wealth management needs of our high-net-worth clients – and the creation of innovative strategies such as convertible securities and liquid alternative investments delivered by our asset management business.

We remain focused on innovation – it’s in our DNA. We’re continuously optimizing our product offerings with new and high-demand investment strategies, such as private credit and ESG, and elevating our wealth planning capabilities to meet the needs of our wealth management clients.

How do you define Calamos’ culture and how critical has it been to maintain a strong culture as the firm has grown in size and scale?

Our culture plays a significant role in shaping the overall success, performance, and sustainability of Calamos. Since assuming the role of President & CEO in 2016, I’ve remained steadfast in executing our firm’s long-term strategic vision, successfully doubling assets under management from roughly $18 billion to almost $40 billion to date.

Calamos is a private, family-owned firm which I believe contributes valuable benefits to culture, including our ability to innovate with speed, retain talent, foster loyalty, and maintain a collective, long-term perspective. Calamos has an extremely tenured 350-person associate base with an average of eight years with the firm. It’s not uncommon, however, to find tenures of 20 or 25 years, a testament to our culture and the prioritization of our associates.

While Calamos has grown in size and stature, we’ve never lost appreciation for our associates and their deep loyalty and dedication to the success of our businesses.

Will you provide an overview of Calamos’ innovative products and services?

Calamos offers a broad and diverse range of investment products and wealth management services to individuals, financial advisors, and institutional investors. Our dedication to innovation and unwavering commitment to service and performance excellence has enabled us to execute our strategic growth plans during these complex and ever-evolving investment markets.

Remaining true to our heritage, we recently introduced new products that are reshaping the investment landscape today – a new ESG exchange-traded fund (ETF) delivered by an innovative partnership with world-renowned professional athlete and philanthropist, Giannis Antetokounmpo, and a private credit closedend interval fund delivered through a partnership with Aksia, a premier global private credit manager.

The Calamos Antetokounmpo Global Sustainable Equities ETF marks the first time an asset manager and professional athlete

teamed together as 50/50 co-owners of a joint venture to deliver a sustainable investment fund. This isn’t a sponsorship or endorsement relationship; Giannis is a co-owner and we’ve committed to delivering positive societal returns by donating up to 10 percent of our joint venture profits annually to charities that support themes of financial literacy and empowerment. The ticker “SROI” is an acronym for societal return on investment. The Fund is managed by our seasoned sustainable equities team who have spent the greater part of 30 years applying their proprietary ESG screening and analyses to uncover high growth opportunities for investment.

Calamos has been leading the way in alternative investments for more than 45+ years, so developing a private credit offering was a natural next step for the firm. Registered private credit offerings have recently gained traction in the market, but many private credit registered funds focus narrowly on U.S. direct lending. With the Calamos Aksia Alternative Credit & Income Fund (Ticker “CAPIX”), it will leverage Aksia’s expertise and network of private credit sourcing partners to uncover what we believe are high quality deal opportunities and invest across the broad spectrum of private credit assets.

How challenging is it to differentiate in the industry and how do you describe the Calamos difference?

Calamos’ firm values and relentless focus on innovation has allowed the firm to remain differentiated in the market. We’re not interested in being a firm that offers every investment type or strategy at low cost. We’re a premium brand and specialize in delivering sophisticated liquid alternatives investments, convertible securities, and personalized wealth management capabilities that our clients need and are searching for.

This premium approach shapes all facets of Calamos, including our product development roadmaps, our sales consultant processes, our wealth planning capabilities, and how we market and engage with clients. The Calamos brand is synonymous with innovation and that is what has differentiated us from the competition for the last 45+ years.

How important is it for Calamos to build a diverse and inclusive workforce?

Diverse and inclusive workplaces foster a culture of respect, collaboration, and innovation.

John S. Koudounis

An Interview with John S. Koudounis, Chief Executive Officer, Calamos Investments

Varying perspectives often result in creative and innovative solutions that can advance firm growth and organizations that prioritize D&I are often viewed positively by their clients and employees. Calamos is highly focused on increasing its diversity and inclusion profile and has established hiring and professional development processes through our human resources department that support and prioritize this critical theme and nurtures D&I practices to become habits.

Will you discuss Calamos’ commitment to ESG and the firm’s capabilities in the context of responsible investing?

When “ESG” is mentioned in an investing context, the general public – and a large portion of the finance industry –view it as something novel and somewhat uncharted. This is the case even though sustainable or socially responsible investing has existed since the 1960s. Still, ESG investing is often seen as difficult to navigate, due to increased regulation and politicization in recent years.

The reality is that this type of investing cannot be ignored. According to Bloomberg, ESG assets may surpass $50 trillion by 2025. Furthermore, it is expected that $1.3 trillion will enter ESG ETFs by that same year. Through certain company investments, investors are not only supporting environmental issues and a more socially balanced world, but they are also creating additional, similarly minded investors who are empowered by newfound access.

It’s this demand that drove our desire to create SROI and to offer all investors searching for a sustainable investment solution the ability to access an attractive ESG product. Particularly, one managed by a team at the forefront of sustainable investing for 30 years and with a proprietary research platform that delivers a competitive edge through insights above and beyond off-the-shelf ESG research.

From a corporate perspective, we recognize that sustainability and ESG-related issues extend not just to our investment activity, but also to how we execute our business model and engage with our community and the world. We have established firmwide ESG policies which sets forth the people, processes, and formal objectives for researching and expanding participation in

initiatives with sustainability-related organizations. Our Calamos ESG Advisory Council seeks to define our firm-level ESG philosophy, establish firmwide objectives, and execute and monitor progress towards our policy commitments.

Calamos has been engaged in the communities it serves since the firm was created. Will you highlight Calamos’ commitment to its communities, and do you see this as a responsibility of leading companies?

Calamos associates and I care about the world we live in. Over the years, we’ve walked in the March of Dimes – March for Babies and American Cancer Society Relay for Life. At the Northern Illinois Food Bank – Calamos headquarters is in Naperville, Illinois – we’ve worked to fight hunger and we’ve collected Toys for Tots, among other activities.

In 2020, we helped raise a grand total of $1.3 million under the auspices of The Chicago CEO COVID-19 Coalition, a foundation I created to unite local business leaders in a humanitarian campaign for COVID-19 relief and recovery. The Chicago CEO COVID-19 Coalition identifies charities focused on critical themes: personal protective equipment (e.g., gloves, masks), food insecurity, homelessness, community and mental health, and families of law enforcement. 100 percent of Calamos Investments associates contributed to this campaign and all employee donations were 100 percent matched by the company.

Calamos is also extremely active in the veteran community. Our Founder, John P. Calamos, Sr., served in the Vietnam War, and we contribute to veteran-focused charities. I personally sit on the Advisory Board for The SEAL Future Foundation – a mission that provides Navy SEALs the support they need to continue their life of service in their communities. Calamos has a large veteran associate base, and we take active steps to expand and celebrate our veteran associates.

As a Greek American, I work to preserve the heritage of my ancestors and the future prosperity of Greece, serving as founding board member of The Hellenic Initiative –a global nonprofit organization that brings together Diaspora Greeks and Philhellenes to invest in the future of Greece through programs focused on crisis relief, entrepreneurship, and economic development.

What do you feel are the keys to effective leadership and how do you describe your management style?

I believe there are qualities that most leaders need to demonstrate, regardless of nature or nurture, whether they are instinctive or are developed over time. Hopefully, I share them. One is resilience – the ability to deal with uncertainty and disruption, and to seize the opportunities that come with constant change. Particularly now, in this time of uncertainty and confronting the prospect of a possible future recession, it is absolutely critical to be able to pivot for the benefit of your enterprise.

Another is a mindset of innovation – to be open and look for new and better practices and procedures. Throughout the history of business, there have been numerous examples of legacy companies and iconic brands that failed to see change coming and to adapt.

Listening is also a key factor to my success. I believe that paying attention to what your clients and your employees are saying is imperative to be able to achieve success.

Finally, leaders need to be passionate in their pursuit of excellence and to demonstrate it in a way that serves as an inspiration to their organization.

What has made the investment industry so special for you and what do you tell young people about the type of career that the industry offers?

The financial markets are endlessly fascinating, which is as true for me today as it was when I started on Wall Street 35+ years ago. Many young people have never seen market conditions as they are now, and inflation has been a phenomenon for several generations. I would encourage young people interested in finance to begin to learn about the markets, economic policy and how they work. Start to read business and financial media on a regular basis. Maybe select a company or two and look at their earnings announcements. Pay attention to news about the Federal Reserve and the impact of interest rates and monetary policy.

My general advice to young people, whether their choice is a career in finance or another industry, is to make sure to do what you love. Work toward realizing your dreams and passions, and the rest will follow. •

“This premium approach shapes all facets of Calamos, including our product development roadmaps, our sales consultant processes, our wealth planning capabilities, and how we market and engage with clients.

The Calamos brand is synonymous with innovation and that is what has differentiated us from the competition for the last 45+ years.”

Designing a Better World

EDITORS’ NOTE Farooq Kathwari has been Chairman and CEO since 1988. 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.

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 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 define Ethan Allen’s mission and purpose?

In our Design Centers, plants, and distribution centers, we all do our part to help our clients design more beautiful homes. As a company, our greater mission is to design a better world. Our purpose is to operate a socially responsible enterprise that is respected by our associates and everyone we deal with.

Treating people with respect and dignity will always remain relevant throughout our vertically integrated operation. Many years ago, I introduced 10 Leadership Principles that continue to guide all that we do, even today. The principles of Leadership, Hard Work, Priorities, and Justice remind us to set an example

that others can follow, to have a good work ethic, to focus on what’s most important, and to make fair and thoughtful decisions. Twentyfirst-century business requires agility, so we have principles governing Speed, Change, and Excellence + Innovation. We also prioritize Accessibility, Confidence, and Client Focus at all times.

What have been the keys to Ethan Allen’s ability to stay relevant for 90+ years?

Two words: constant reinvention. We’ve continued to adapt our product mix, style, manufacturing, interior design, and technology both to meet our clients’ expectations and to fit the current business environment.

More than 90 years ago, we focused on early American designs. Today, our core philosophy of “classic design, modern perspective” keeps us at the forefront of American style. We design our products, manufacturing about 75 percent of them in our workshops, and sell them all under one Ethan Allen name. People all over the world associate Ethan Allen with quality and craftsmanship. It’s one of the reasons we were recognized by Newsweek and Statista as America’s #1 retailer in Premium Furnishings.

Farooq Kathwari

An Interview with Farooq Kathwari, Chairman, President and Chief Executive Officer, Ethan Allen Interiors Inc.

Ethan Allen Desmond dining room (above) and Mansfield living room (opposite page)

Another advantage: Because we manufacture so much ourselves, we offer our clients a large range of custom options. Through the personal service of our interior designers, combined with our 3D room planning technology, clients can navigate these options easily. We balance an adherence to the qualities that make us strong for the long term with the ability to reinvent ourselves and adapt to our clients’ changing needs. In this way, we continue to satisfy our core clients while introducing our brand to new generations.

Will you discuss the repositioning of the Ethan Allen brand that you are leading?

We had the insight to rebrand ourselves “the interior design destination” because we recognized that our team of more than 1,000 interior designers does more than just place furniture in homes. They provide whole-home interior design solutions for our clients.

This insight has prompted us to completely reinvent the look of our Design Centers. We’ve always been proactive in terms of seeking out the best markets; after all, almost half of our current Design Centers are either new or have been relocated over the past 10 years. But now, no matter where they are in the U.S. or Canada, our Design Centers are speaking with one voice in terms of projection. We’re marking this transformation with Grand Reopening celebrations all over North America.

Clients can now come into a Design Center, no matter its size, and find incredible resources –furniture, fabrics, accents, window treatments, and more – plus state-of-the-art technology that enables them to preview the future of their homes in 3D and 4K. With the help of an interior designer, our clients can do much more than shop for furniture: They can transform their homes into something more beautiful than they ever thought possible.

Will you provide an overview of Ethan Allen’s retail network and the Grand Reopenings that are taking place throughout the retail network?

Our retail network is unique because it’s comprised of both corporate-owned Design Centers

and independent dealers, many of whom have been part of our family for decades. We have about 170 Design Centers within the U.S., supported by 10 manufacturing plants and served by a logistics network consisting of three distribution centers and more than 50 local service centers. In addition, our international partners operate more than 100 Ethan Allen Design Centers.

When clients visit our Grand Reopenings, they will see that even our smaller Design Centers have projections that show the scope of what we offer, from formal to casual to modern, along with programs like custom dining. Then, through our touchscreen previews and our 3D room planning, along with our library of samples, we help clients create interior designs and customize products to their liking – design is truly at the center of every experience.

How important is it for Ethan Allen to be a vertically integrated company as you continue to establish Ethan Allen as the interior design destination?

When other companies chose to move their manufacturing overseas, we remained committed to making our products in North America. We still make about 75 percent of our products here in our workshops. As a result, we continue to control our own destiny: We design our products, we craft most of them ourselves, and we own the Ethan Allen experience from design to delivery. I mentioned the manufacturing and logistics that support our retail network: We offer delivery at one cost nationally – few companies can do that.

How is innovation and continuous improvement embedded in Ethan Allen’s culture and values?

We would not have been around for more than 90 years, and been profitable for all that time, without a focus on innovation. It’s embedded in our culture across our enterprise, at every level. I mentioned the Leadership Principles before – many of our initiatives regarding process improvements, sustainability, and more have begun not at corporate headquarters, but in our plants and our Design Centers. This is because we encourage every associate, regardless of what job they do, to have an entrepreneurial attitude.

How important is it for Ethan Allen to build a diverse and inclusive workforce to mirror the diversity of its clients and the communities it serves?

We’re a global enterprise with locations all across the world, from manufacturing to retail. Therefore, we have a workforce that reflects a range of locations and perspectives. We have cultivated diversity as an overall goal – for example, in fiscal 2023, 69 percent of our retail leaders and 58 percent of our headquarters leaders were women. As a U.S. government contractor, we are an Equal Opportunity Employer.

In addition, we work to recruit a diverse group of interior designers that represent their communities; for example, where it’s important to our clients, we recruit designers who are multilingual. Because designing a home is a very personal endeavor, we want our clients to be able to connect with designers they can relate to and trust.

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?

The unique way that we combine technology with personal service strengthens our position as the interior design destination, and it helps us to adapt to the ways that homes and lifestyles are changing. A client’s home has to do more jobs than ever before. Our clients may like to entertain in a formal way, but they may also have children and pets at home. They may work remotely, so they need home office space that supports their livelihood. We provide interior designs that fit their lifestyle.

No one can predict the future perfectly, but I think our technology, our talent, and our one-onone relationships with our clients make us uniquely positioned to adapt to whatever the future of interior design may be.

What do you feel are the keys to effective leadership and how do you describe your management style?

My attitude as a leader was shaped by my youth, when I was the captain of my university’s cricket team. As captain of the Ethan Allen team, it’s my job to set our objectives and to keep us focused; it’s also my job to make sure the right people are in the right positions throughout our enterprise.

As a business leader, I work to develop a motivated and talented team and to ensure we remain relevant in various aspects of our vertically integrated enterprise. When you have talented people who are entrepreneurial but also disciplined, you can meet any business challenge, now and in the future. That’s why I challenge my team to look at five things every week: talent, service, marketing, technology, and social responsibility. You wouldn’t think they have a lot to say from week to week, but they always do.

What advice do you offer to young people beginning their careers?

My biggest piece of advice is this: Work hard and assume that what you’re doing now is the only job you’ll ever have. Don’t wait to reach a certain level and then decide to start working hard. Tomorrow’s bright future is built on the good habits that you prioritize today.•

The Oxygen of Commerce

EDITORS’ NOTE J. Patrick Gallagher, Jr. began his career with Gallagher as an intern in 1972, started working for the company full-time in 1974 as a production account executive, and was promoted to Vice-President Operations in 1985. He was elected to the Arthur J. Gallagher & Co. Board of Directors in 1986. In 1990, he was named President and Chief Operating Officer and, in 1995, was appointed Chief Executive Officer by the Board of Directors. In 2006, he was appointed Chairman of the Board. Gallagher joined the Board of Trustees of the American Institute for Chartered Property Casualty Underwriters in 2003, and serves on the Board of Founding Directors of the International Insurance Foundation. In addition, he serves on the Advisory Council of Boys Hope/Girls Hope and the Board of Advisors for Catholic Charities, and is a member of the Economic Club of Chicago, the Executives’ Club of Chicago, and the Commercial Club of Chicago. In 2007, Gallagher was granted Freedom of the City of London by the city’s Lord Mayor in recognition of his outstanding contribution to the Lloyd’s insurance market and for his support of the Gallagher Lifelong Learning scholarships. In 2009, he was honored by the Spencer Educational Foundation – which is affiliated with the Risk and Insurance Management Society – for his ongoing support of the Foundation. In 2013, he was named Insurance Broking CEO of the Year by Reactions Magazine . Gallagher holds a BA degree in government from Cornell University.

FIRM BRIEF Arthur J. Gallagher & Co. (ajg.com) is a global insurance brokerage, risk management, and consulting services firm headquartered in Rolling Meadows, Illinois. Gallagher provides its services in approximately 130 countries around the world through its owned operations and a network of correspondent brokers and consultants.

Will you discuss Arthur J. Gallagher & Co.’s heritage and what have been the keys to Gallagher’s long history of industry leadership?

I am incredibly proud of the business my grandfather started in 1927, and how it has evolved into the insurance broking, consulting, and claims servicing company it is today. From the beginning, we’ve worked with our clients to find effective solutions to their challenges, and our expert advisors are an integral part of local business communities worldwide.

Leading with integrity is a critical part of what has driven our company’s growth from a one-person agency to our current position as one of the largest insurance brokerages in the world, with a team of more than 48,000 employees and the ability to do business in more than 130 countries. Passionate service, strategic innovation, and ethical behavior form the basis of how we do business.

How do you define Gallagher’s culture, and how critical has it been to maintain a strong culture over the decades?

Our unique culture is the bedrock of our company, and our people bring that culture to life every day. They make the day-to-day decisions that drive our reputation and positively impact our clients, partners, and communities. We have one common purpose across the entire

organization that puts people, businesses, and communities at the heart to help people face their future with confidence.

In 1984, my uncle and our then CEO, Robert Gallagher, penned The Gallagher Way, 25 tenets that continue to be our North Star for how we treat each other and our clients. We build solid, trust-based relationships, and operate as a team, showcasing each player’s strengths. We position our clients for success –always striving for the best outcomes, whether disaster recovery, employee wellness, financial security, or the outcome of a successful claim. Our goal is to surpass what is expected.

Will you provide an overview of Gallagher’s service offerings?

Gallagher is uniquely positioned to provide solutions that every client and partner needs – insurance, risk management, and benefits consulting. We can support any account, of any size, anywhere in the world.

We provide retail and wholesale property and casualty brokerage, alternative risk transfer services, employee benefits consulting, and actuarial services. Gallagher offers claims and information management, risk control consulting and appraisal services, human resource consulting, and retirement services. Essentially, we can do what every business needs when it comes to risk management.

How do you define the Gallagher difference?

As I mentioned, our culture makes us unique and, guided by The Gallagher Way, we never stop doing what’s right for our clients. Unlike our competitors in the insurance brokerage world, we bring a distinctive value proposition to clients.

Gallagher is a purpose-driven organization, which means we translate our vision into action

J. Patrick Gallagher, Jr.

An Interview with J. Patrick Gallagher, Jr., Chairman of the Board, President, and Chief Executive Officer, Arthur J. Gallagher & Co.

“Leading with integrity is a critical part of what has driven our company’s growth from a one-person agency to our current position as one of the largest insurance brokerages in the world, with a team of more than 48,000 employees and the ability to do business in more than 130 countries.”

to achieve something for the greater good –whether that is to create the best outcomes for our customers, improve the communities in which we live and work, or foster a supportive work environment that connects to our core values.

How important is it for Gallagher to build a diverse and inclusive workforce?

Gallagher is building an inclusive workplace that represents our clients, employees, and the communities in which we live and work. And that isn’t just talk. It starts with our unique culture rooted in strong values and a philosophy of integrity, empathy, and respect.

Inclusivity has always been the key to our growth, and the more diversity of talent we have around the table, the better our solutions. Having said that, we will continue to take action to drive increased diverse, young professional recruitment by targeting diverse universities and by augmenting our intern recruitment process. This includes the creation of an Early Talent Acquisition taskforce to foster additional relationships with key diversity and inclusion national programs.

Additionally, we strive to make a difference through Gallagher Connect Partners, a network of certified diverse insurance agencies strategically selected to serve our clients’ risk management, insurance and supplier diversity needs, and help to attract more diverse talent to the insurance industry.

While inclusion has always been part of The Gallagher Way, we continue to look for new opportunities that reflect our culture and foster inclusion and diversity across our communities. For example, we proudly partner with organizations making a difference and educating communities on human rights, civil rights, inequality, and diversity and inclusion.

Gallagher has been engaged in the communities it serves since the company was created. Will you highlight Gallagher’s commitment to its communities, and do you see this as a responsibility of leading companies?

These businesses are the backbones of our communities – and Gallagher is there for those communities, too. I think about how the nonprofits and organizations we serve make our towns and cities more vibrant. They do so knowing we’ve got their backs should they face adversity.

We’ve also engaged with many corporate partners to impact local and global communities positively. With our Chicago Cubs partnership, we are part of the Wrigley experience and neighborhood and have the opportunity to work closely with Chicago Cubs Charities on various projects that benefit community causes across the city and beyond.

We are also partners with Special Olympics International. We are the official sponsor of Special Olympics sport and coach programming which delivers quality coach training and sport experience to more than five million athletes in 240 local programs worldwide.

What do you feel are the keys to effective leadership, and how do you describe your management style?

My management style is simple; it begins with placing trust in our people. Doing what’s right is the only way we do business at Gallagher, and it’s what has allowed us to grow into the company we are today – a company at the top of our game.

I firmly believe Gallagher is the best-positioned broker in the world to serve existing clients, win new ones, and drive value for our

stakeholders, thanks to our unique culture and the talent of the people who are a part of Gallagher.

What has made the insurance industry so special for you, and what do you tell young people about the type of career that the sector offers?

Insurance is the oxygen of commerce. And by that I mean if you don’t have insurance, you don’t have commerce. You won’t build a building, start a business, or send a ship across the ocean with containers without insurance.

I think most people are surprised when they hear how this industry is unbelievably creative and entrepreneurial. As insurance brokers, we represent the buyers and find the coverage they need to run their businesses. We’ve needed to evolve as the world has grown to include new risk types that haven’t existed. For example, we conducted a survey reporting that 74 percent of business owners are concerned about cyber-attacks, and we’ve heard this directly from our clients across all business sizes. The industry had to devise a solution to make a company whole after they’ve experienced a cyber-attack while helping them put defenses to thwart attacks in place to reduce their risk of attack, and we did this to help protect our clients.

Because the landscape of our industry is ever-changing, it’s essential that we continually attract young people to it so that we can continue to adapt. Every year our Gallagher Internship Program welcomes a new class of talent to our industry, about 500 interns globally. These young folks bring new passion to our profession, and an opportunity to represent the diverse communities we serve. Helping them succeed is the true legacy all of us will leave behind.•

“In 1984, my uncle and our then CEO, Robert Gallagher, penned The Gallagher Way, 25 tenets that continue to be our North Star for how we treat each other and our clients … We position our clients for success … Our goal is to surpass what is expected.”

“Insurance is the oxygen of commerce. And by that I mean if you don’t have insurance, you don’t have commerce. You won’t build a building, start a business, or send a ship across the ocean with containers without insurance.”

A Life-Saving Mission

EDITORS’ NOTE Richard Shadyac Jr. was named the President and Chief Executive Officer of ALSAC, the fundraising and awareness organization for St. Jude Children’s Research Hospital (stjude.org), in July 2009. He serves as ALSAC’s sixth CEO since the organization’s founding in 1957. As the top healthcare charity in the U.S., ALSAC employs nearly 1,700 team members who operate from its headquarters in Memphis, Tennessee, and in territories and offices across the country. ALSAC relies on generous supporters and volunteers who make donations and support tens of thousands of fundraising activities annually to help support the mission of St. Jude: Finding cures. Saving children. Shadyac has led ALSAC to record-breaking achievements, guiding strategic efforts that have more than tripled fundraising revenue since the start of his tenure and have elevated St. Jude as an iconic brand. ALSAC also earned the recognition of the #1 Best Workplaces for Innovators from Fast Company magazine in 2020 and St. Jude has been recognized as the Top Health Nonprofit Brand of the Year for nine years in a row by Harris Poll Equitrend as a result of Shadyac’s vision and leadership. Key strategic initiatives he launched include enhanced fundraising and awareness efforts in digital, gaming, social platforms, fitness, and multicultural areas, expanded marketing and donor development strategies, progression in ALSAC’s digital transformation journey, innovation and a reimagination of the organization. Shadyac established culture pillars for the organization that focus on people first, high performance, innovation, collaboration, service and being strategic. Prior to becoming President and CEO, Shadyac served as the Chairman and President of the ALSAC Board of Directors. He joined the Board in 2000 and also served as the Vice Chair and was active on several Board committees. Shadyac was a practicing attorney for 27 years and worked as a managing partner in the Washington DC/Northern Virginia law firm Feldesman Tucker Leifer Fidell, LLP and led the firm’s Virginia offices located in Falls Church. He has been a member of the District of Columbia Bar, the Virginia State Bar, the Virginia Trial Lawyers Association, the American Bar Association, and the Arlington and Fairfax County Bar Associations. In addition to his responsibilities as President and CEO of ALSAC, Shadyac leads community enhancement efforts by serving on the board of Memphis Tomorrow, an

organization for the CEOs of the largest employers in Memphis, and on the board for the Memphis Medical District Collaborative. He has helped to lead rebranding efforts for the city of Memphis to draw businesses, professionals and tourists to the city as well as enhance the perception of hometown residents. Shadyac has received several awards and recognitions including the 2017 Ellis Island Medal of Honor, 2016 CEO of the Year Award from Inside Memphis Business, and A Person for Others Award from Marquette University. He became the only nonprofit executive to ever receive the Responsible CEO of the Year Award from Corporate Responsibility (CR) Magazine in 2016, and he was honored by the American Task Force for Lebanon and the René Moawad Foundation for public service. In 2019, he was recognized by Memphis Magazine for his contributions to the city. Shadyac is a recognized thought leader and has contributed to several major publications including The Huffington Post, Fortune, and the Daily Memphian, among others. He earned a BA in political science from Marquette University and a law degree (JD) from Loyola University in Chicago.

Will you highlight the history of ALSAC and how the organization has evolved?

The story of St. Jude Children’s Research Hospital began with our founder, Danny Thomas, who was one of the biggest radio, film, and television stars of his day. His goal was to create a hospital that focused on pediatric cancer treatment and research – with a promise that no family would ever receive a bill from St. Jude. Danny intentionally chose to take on an incurable disease, acute lymphoblastic leukemia, the most common form of childhood cancer, which had a survival rate of 4 percent at the time. He also decided to locate St. Jude in Memphis, Tennessee, a segregated city in 1962 because he wanted to help desperately ill Black children who were at the time routinely turned away from hospitals around the South simply because of the color of their skin. When St. Jude opened its doors in 1962, it made history as the first fully integrated children’s hospital in the South, welcoming children of all races, creeds and religions, and removing financial barriers as well.

Beyond the construction, Danny had to find a way to fund the day-to-day costs of the institution. So, he turned to his fellow

Richard C. Shadyac Jr.

An Interview with Richard C. Shadyac Jr., President and Chief Executive Officer, ALSAC

The campus of St. Jude in Memphis, Tennessee

Americans of Arabic-speaking descent and asked for their support. They responded, eventually forming the American Lebanese Syrian Associated Charities (ALSAC) in 1957. Since then, ALSAC has been responsible for all fundraising and awareness efforts for St. Jude. While this began as grassroots support, our reach has evolved in monumental ways. Unlike in 1962, we can now connect with donors around the globe 24/7. We are utilizing cutting-edge technology to sharpen our efforts and meet audiences where they are. From hosting virtual events, which aided us during the COVID-19 pandemic, to working alongside the Polaris Dawn civilian spaceflight crew to increase access to quality medical care through Starlink satellite systems in some of the most remote areas of the world, we are blasting through barriers not only to raise funds for our life-saving mission, but also to bring awareness to healthcare inequities around the globe.

We have continuously evolved our fundraising to meet the growing needs of St. Jude, which is in the midst of a $12.9 billion strategic plan – the largest in the institution’s history – to accelerate progress in research, survival rates, and quality of life for survivors of childhood cancer and other catastrophic diseases around the world.

How do you describe the mission of St. Jude?

St. Jude Children’s Research Hospital is leading the way the world understands, treats, and defeats childhood cancer and other lifethreatening diseases. Families never receive a bill from St. Jude for treatment, travel, housing or food – so they can focus on helping their child live. Because of generous donor support, St. Jude can provide children cutting-edge treatments, not covered by insurance, at no cost to families.

St. Jude cares for some of the world’s sickest children regardless of their race, ethnicity,

beliefs, or ability to pay. Our patients receive the customized care they need no matter what barriers they may face.

When St. Jude opened, childhood cancer was considered incurable. Since then, St. Jude has helped push the overall survival rate from 20 percent to more than 80 percent. In many developing countries, however, that statistic is sadly reversed – only 1 out of 5 children diagnosed with cancer will survive. We won’t stop until no child dies from cancer, no matter where they live. And St. Jude has achieved a 94 percent survival rate for the “incurable” leukemia, up from 4 percent in 1962.

What have been the keys to St. Jude and ALSAC’s success and impact over many years?

The unique operating model of ALSAC and St. Jude – one organization focused on fundraising and awareness, the other on treatment and research – was innovative, and it has allowed the two organizations to remain on parallel paths of leading in their respective spaces by staying laser focused on our missions.

The purity of the St. Jude mission is also key to our enduring impact, unifying support to help some of the sickest children in the world, because every child deserves a chance to live their best life.

Several other things come to mind that have been crucial to ALSAC’s success including transparency, storytelling and innovation. Transparency is all about trust. If we want people to engage with our brand and donate to St. Jude Children’s Research Hospital, we must be transparent about what their donation will be going to and demonstrate the impact. Second, a story possesses power. Patients and families walk into St. Jude during what is likely the most challenging time in their lives, and they find hope. We are incredibly passionate about telling authentic and inspiring stories that build awareness of the life-saving work that is taking place at St. Jude while also motivating others to help make our world a better place. Third, innovation is necessary, and it starts with being courageously and intellectually curious. I encourage our employees to expand their knowledge, explore the use of new technology and evolve the way they work in an effort to continuously grow as professionals and transform the way our organization conducts business.

All these efforts have made St. Jude an iconic brand today, but there is always an opportunity to take this mission to one more person, and that’s an opportunity my team and I relish every day.

Will you provide an overview of your role leading ALSAC and how you focus your efforts?

I focus my efforts on our employees, key partnerships, strategic initiatives and positioning our organization and our mission for the future. Some key priorities for me are ALSAC’s continued digital transformation and that we are constantly evolving to be a more audience-led organization through the strategic use of data that allows us to create richer experiences for our supporters.

It is also important to me to spend my time meeting and thanking our incredible supporters. I attend as many of our events around the country as I can so I can be face-to-face with the generous donors and volunteers who share in ownership of the incredible, life-saving mission that I’ve had the honor of serving my entire life.

Will you discuss ALSAC’s culture pillars and its focus on people first?

Culture is defined by people. It’s what they believe, how they act, where they work, and how they treat each other. At ALSAC, we strive to live by our five Culture Pillars, the qualities that set the foundation for our success: People First, Strategic, Innovative, Collaborative, and High Performing.

“The purity of the St. Jude mission is also key to our enduring impact, unifying support to help some of the sickest children in the world, because every child deserves to live their best life.”

The Pop of Art studio enables patients and siblings to continue creative pursuits while receiving care at St. Jude

People First is listed first for a reason: people make our mission possible. That’s why developing our talent is also at the center of our strategic plan. We must have a growth mindset – which means leveraging our differences, recruiting and retaining game-changing talent, and enhancing our skills to meet the challenges of today and tomorrow.

When we treat each other with respect, acknowledge each other’s unique contributions, support each other’s growth, and create an inclusive environment where everyone can thrive, people can do their best work.

How critical is it to enhance ALSAC’s fundraising and awareness efforts in digital, gaming, and social platforms?

It is absolutely essential. You have to meet people where they are, and this is where they spend their time. Even just a few short years ago, not many of us could have imagined the impact digital technology or social media would have on modern-day business or fundraising. And yet, here we are. It is imperative that our fundraising and awareness efforts not simply keep pace with change, but stay ahead of the curve.

Innovation is key to staying relevant, and we pay close attention to the evolving digital world. For instance, over the last few years, we’ve partnered with many of the top gamers and content creators in the country to raise millions of dollars through livestreamed fundraisers on Twitch. This initiative is called St. Jude PLAY LIVE; it’s a video game charity program that has raised more than $50 million for St. Jude.

We will continue using every tool available to us to share the life-saving mission of St. Jude with donors around the world.

How critical is it for ALSAC to build a diverse and inclusive workforce?

Diversity of perspectives is absolutely mission critical. We are committed to building a

diverse workforce anchored in a culture where everyone knows they belong and can bring their whole, authentic selves to work. We celebrate differences to make a difference. We value diversity of thoughts, ideas, backgrounds, and perspectives, and we believe it is imperative to our success – it has been the fabric of our organization since its founding.

We also pay close attention to the expectations of younger generations. We want to know what they want to see from ALSAC/St. Jude, and how we can build their trust and understanding of the St. Jude mission. For example, we know Gen Z and millennials hold brands to a high standard, and we want not only to meet, but to exceed that standard. We have seen that young people tend to be more skeptical of brands and put greater emphasis on ethics and authentic organizational missions, and we know they are searching for ways to get involved and make a positive impact.

What do you see as ALSAC’s responsibility to be engaged in the communities it serves and to be a force for good in society?

Our founder said, “success in life has nothing to do with what you gain in life or accomplish for yourself. It’s what you do for others.” Guided by this philosophy, service to others is included in the preamble to the ALSAC Constitution. ALSAC is “dedicated to the parable of the ‘Good Samaritan,’ to love and care for our neighbor, regardless of color or creed.” That’s why service is reflected in one of our core values: We humbly serve our mission, one another, our supporters and our local and global communities.

ALSAC employees do this by regularly volunteering our time and resources to benefit others. We are thankful to have opportunities to do this, in part, through our Corporate Social Responsibility initiatives that extend the spirit of service to the communities in which we live and work.

Beyond the communities we engage with in the U.S., we implement our unique model globally to educate and train foundation partners that are supporting children’s cancer clinics around the world. ALSAC Global was established in 2018, along with the establishment of St. Jude Global by the St. Jude Department of Global Pediatric Medicine.

The single greatest determinant for outcomes in pediatric cancer is where a child lives. That’s unacceptable, and St. Jude and ALSAC are uniquely positioned to make an impact on this startling global health inequity and help more of the estimated 400,000 children who develop cancer worldwide annually.

How do you define the keys to effective leadership and how do you describe your management style?

I believe in clear communication, transparency, innovation, empathy, courage, and leadership from every seat in our organization. But perhaps more than anything, I believe in servant leadership. We’re a little different than a forprofit company in that we have a pure mission: Finding cures. Saving children. This means we must go above and beyond in how we serve our supporters and each other. If, say, a sudden rain shower interrupts one of our events, I expect our executives – and that includes me –to help wipe down chairs or do whatever else is necessary to ensure our supporters, who give so generously of their time and treasure, are served. Little things like these aren’t little to me – they speak to who we are and how we serve those who do so much for us. That, to me, is servant leadership.

With all that ALSAC has accomplished under your leadership, are you able to take moments to reflect and celebrate the wins?

First, it’s all about St. Jude – what the support ALSAC provides helps doctors and researchers at St. Jude accomplish. That’s our true impact in the world.

In support of that, we are so grateful to have plenty to celebrate – St. Jude remains one of the strongest brands in the nonprofit world (nearly 9 out of 10 Americans recognize the brand), and we’ve been named the #1 Most Trusted Brand across all for-profits and nonprofits in the Most Trusted Brands of 2023 report by Morning Consult. It’s humbling, and we don’t take it for granted.

The most meaningful way we celebrate as an organization is by recognizing the impact of our work. We are blessed to have a number of childhood cancer survivors on our team who were treated at St. Jude and have dedicated their lives to giving back, as well as bereaved parents who have faced the unimaginable and now want to do everything in their power to prevent other families from experiencing the loss of a child. Seeing these survivors and family members, as well as the patients and families who are currently being treated right across the street from our headquarters on the St. Jude campus, and knowing they represent hundreds of thousands more around the globe who need our help, is our true motivation. •

The Inside Out play areas provide indoor and outdoor spaces where kids can be kids, and where adults can sit and watch

Building Trust

EDITORS’ NOTE As Chief Insurance Officer and a member of Northwestern Mutual’s Senior Leadership Team, Kamilah WilliamsKemp is responsible for the strategy and growth of the company’s industry-leading insurance business that represents $2.2 trillion of insurance protection across five million clients and more than $6.8 billion of dividends paid to policyowners in 2023. In leading the endto-end strategy, innovation, and experience for the company’s insurance business, Williams-Kemp oversees insurance product development, underwriting, client services, and claims experience. Since joining Northwestern Mutual in 1999, she has held various leadership roles spanning across the enterprise including HR, underwriting operations, insurance products, and career distribution. She has served as chair of the company’s African American Employee Resource Group (ERG) and executive sponsor for the Asian ERG –both groups have been ranked in the Top 25 of the Diversity Impact Awards for ERGs worldwide. Williams-Kemp also serves on the boards for Rogers Behavioral Health System, the African American Leadership Alliance of Milwaukee (AALAM), and Rocketship Public Schools.

COMPANY BRIEF Northwestern Mutual (northwesternmutual.com) has been helping people and businesses achieve financial security for more than 165 years. Through a comprehensive planning approach, Northwestern Mutual combines the expertise of its financial professionals with a personalized digital experience and industry-leading products to help its clients plan for what’s most

important. With more than $570 billion of total assets being managed across the company’s institutional portfolio as well as retail investment client portfolios, and nearly $35 billion in revenues, Northwestern Mutual delivers financial security to more than five million people with life, disability income and longterm care insurance, annuities, and brokerage and advisory services. Northwestern Mutual ranks 111 on the 2023 Fortune 500.

How do you define Northwestern Mutual’s mission?

This is a great question because, above all, Northwestern Mutual is a mission-driven company. We firmly believe we are the answer to financial insecurity in America. We all know how financial uncertainty can impact individuals and society at large. Millions of people are unsure if they are able to enjoy today without sacrificing tomorrow. Two-in-three believe their financial plans need improvement. More than 100 million Americans are uninsured and underinsured. They are not confident that they will be able to retire comfortably. They don’t know if they can save for their kids’ college while saving for their own dreams. And candidly, they are not sure what would happen if something unexpected occurred: a layoff, injury, illness, or an untimely death. This leaves their financial future exposed to tremendous risk, it jeopardizes their life goals, and it creates a missed opportunity to build generational wealth.

All of these financial worries take a toll on people’s well-being. Northwestern Mutual’s 2023 Planning and Progress Study found that

one in three Americans are kept up at night by thoughts about their finances. Conversely, disciplined planners and those who work with a financial advisor reported stronger friendships, mental health, physical health, and job stability.

At Northwestern Mutual, we help people construct financial plans that protect the wealth they have already built while also creating future prosperity. Our approach to planning is comprehensive, personalized and proven to help deliver our clients superior financial outcomes more often. Ultimately, our advisors, teams and employees help move people from anxious and vulnerable to focused and confident as they pursue their goals for today and tomorrow.

You recently assumed a new role as Chief Insurance Officer. What excites you about this opportunity?

I’m thrilled by the opportunity to help Americans manage risk as part of a comprehensive financial plan. Simply put, a financial plan that does not contain life insurance is incomplete. It helps people to protect and grow their wealth, it helps promote intergenerational wealth, and in someone’s darkest hour, it provides the strength for people’s dreams to live on. The research is clear: a plan that combines insurance with investments and annuities outperforms an investments-only approach most often because it provides the client with more good choices and enables him or her to adapt in a time of adversity. Life insurance serves as the foundation that everything else builds from.

I’m also eager to foster innovation to ensure Northwestern Mutual’s relevance in the marketplace. Our team is constantly working with our advisors to imagine, invent and release new insurance products that will help our clients

Kamilah Williams-Kemp

An Interview with Kamilah Williams-Kemp, Chief Insurance Officer, Northwestern Mutual

“At Northwestern Mutual, we help people construct financial plans that protect the wealth they have already built while also creating future prosperity.”

meet their unique financial needs. Every one of us is different, so “one-size-fits-all” product design is not an option for us. It’s important to me that we create financial solutions that are special and relevant for their circumstances.

Lastly, I’m excited about serving clients at a company that’s known as an industry leader. Today, Northwestern Mutual is increasingly recognized by consumers as a sophisticated provider of financial security – including insurance, investments, and wealth management. But for 166 years, Northwestern Mutual has always been known for its world-class insurance products and its commitment to policyowners. That reputational lead continues to grow as many of Northwestern Mutual’s publicly traded competitors exit the insurance business marketplace.

While the economic environment has many of those competitors on their heels, Northwestern Mutual is doubling down on its commitment to comprehensive financial planning – with industry-leading insurance products at the core. We continue to rank #1 in individual life insurance sales, increasing our market share in 2022 to 9 percent – a percentage that we believe we can grow. This year, Northwestern Mutual is also breaking its own industry-leading dividend payout record with an expected $6.8 billion to be delivered to our policyowners –triple the amount of our nearest competitor.

We are well-positioned to serve the next generation of Americans seeking to build financial security – and few things are more fulfilling and exciting than that.

How have your varied experiences at Northwestern Mutual effectively prepared you for this new role?

My aspiration has always been to advance within Northwestern Mutual because I sincerely love the company and what it stands for. Early

in my career, I knew I wanted this mission to be my life’s work. So, I set out to learn as much as I could about the key aspects of our company and worked to ascend through the ranks in roles where I was both passionate and positioned to make an impact.

I began my career at Northwestern Mutual as an underwriter and, over decades, built my leadership skill set through positions in human resources, distribution, new business, and insurance products. In particular, my previous role as leader of Risk Products bestowed me with a deep knowledge and respect for our insurance offerings. I was responsible for product development, product innovation, product competition and positioning, and advanced markets. It has truly been a fulfilling journey.

I also watched as several of Northwestern Mutual’s competitors decided to close up shop and sunset their product suite. It surprised me to see how many household names were walking away from the promises that they had made. It underscored to me the importance of long-term planning, prudent financial management, and a powerful customer value proposition. We have to put people first – and that’s something that I seek to deliver to my team, to our advisors, and to the clients we proudly serve.

Personally, as a caregiver for my aging mother, I’ve had the opportunity to walk in our clients’ shoes and see just how critical the right planning and products can be for both individuals and entire families. Five years ago, my mother had emergency brain surgery to address a chronic sinus infection. Her physical condition improved quickly, but unfortunately, cognitive and memory issues remained that made it impossible for her to take care of herself.

Like many people dealing with a stressful situation, I experienced a range of emotions, including anxiety, fatigue, and fear while caring for my mom. Those difficult experiences fuel my drive for creating product value and delivering an exceptional client experience. When someone is in their greatest time of need, I want our company to exceed expectations and free people from anxiety so they can focus their full attention on caring for loved ones.

What have been the keys to the strong performance of Northwestern Mutual’s risk products and how do you describe the Northwestern Mutual difference?

We maintain low expenses. We make wise investments. We perform sound underwriting. We plan ahead, take the long-term view, and we never cut corners. We live up to our commitments. We safeguard the trust that people put in us – and in doing so, we build trust. Our persistency rate – the number of policyowners who stay with us year after year – is 97 percent, the highest in the industry. Across any sector, that scale of loyalty is virtually unheard of. But at our company, outstanding results are the norm.

I believe that trust is our key competitive advantage, and it begins with our exceptional, empathetic, and expert financial advisors. They focus on building long-term relationships with their clients by understanding each person’s unique goals and worries – and then developing a plan that’s built just for them. That’s why Northwestern Mutual advisors can offer Northwestern Mutual financial products – because we want each of our clients to have the optimal experience on the path to financial security.

For generations, our focus has been delivering maximum value to clients while also ensuring unsurpassed financial strength. Northwestern Mutual is one of just five companies

“Simply put, a financial plan that does not contain life insurance is incomplete. It helps people to protect and grow their wealth, it helps promote intergenerational wealth, and in someone’s darkest hour, it provides the strength for people’s dreams to live on.”

“We are well-positioned to serve the next generation of Americans seeking to build financial security – and few things are more fulfilling and exciting than that.”

in the U.S. to receive Moody’s Aaa rating and a stable outlook. And as I mentioned, we lead our industry by a wide margin in dividends paid to policyowners.

Our status as a mutual company enables these values. Instead of divvying gains between shareholders and policyowners, as a mutual company with no shareholders we can provide maximum value to our clients. Moreover, publicly traded companies in our industry often offer special benefits or promotional pricing to attract new clients. At Northwestern Mutual, everyone gets the same pricing structure because we believe that all of our five million clients deserve a fair deal.

How critical is it for Northwestern Mutual to innovate with its risk products?

I believe that disruption is just as important as delivering exceptional product values. We must continue to perform and transform. However, we don’t pursue innovation for the sake of innovation. We invent when we believe we can deliver an enhancement that reinforces our value proposition with clients. It’s all about solving for our clients’ financial needs and ensuring that our plans and products remain accessible across the country.

For example, Northwestern Mutual recently unveiled its new hybrid Long-Term Advantage product – designed to meet multiple goals, such as long-term care costs if needed, while at the same time providing all the core benefits of a permanent life insurance policy that can support goals such as funding retirement or leaving a legacy. Incorporating these flexible financial products into a client’s comprehensive plan can help them to build greater certainty in their lives and ensure that our company remains relevant in their lives. And as always, this product was carefully designed to ensure all of our policyowners’ best interests.

Will you discuss Northwestern Mutual’s commitment to build a diverse and inclusive workforce?

Diversity and inclusion is a growth strategy for our business. We need to reflect the marketplace that we serve which also results in more people being financially secure. For example, at Northwestern Mutual, a significant proportion of our recent revenue growth was driven by the intentional recruitment and development of women and people of color to our field force of financial advisors. The experiences, perspectives, and creativity of a diverse workforce are

essential to delivering on our mission. That’s why we’re so committed to fostering a worldclass culture of inclusion and respect.

As an African American woman, of course, I am passionate about the progress we’re making and am actively involved in the company’s forward momentum. I’ve served as the executive sponsor for several Northwestern Mutual employee resource groups and currently serve on the organization’s Sustained Action for Racial Equity Task Force. Chaired by our CEO, John Schlifske, our committee of 80+ leaders across our organization is working proactively to nurture a world-class workplace and close the racial wealth gap that exists in America. Thus far, the task force has championed new leadership and development pathways for diverse employees; grew intentional connections between employees and senior leaders; and created new partnerships with the National Urban League, National Black MBA Association, AfroTech and more to build opportunities for networking and connection.

What do you see as Northwestern Mutual’s responsibility to support the communities it serves and to be a force for good in society?

As an organization, if we want to grow, we have to safeguard the trust we’ve earned  –and double down. That’s why we have to think carefully about the way we operate and our impact on the broader community. It starts with our mission. Few companies have a purpose that’s tethered so tightly to making an impact in people’s lives like Northwestern Mutual’s. If we do our jobs well, millions of people will be on a path to living their dreams. That’s powerful.

I’m also proud of Northwestern Mutual’s thoughtful approach to corporate responsibility. Our environmental, social, and governance strategies give us the framework to make and keep strong promises. It’s all about what works best for our people, partners, communities, and planet.

We’re supporting childhood cancer research, expanding financial access to underserved communities, increasing representation to ensure sound ethical governance, reducing our energy consumption, and much more. We’re also supporting many of the local causes that our advisors are championing in their communities.

What advice would you give other leaders to thrive in the years ahead?

In my role, others might expect me to extoll the virtues of living a risk-averse life. In reality, I think the low-risk, low-reward professional life can be just as problematic as any high-risk, yo-yo career path. When people feel anxious in their roles, they hesitate. They’re bashful instead of bold and politely decline opportunities that could take them to the next level.

I admit that I’m a perfectionist at heart and, as any fellow perfectionist knows, that trait can be empowering or disabling. You can spend your entire professional life calculating risk and waiting for that “perfect” moment to take the leap. But the risk associated with anything meaningful will never be zero. There is no “perfect” scenario; there is just acceptable, calculated risk, informed by careful analysis and planning.

If leaders account for their risks in life, they can dream bigger. After two decades at Northwestern Mutual, I know that’s true when it comes to finances, to career, and to life in general.

You joined Northwestern Mutual more than 22 years ago. What has made Northwestern Mutual so special for you and a place where you have wanted to spend so much of your career?

I’ve always felt like Northwestern Mutual gave me the opportunity to align my personal mission and professional purpose. We help more than five million people to protect what they’ve already built in life, create wealth, and pursue their dreams today and in the future. That’s an excellent motivator to get out of bed each morning and get to work on behalf of others’ goals. Every day I’m inspired by stories from our advisors and clients about the way a comprehensive financial plan intervened and supported a family when they needed it the most. The impact that we make in peoples’ lives and on society overall is significant.

Even if someone doesn’t have a difficult life event, we know that our approach to financial planning gives our clients a greater feeling of confidence to go out and live life to the fullest. There’s a special feeling of conviction that comes when you know you have made sound financial decisions and you’re on a path to greater financial security. I feel like it’s a gift for us to have that positive influence on peoples’ lives.•

“Few companies have a purpose that’s tethered so tightly to making an impact in people’s lives like Northwestern Mutual’s. If we do our jobs well, millions of people will be on a path to living their dreams. That’s powerful.”

Sustainable Development Goals

D. Sachs

EDITORS’ NOTE Jeffrey Sachs is a world-renowned economics professor, bestselling author, innovative educator, and global leader in sustainable development. Sachs is widely recognized for bold and effective strategies to address complex challenges including the escape from extreme poverty, the global battle against humaninduced climate change, international debt and financial crises, national economic reforms, and the control of pandemic and epidemic diseases. He serves as the Director of the Center for Sustainable Development at Columbia University, where he holds the rank of University Professor, the university’s highest academic rank. Sachs was Director of the Earth Institute at Columbia University from 2002 to 2016. He is President of the UN Sustainable Development Solutions Network, Co-Chair of the Council of Engineers for the Energy Transition, academician of the Pontifical Academy of Social Sciences at the Vatican, Commissioner of the UN Broadband Commission for Development, Tan Sri Jeffrey Cheah Honorary Distinguished Professor at Sunway University, and SDG Advocate for UN Secretary General António Guterres. From 2001-18, Sachs served as Special Advisor to UN Secretaries-General Kofi Annan (2001-07),

Ban Ki-moon (2008-16), and António Guterres (2017-18). Sachs has authored and edited numerous books, including three New York Times bestsellers: The End of Poverty , C ommon Wealth: Economics for a Crowded Planet , and The Price of Civilization. Other books include To Move the World: JFK’s Quest for Peace, The Age of Sustainable Development, Building the New American Economy: Smart, Fair & Sustainable , A New Foreign Policy: Beyond American Exceptionalism , The Ages of Globalization: Geography, Technology, and Institutions , and most recently, Ethics in Action for Sustainable Development. Sachs is the 2022 recipient of the Tang Prize in Sustainable Development and was the co-recipient of the 2015 Blue Planet Prize, the leading global prize for environmental leadership. He was twice named among Time magazine’s 100 most influential world leaders. Sachs has received 42 honorary doctorates, and was awarded the Legion of Honor by decree of the President of the Republic of France, and the Order of the Cross from the President of Estonia. Prior to joining Columbia, Sachs spent over 20 years as a professor at Harvard University, most recently as the Galen L. Stone Professor of International Trade. Sachs received his BA, MA, and PhD degrees from Harvard.

How do you define the mission of the Center for Sustainable Development at Columbia University?

The CSD undertakes a range of applied policy research in support of the Sustainable Development Goals (SDGs), adopted by all UN member states in 2015. CSD works with governments and academic researchers on a variety of topics related to the SDGs, including education, healthcare, digital transformation, and climate change, among others.

How do you focus your efforts as Director of the CSD?

My own work supports global diplomacy and finance in support of the SDGs, the Paris Climate Agreement, and other international efforts for sustainable development. Among other activities, I am proud and honored to lead a worldwide network of universities on behalf of the UN Secretary General, known as the UN Sustainable Development Solutions Network, or SDSN. The purpose of SDSN is to foster solutions to achieve the SDGs through education, research, and public outreach activities. There are now more than 1,900 organizations, mainly universities, that are SDSN members.

Will you discuss your views on the war in Ukraine and what you feel are the keys to bringing the war to an end?

The war is a proxy war between the U.S. and Russia. It was caused primarily by the

Jeffrey D. Sachs

An Interview with Jeffrey

“Among other activities, I am proud and honored to lead a worldwide network of universities on behalf of the UN Secretary General, known as the UN Sustainable Development Solutions Network, or SDSN. The purpose of SDSN is to foster solutions to achieve the SDGs through education, research, and public outreach activities. There are now more than 1,900 organizations, mainly universities, that are SDSN members.”

desire of the U.S. Government to incorporate Ukraine into NATO. The European Union was also very clumsy by insisting that Ukraine should sign association agreements with the EU without also discussing those agreements with Russia, which is of course deeply interconnected economically, financially, and technologically with Ukraine. Still, NATO enlargement was and is the main reason for the war.

You first visited China in 1981. As you look back at the last four decades, how has China changed and what are your thoughts on China today?

China is of course an astounding success in raising economic prosperity and technological advancement – for a country of 1.4 billion people no less. I think that China’s success has a great ability to inform Africa’s own strategy for ending poverty, noting that Africa today –taking all 55 countries as a union – also has a population of 1.4 billion, like China.

How concerned are you about U.S.China relations and what needs to be done to move the relationship forward in a positive way?

The U.S. Government wants to lead the world. China doesn’t want the U.S. to lead, but to be a partner. This is the basic struggle. American leaders are arrogant, in my view, repeatedly insisting that the U.S. is and should be “Number 1.” If the U.S. leaders would be respectful of

China, and respectful of the One China policy, the tensions between the U.S. and China would diminish. The two countries should engage in diplomacy, not an arms race.

Do you feel that U.S. foreign policy has evolved and adapted to address the current times and the challenges facing the world?

U.S. leaders are aiming for a U.S.-led, unipolar world. This concept was never justified, but is now wildly out of date and even dangerous.

What will it take for the world to achieve the Sustainable Development Goals by 2030?

To achieve the SDGs, we need quickly to end the war in Ukraine – through negotiations, reduce the U.S.-China tensions, and channel hundreds of billions of dollars per year into additional sustainable investments in the developing countries. Most of all, the U.S. and Europe should stop the focus on expanding NATO and refocus on expanding healthcare, education, and zero-carbon energy around the world.

Do you believe that the fear of climate change is helping drive investment in sustainable development?

There is an uptake of zero-carbon energy systems, as is vitally important, but the uptake is too slow and inconsistent to date. We are still prioritizing geopolitical conflicts over sustainable development.

What do you see as the responsibility that leading companies have to be good corporate citizens and address societal need?

Most importantly, we need a political system at all levels – UN, regional, national, and local –that puts the priorities on sustainable development, and that sets the rules of the game for business, so that business objectives align with social needs. For example, businesses should be guided to zero-carbon energy solutions through a mix of regulation, carbon pricing, public investment, and forward-looking company strategy.

What do you feel are the keys to effective leadership?

Respect for others, honesty, transparency, and a clear vision of the public good.

What advice do you offer young people beginning their careers?

Do good. Become an expert or leader in an area in which you can be proud of your work and your contribution to society.

You have received many accolades and wide recognition for your work. Do you enjoy the process and take moments to reflect on what you have achieved?

I am deeply grateful for recognition that puts importance on global problem-solving. We have a lot of global problems, and not enough implementation of solutions. I therefore greatly appreciate when any organization gives recognition to the importance of peaceful, cooperative, global problem-solving.•

“To achieve the SDGs, we need quickly to end the war in Ukraine –through negotiations, reduce the U.S.-China tensions, and channel hundreds of billions of dollars per year into additional sustainable investments in the developing countries.”

“Most importantly, we need a political system at all levels – UN, regional, national, and local – that puts the priorities on sustainable development, and that sets the rules of the game for business, so that business objectives align with social needs.”

Promoting Accountability and Transparency

EDITORS’ NOTE Michael Hershman is Chief Executive Officer of Soloviev Group (solovievgroup.com), a privately held and multi-billiondollar company that encompasses Realty and Development, Hospitality, Transportation and Railroad, and Agriculture and Ranching. Hershman is also the founder of the Fairfax Group, a globally recognized advisor on corporate and public governance, transparency, and accountability.

How do you define Soloviev Group’s mission and purpose?

Soloviev Group is a family-owned and operated multi-sector corporation with operations throughout the United States. While large, the Soloviev Group is still very much entrepreneurial with a focus on not only being the best in every business segment, but being the best for the communities in which we work. Through our nonprofit Foundation, we work to make life better for veterans, refugees, disadvantaged children, and many others.

Will you highlight your role and areas of focus?

As the CEO of the Soloviev Group, my responsibilities touch every aspect of the business. Most recently, I have been heavily focused on the development of our First Avenue real estate site, called Freedom Plaza, into a worldclass integrated resort.

Will you highlight the plans for Freedom Plaza?

Freedom Plaza is an undeveloped parcel of real estate situated on First Avenue between 38th and 41st Street, the last undeveloped plot of land in Manhattan. The site is approximately 6.7 acres and is currently zoned for four towers – one commercial and three residential. Given that the State of New York has decided to expand casino gaming by issuing three downstate casino licenses, we have decided to apply for one of those licenses for our site.

The casino portion, however, would be less than 10 percent of the size of this integrated resort. We are proposing a 1,200-room, 5-star hotel, two residential towers with over 500 units of affordable housing, a park of more than four acres, and a museum dedicated to the promotion of democratic values. We would also have retail, restaurants, and a grocery store.

Will you elaborate on the concept of a museum dedicated to the promotion of democratic values?

We are concerned about global threats to democracy –- the growth of authoritarianism, which adversely impacts basic human rights, freedom of speech, religion, press, and civil liberties. While Washington, DC is the seat of the Federal Government and has obvious interests and policies to promote global democratic principles, there is every reason for the City and State of New York to endorse these notions.

New Yorkers are noted not only for their general outspokenness, but also for standing up for what is right. Born, raised and educated in New York City, I cherish our pedigree of social responsibility and the protection of civil liberties. Let’s demonstrate this by having the first in the world museum which examines the roots of democracy and highlights its successes and, yes, even its failures.

Early in your career, you served as a senior staff investigator on the Senate Watergate Committee. What led you to launch the other firm you lead, Fairfax Group, a worldrecognized authority on government and ethics?

At the time I was asked to work for Senator Sam Ervin’s staff on the Senate Watergate Committee, I was a Special Agent with the New York State Special Corruption Prosecutors Office. Watergate opened my eyes to another level of corruption – abuse of power. The legal definition of corruption is very narrow and typically involves the paying or receipt of a bribe. The broader definition often involves the misuse of power by someone in a position of authority.

During the Nixon Presidency, the abuse of authority was evident, not only in the initial actions, but later in the cover-up. Laws were broken, but beyond the criminal charges, the scandal very seriously weakened the trust in government. When you lose trust in an institution, it is not easily, if ever, regained. It also strengthened my belief that the role of an independent media and a strong civil society is essential for providing checks and balances of government abuse.

Watergate set the stage for my interest in promoting integrity, transparency and accountability both in government and in

the private sector. In part, what separates a democracy from autocratic rule are the principles of good governance and compliance. These principles should be applied equally to the public and private sector. In the private sector, studies have shown that public companies which apply a strong set of values and ethics within their structures benefit in the marketplace. In the public sector, these principles of good governance and compliance should lead to efficient economic growth and the appropriate allocation of resources.

Will you discuss your involvement serving on an Independent Governance Committee that addressed the scandal at FIFA, the body that governs soccer across the world?

About 10 years ago, FIFA was involved in the largest scandal in sports history. The accusations of bribery, malfeasance, and conflict of interest were widespread and featured in headlines around the world. FIFA, a nonprofit, non-governmental organization was led by a group called “The Executive Committee.” In essence this was a Board of Directors consisting of volunteers supposedly devoting their efforts to the betterment of the world of soccer, but in reality, some members of the “ExCo” were benefiting themselves. For more than 90 years, FIFA was a relatively poor (from a financial perspective) organization. But, with the growth of revenue from the growing popularity of the World Cup and ensuing media rights, FIFA became almost overnight a multi-billion-dollar juggernaut. When you combine that much money with a lack of good governance and compliance, it is a prescription for disaster.

FIFA, with its back against the wall, was forced to bring in an independent group of experts to serve on an Independent Governance Committee. I was asked to serve on this committee, which over the course of two years made numerous recommendations to reform FIFA. Many of those recommendations were adopted, but not all. In the end, more than 40 individuals and organizations linked to FIFA were indicted in the United States on fraud and corruption charges. One of my takeaways from this experience is that the world of sports is a big business which cannot be run without appropriate checks and balances and independent oversight.

Michael J. Hershman

An Interview with Michael J. Hershman, Chief Executive Officer, Soloviev Group

You founded Transparency International, the largest independent, nonprofit coalition promoting transparency and accountability in business and government. What was your vision for creating the organization and will you highlight its work?

During my government career, I served in an oversight role with the Agency for International Development. This agency provides funding to less developed nations in need of better medical care, education, and other services. The idea behind this type of assistance is to provide the United States with a “foot in the door” not only for charitable purposes, but for our national security. During this time, I had an opportunity to travel around the world to inspect the progress of projects in some of the most poverty-stricken countries on Earth.

What I found shocked the senses. So much governmental assistance, not only from our country but from countries across the globe, was being diverted into the hands of corrupt government officials. Where medical centers were to be built, there were gaping holes in the ground. I just could not stand by and see the suffering people robbed of their basic human needs. I, and a few like-minded friends, decided we needed to begin a global effort to combat corruption in development. Hence, Transparency International was born. We wanted to bring the subject of corruption out of the closet and onto the agendas of governments and corporations. Transparency International, headquartered in Berlin, and with over 100 chapters around the world, has become the leading advocacy group fighting against the scourge of corruption.

You have also served on the board of Interpol’s International Group of Experts on Corruption. What interested you in this role, and how did you focus your efforts on the board?

My 12 years serving as an advisor to the Secretary General of Interpol gave me greater insight into not only issues related to corruption, but to the operations of transnational criminal organizations which deal in human trafficking, narcotics, illegal arms trade, money laundering, and a host of other crimes. Interpol serves as a clearinghouse for coordination of international efforts to fight transnational crime. During my time there, we were able to create a universal code of ethics for policing and set the stage for the creation of the International Anti-Corruption Academy headquartered in Vienna, Austria.

Given your Watergate background and long history involved in ethics, accountability and governance, what are your views on the current state of the country in this regard?

Some say our country is in the midst of a defining crisis. This has been said before –during the Vietnam War, during Watergate, and during other critical periods. I would agree that today’s environment provides a great challenge because of the divisions in our society. We seem to be engaged in “political warfare.” If we could just take a step back and concentrate more on the good things about our country, perhaps the dialogue would change.

For example, Americans are the most generous people in the world. We are the most philanthropic. When we have a natural disaster in our country, we come to the aid of those in need, regardless of whether they are Republican or Democrat. This is just one example of many of the extraordinary characteristics of Americans. Having

said that, I believe that we need to readjust our “moral compass.” We are fast losing whatever shed of civility we had. The principles of morality and ethics dictate that we can disagree, but to do so in a civil fashion. The fashion nowadays seems to promote rudeness, antagonism, and violent rhetoric in politics as well as in general.

Our country needs a champion or champions to help bring back the civility in dialogue and to reestablish a common sense of purpose. If I did not understand our resilience as a people and as a nation, I would fear that the clock could never be reset for the betterment of our society, but history teaches us that we come out of each crisis stronger. What are the signposts or indicators that lead to bad governance and ethical lapses?

There are several “signposts” or “red flags” which can alert us to a movement toward poor governance and compliance. The centralization of power in the hands of a few poses a danger to democratic functions. Putting one’s personal benefits before those of society is also a bad sign. Lack of sufficient transparency, whether it has to do with budget formulation or the issuance of regulations, causes me heartburn. Most importantly, the undermining of the rule of law as a central tenet of democracy can be disastrous. Another thing which concerns me is money in politics. How can we justify spending billions of dollars during a presidential campaign – along with that of the House and Senate races – when children are going hungry in this country? Our priorities appear misplaced. Speaking of the billions of dollars in campaigns, does anyone believe that a candidate or office-holder can be free of special interests given that their political careers depend on raising that much money?

What advice do you offer to young people beginning their careers?

The advice I give to young people is to look for ways to have a balanced life, both personal and professional. Look for companies which promote such balance and have that moral compass pointing in the right direction. If it is public service that motivates you, then do it for the right reason – to help people in need. As you succeed in life remember those who are less fortunate – keep up the legacy of giving in our country. Remember it takes a lifetime to build a good reputation, but only seconds to lose it based on a poor choice. Do the right thing even if no one else is looking.•

Michael Hershman stands on the future site of Freedom Plaza, a world-class integrated resort on the last plot of undeveloped land in Manhattan which will feature a museum dedicated to democratic values

Becoming the Change You Want

EDITORS’ NOTE As one of the preeminent civil rights leaders of our time, Reverend Al Sharpton serves as the founder and president of the National Action Network (NAN), anchors Politics Nation on MSNBC, hosts the nationally syndicated radio shows Keepin’ It Real and The Hour of Power, holds weekly action rallies and speaks out on behalf of those who have been silenced and marginalized. Rooted in the spirit and tradition of the Rev. Dr. Martin Luther King Jr., NAN boasts more than 100 chapters across the country to promote a modern civil rights agenda that includes the fight for one standard of justice, decency and equal opportunity for all.

Sharpton started his ministry when he was just four years old, preaching his first sermon at the Washington Temple Church of God and Christ. At the age of 13, he was appointed by Rev. Jesse Jackson and Rev. William Augustus Jones as Youth Director for the New York chapter of the Southern Christian Leadership Conference’s Operation Breadbasket, an organization founded by Dr. King in 1966. Operation Breadbasket served as the economic arm of SCLC and provided the curious and vivacious Sharpton with on-the-ground training in civil disobedience and direct action. Sharpton had the unique opportunity to absorb a wealth of knowledge from Dr. King’s lieutenants: Rev. Jones, Rev. Ralph Abernathy, Hosea Williams, and later Dr. Wyatt Tee Walker. He would go on to incorporate Dr. King’s teachings of nonviolent activism into his work and fight for justice. At the age of 16, he founded the National Youth Movement, Inc. and in 1991 officially launched National Action Network. Sharpton is the author of several books, including Go and Tell Pharaoh, Al on America, The Rejected Stone, Rise Up, and most recently, Righteous Troublemakers . He has served as a guest lecturer at Tennessee State University, and has received honorary doctorate degrees from Medgar Evers College, Fisk University, BethuneCookman University, Virginia Union University, Voorhees College, among others.

ORGANIZATION BRIEF National Action Network (nationalaction.network) is one of the leading civil rights organizations in the nation with chapters throughout the entire United States. Founded in 1991 by Reverend Al Sharpton,

NAN works within the spirit and tradition of Dr. Martin Luther King, Jr. to promote a modern civil rights agenda that includes the fight for one standard of justice, decency and equal opportunities for all people regardless of race, religion, ethnicity, citizenship, criminal record, economic status, gender, gender expression, or sexuality.

Will you highlight your career journey?

I started as a boy preacher in the Pentecostal Church in Brooklyn, New York. I preached my first public sermon when I was four years old to about 900 people, and by the time I was seven, I went on the circuit in the Pentecostal Baptist Black churches in the New York area as the Wonder Boy preacher. By the time I was 12, I had become very enticed with watching the news. My father left when I was 10, so I didn’t go out a lot and play with other kids because we moved from a middleclass neighborhood in Queens to projects in Brooklyn and I was trying to adjust to a new environment. As I watched the news a lot after

school, I fell in love with the image of Adam Clayton Powell. I convinced my mother to let me go up to his church and meet him. To my surprise, he knew who I was from being a boy preacher. I became totally enthralled with doing social justice ministry like Powell, who was a congressman but had been an activist and civil rights leader. My mother, who was a strict, fundamental Pentecostal Church member, fearing that I was going to leave the church, took me to our Bishop, Bishop F.T. Washington. He brought me to someone he knew who lived in the same neighborhood, Reverend Dr. William H. Jones, who led the chapter of Martin Luther King’s Organization in New York. So, the Christian Leadership Conference’s Operation Breadbasket and our Dr. Jones decided to make me their youth director so I wouldn’t leave the church. Operation Breadbasket recruited a lot of young people to participate in picketing and marching and the like. I became youth director of Greater New York Operation Breadbasket. I met Reverend Abernathy, who had taken over the organization that year because Dr. King had just been killed that April, and I met the head of Breadbasket, Reverend Jesse Jackson – the rest is history.

Rev. Al Sharpton

An Interview with Reverend Al Sharpton, Founder and President, National Action Network

Reverend Al Sharpton speaking at the House of Justice Rally in Harlem, New York in May 2023

How did your childhood and early years impact your life’s work?

I think it impacted my life’s work by being born of parents who were middle class, entrepreneurial Blacks from the South. I was born and raised in Brooklyn. My father owned the house we lived in and owned other houses as well as a corner store. I spent Saturdays with him riding around, collecting rent from his other buildings. The four of us in the family then moved to a nice corner house in Queens. My father would buy a new Cadillac every year. Then, all of a sudden, he left. He walked out on us, abandoned us, and I found myself living for a few months in Albany projects and then in a tenement in Brownsville. So, I got to know the difference in zip codes, the difference in how you were treated based on where you live, and the difference in race. I think that’s what impacted me to spend the rest of my life fighting for equality and fairness no matter what peoples’ economic background might be or what geographic location they lived in. So, the impact of these experiences at a very young age gave me the course of where I went in life.

What was your vision for creating the National Action Network and how do you define its mission?

I had been involved from Operation Breadbasket when I was 12 years old, all the way through my late 30s, in various movements and various activities where I became pretty well known in the New York region, and then was going national, and at one point I got in a conflict with the people in the organization. I was stabbed in ’91 leading a march in a section of Brooklyn called Bensonhurst, where a young man, Yusuf Hawkins, 16 years old, had been killed by a mob that said they didn’t allow Blacks in the neighborhood. I would go

out and lead marches – several hundred people in the neighborhood every week – saying to the people in that area: you know who killed this young man, you know who shot him –give him up. After weeks of protest, we got them to give up some – not the rest – and we kept marching. I was stabbed in my chest leading one of those marches by one of the guys in the neighborhood. As I lay in the hospital, not knowing how serious the wound was, I said that I really needed a defined organization pursuing the principles of Dr. King, because even though we were marching and doing King-like things, I wanted to create an organization based on Dr. King’s principles. This is how I started. So, when I got out of the hospital, where we were having rallies, many decided that they didn’t want to allow whites in the rallies anymore. That was against my principles and I left and went to Harlem – even though I lived in Brooklyn and had shaped the rallies in Brooklyn – to form National Action Network on the principles of Dr. King and non-violent direct action. I didn’t fall out with those I left since all of us wanted justice and fairness, but our tactics were different. Mrs. Coretta Scott King always said to me that you must become the change you want.

How has NAN evolved over the past 30 years?

NAN started having Saturday rallies every Saturday morning in a schoolhouse in Harlem. We started with about $200 in our pocket. We went from there to getting our own headquarters where we have our Saturday rallies and staff. We now have a staff of 73 people, headquarters in New York and offices in Los Angeles, Washington, DC, Atlanta, Miami, Detroit, and a tech center in Newark, New Jersey. We have between an $8 and $11 million annual budget with no federal, state and city

funds, so we’re free to do whatever we want. Our National Convention has had every major Presidential candidate, had President Obama twice while he was president, and President Biden has spoken for the organization. We have been able to impact policies, ending stopand-frisk in New York, helping get an actual mandate to end it. We were key in making no chokehold laws a state law, creating racial profiling laws in the early ’90s when we fought a case in New Jersey that led to New Jersey making racial profiling laws that other states duplicated. We were involved in the effort to have private sector corporations target a certain amount of their contracts to go to Blacks and Latinos.

When George Floyd occurred, we were one of the lead groups involved and I did the eulogy at his funeral. We proposed the George Floyd Justice and Policing Act, and while we couldn’t get it through Congress, we got the President to sign an executive order. National Action Network has had, probably over the last 30 years, the most continuous demonstrations of public protests on a consistent basis – in the Ahmadou Diallo case, we had 11 consecutive days of civil disobedience. Over the last 30 years, NAN has been on the vanguard of doing that, and I don’t think any group has done what we do with direct action, but it’s always connected to state or city policy laws changing, which was the Martin Luther King way of doing things.

Will you discuss NAN’s work in addressing criminal justice reform?

NAN’s work in criminal justice reform is focused on having police reform where police do not operate without accountability, where they do not become the judge, jury, and executioner. They must not become criminal to fight crime – we support police fighting crime, but they cannot become criminal. We support diversity in police departments. We encourage Blacks and Latinos and Asians to join the police force.

There is no reason to choke someone to death. There’s no reason to stop and frisk 80-90 percent in the Black community and not in other communities. There is no reason to target people for prosecution based on who they are in terms of their race or their economic standing.

Addressing criminal justice has been our signature work and we’ve gotten results.

How is NAN working to impact voting rights and ensure that every vote in every community across the nation is counted?

Well, I think that one way is the John Lewis Voting Rights Act that we’ve been critical in supporting and advancing, and the other is in our state-by-state chapters. We have 127 chapters. We have fought to make sure state laws are enacted, like in Georgia, where they tried to say you could not serve beverages while people are standing on line waiting to vote. So, it’s a stepby-step process that we’ve been on the forefront of, and we will continue to fight to get the John Lewis bill passed, and in the interim will work state-by-state with our chapters on the ground.

Reverend Al Sharpton speaking at University of Cambridge London in February 2023

Will you highlight NAN’s efforts around corporate responsibility as well as diversity and inclusion?

We’ve been at the forefront of saying to major corporations that you ought to have targets that you want to achieve on how many people of color – Black, Latino, Asian – are employed. How are they situated in terms of the corporate ladder? Is your C-suite diverse? Is your board of directors diverse? Who are your contractors? The leverage we use is saying to companies, if you get 20, 30, 40 percent of your consumer dollars from Black and brown communities, then you ought not hesitate to reflect that in how you do business.

How is NAN investing in youth leaders and putting youth at the forefront of the movement for civil rights?

I’m very sensitive about this since I started at 12 years old and became Youth Director of New York Breadbasket at 13. I am sensitive to the point where on our national staff and of all officers, I would say at least 85 to 90 percent are under 45 years old, and most are in their 30s. The way for young leaders to grow is by learning on the field – you can’t teach civil rights in a college classroom. This past August, we took over 150,000 people to Washington for the 60th anniversary of the March on Washington. Young people on my staff were able to get 16 HBCU student groups – young people –to come to the March and they spoke on the program. The first two hours of the program they conducted and I didn’t even come out until it was over. It is like teaching somebody how to swim by throwing them in the water. Our chapters are led by young people and I am a firm believer that the movement has to continue to the next generations because it won’t be solved in my lifetime. I was mentored by Reverend William Jones, Reverend Jesse Jackson – I was

13 to 15 years younger than them, and I am very sensitive to those 15 years younger than me and want to provide them a platform to be able to develop their leadership skills.

Will you provide an overview of NAN’s Newark Tech World and its work to bridge the digital divide?

NAN Tech World was started in New Jersey by Reverend Bartley, who wanted to have a center that would teach young people and seniors how to code and how to use technology. You would be surprised at the number of people in our communities that don’t know how to deal with an iPad or laptop. The Center was set up to provide training sessions. Reverend Bartley was able to get private corporations to help finance the Center, and the city of Newark is a partner. There is a tech mobile where you can go on a bus and there are laptops that we teach you how to use. It has been very successful.

What do you feel are the keys to effective leadership?

Leaders must have a vision and they must have the determination to stay on track with that vision, as opposed to reacting to what is popular. Martin Luther King Jr. said that there are two types of leaders – there are thermostats and there are thermometers. Thermometers judge the temperature in a given space – thermostats change the temperature. I’m in the thermostat tradition. I believe in turning up the heat or turning it down based on what is needed at the time, and not going by what is popular, It is about going by what is right. Real leaders don’t respond to public opinion – they help to shape it.

When I started at 12 years old, we could not imagine that there would be a Black President or a Black Vice President. When I spoke at the March on Washington, standing where Martin Luther King Jr. spoke 60 years earlier, I

thought about how there was a Black woman

Vice President of the United States. Dr. King never dreamed that would happen. We elected and reelected a Black President. There have been Black CEO’s of major corporations, Fortune 500 corporations, Black billionaires.. However, we still have the black/white wealth gap; we still have Black unemployment, usually double that of white unemployment; the educational data for Blacks is less than whites in terms of where we are and our ability in mathematics, history and languages; in the health area, we still are #1 in many of the infirmities that plague this country.

There has been some progress, but we also have a long way to go. NAN and I are committed to try to close as much of that gap as possible. Our job is to run the lap and let those behind us run the next lap. I am determined to use the things that Reverend Jones and Reverend Jackson and others put in me to run my lap as strongly as I can, and trust that the young folks that come behind me will pick up the baton and run the next lap.

How do you define success?

Success is having specific, clear goals in mind. I want to build a structure and organization that will be financially stable and outlast me. It’s like the successful mountain climber. I talked to Dr. King about getting to the mountaintop. What happens when we get to the mountaintop? He said, “we get to the top of the mountain, look over, and there’s always a mountain taller than the one you’re on. Go down the mountain you’ve conquered and start climbing the higher mountain. You’ll never run out of mountains to climb.”

What advice do you offer to young people growing up during these uncertain and volatile times?

In this time of uncertainty, you ought to first be certain what you want to do, who you want to be, envision it, and get up every morning with that vision in mind. I believe that what you see is what you can become – don’t let the noise, your environment, or anything else deter you from who you see yourself becoming. I had friends when we were in our 20s and used to say, “I want to be this, or I want to be that.” One wanted to be the next Black mayor of New York, and another wanted to be a member of Congress. I wanted to build a civil rights movement nationally, like Dr. King’s movement. And 20 years later, the one that wanted to be the next Black mayor, had become the first Black governor, David Patterson. The one that wanted to be a member of Congress, Greg Meeks, became a senior member of Congress, and is the Ranking Member of the House Foreign Affairs Committee. I’ve built the National Action Network. When we were dreaming it, it made no sense. People looked at us like we were crazy, but I think the more people that are against you, the more fuel it gives you to make it happen. I think the test is when nobody can see what you see. Leaders don’t try and gain the approval of others. Leaders do things where nobody saw a possibility, and make it possible. That’s what distinguishes you from the crowd.•

Reverend Al Sharpton delivering the commencement address for Brooklyn Laboratory Charter School’s Graduation in June 2023

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THE WITCHER: MUTATION

Choose Your Weapon

Swords of steel and silver: forged to ght all foes. Summon your own extraordinary powers. Limited Edition.

A Staple in the Modern World

EDITORS’ NOTE Award-winning engineer Paul McEnroe developed state-of-the-art products the world depends upon today. During his distinguished career, McEnroe was known for visionary engineering and for sound business management. In 23 years with IBM, he delivered innovations that became industry standards. He is perhaps most widely recognized as the developer of the Universal Product Code (UPC), commonly known as the barcode. He created the first commercial application of laser technology, the barcode scanner, and the magnetic code for Stock Keeping Unit (SKU) marking. Today, McEnroe enjoys ranching in the Santa Ynez Valley with his wife, Tina.

Will you discuss your career journey?

Life began for me in an orphanage, advanced by loving adopting parents to a modest Midwestern home, a good local education, graduate school, and a beginning job as an engineer with IBM. That dialed in nine years of work in groundbreaking technologies, especially scanning, guided by outstanding and

experienced engineers, all done while attending Stanford’s graduate schools of electrical engineering and business administration. Then opportunity knocked in 1969. IBM asked me to start them in a new business, and I would get to pick the business which had to be somewhat peripheral to the pure computer market. After several months of picking, with two great compatriots, point-of-sale became the target business. Point-of-sale needed item identification and, luckily for me, that required scanning which had been my focus. To hit our chosen target, what we had to do was to come up with some kind of item marker that could easily be printed and scanned. In other words, a code. Meanwhile, the Supermarket Institute recognized the need for major improvements in operational efficiency in faster checkout, inventory management, and marketing. They issued a request for proposals of item marking with automatic reading. Four years had passed from the time IBM asked me to start them in a new business and in the meantime, my team had developed a code and basically ours was selected from about 14 proposed codes to be

the new international standard, or as it came to be known, the Universal Product Code (UPC). This year marks the 50th anniversary of that momentous selection.

What did you learn during the process of developing the barcode?

Coming up with the code was not at all like getting a bright idea out of the middle of the blue. First came lining up funding to do something –IBM executives were my venture capitalists. They were just as tough as venture capitalists, too. Next was pulling together a team. Selecting a small number of just the right people was paramount. Fortunately, IBM was fertile ground for that. There were many different kinds of codes, and of different technologies. An extremely low error rate was probably the most important characteristic required of the code and the technology. We did an immense amount of error analysis before proposing our code.

While the code was an essential element, the systems engineering surrounding the code was itself a vast undertaking, and one that was often unrecognized or at least underestimated. New technologies in lasers, optical scanning, magnetic storage, store level communications systems, integrated circuits, and duplexed control systems were all incorporated to make our supermarket and retail store system offerings economically

Paul V. McEnroe

An Interview with Paul V. McEnroe

Paul McEnroe in 1974 as he led the development of the barcode (above); McEnroe on a horse at his Santa Ynez Valley ranch (top)

viable. Without all of these subsystems working together with the code, the overall complex –including grocery producers and manufacturers, supermarket headquarters, warehouses, stores, and, of course, the consumer – would not have been sufficiently well-served for the system to rise from its bootstraps and continue on for the 50 years we have already seen.

How has the barcode become a staple in the modern world?

The barcode has become a staple in the modern world because it worked reliably from the very beginning, and because its parameters were well-thought-out in its initial design. It had to work for several years with in-store printing using inexpensive low-quality printers before manufacturers were incorporating the code directly into the grocery packaging. Most codes would have had high error rates in these early times. That would have been the death of barcode scanning. The parameters included sufficient digits for the entire world to mark their products, while at the same time utilizing a sufficiently small area on the package.

What interested you in writing the book, The Barcode, and what are the key messages you wanted to convey in the book?

I started out writing a memoir for family and friends. The initial feedback they gave was that the part of the book on the barcode would be of interest to people everywhere. In addition, there was almost nothing written about the development of the code and the system in which it performed. That further led to misunderstandings and errors in the media about its development. In consideration of all these things, I removed most of the personal/family content as well as the non-barcode technical content from the book. The key message I want to convey in the book is that it was a team effort, and a long-term but classic engineering systems development program that provides understanding, knowledge, and hopefully some incentive to future developers.

What advice do you offer to young people interested in a career in technology?

I would advise young people who are interested in a career in technology to develop a very broad set of interests. Within those interests, dig deep in your understanding of how and why they function. When you look at how things are working or not working in the world around you, imagine what could be different. Look especially at those things that may be improved by an application of technology that you or your company know or have interest in. Once you find a point of interest or focus, create a plan in your mind. Think of the kinds of people that would be helpful in executing that plan. Don’t try to do it all yourself. Communicating with others is critically important. Teams solve more problems than individuals. Cultivate a team. Promote your team to your funding source, your company or venture capitalists or whomever. Take on your problems by breaking them down into smaller parts and farming out those parts, either within your team or to resources far away. Persevere, persevere, and persevere some more.•

“The key message I want to convey in the book is that it was a team effort, and a long-term but classic engineering systems development program that provides understanding, knowledge, and hopefully some incentive to future developers.”

A Community-First Response

EDITORS’ NOTE Ann Lee has over 20 years of experience managing large scale humanitarian response and sustainable development programming across a variety of sectors including emergency relief, community upgrading and infrastructure, livelihoods and economic growth, sustainability, and local governance. Prior to joining CORE, she worked at the UN’s Organization for Coordination and Humanitarian Affairs (OCHA), serving as the lead on urban humanitarian response and as the private sector liaison for the Secretary General’s World Humanitarian Summit. Previously, she served as Country Director for CHF, where she was responsible for a $150-million portfolio of projects including emergency shelter, neighborhood planning, construction, debris removal and livelihoods. Lee has spearheaded CORE’s efforts in global areas impacted by detrimental humanitarian crises and natural disasters, including implementing a community-based response in Poland and Romania to provide resources and financial aid to Ukrainian refugees; leading the charge on the front lines of the COVID-19 pandemic in the U.S., Haiti, Brazil and India; and shepherding a team of thousands through reconstruction efforts in Haiti after both earthquakes and devastating hurricanes in the Caribbean. Lee is the author of Livelihoods in Emergencies: A Double-Edged Sword . She developed a gender-sensitive emergency assessment tool, called the CLARA, while with the Women’s Refugee Commission, which is used by international organizations around the world. She has presented on crisis response and recovery at leading conferences and highlevel meetings, such as the Concordia Summit, the Clinton Global Initiative, and the Harvard Humanitarian Summit. Lee holds a master’s in urban planning from New York University, and a master’s in economics and conflict management from Johns Hopkins University School of Advanced International Studies (SAIS). She received the Society for International Development’s prestigious Truman Award in May 2009.

ORGANIZATION BRIEF Founded by Sean Penn and Ann Lee, CORE (Community Organized Relief Effort) is a global crisis response organization that brings immediate aid and long-term recovery solutions to underserved communities. When a crisis strikes, CORE (coreresponse.org)

responds immediately to fill gaps, mobilize resources, and establish trust and collaboration from within communities. CORE has played a pivotal role in providing critical relief to marginalized and vulnerable populations since the beginning of the COVID-19 pandemic and the humanitarian crisis in Ukraine as it continues its mission of empowering communities in and beyond crisis around the world.

What was your vision for founding CORE and how do you define CORE’s mission?

The humanitarian sector was not designed to tackle the modern complex crisis. Today, we have overlapping emergencies and climate disasters at scales previously unseen in highly insecure environments with layered risks and vulnerabilities. Sean Penn and I established CORE to carve out a divergent path in frontline relief efforts and community impact – one that would respond swiftly to disasters and quickly adapt to the most vulnerable communities’ needs as they evolve, centered around communities. Our efforts are driven by local leaders, governments, and stakeholders, to bring equitable relief directly to those who need it most.

Will you highlight CORE’s holistic approach to its work?

It’s important to not lose sight of the fact that a healthy, safe, and thriving community requires more than immediate assistance, or just water, or just shelter. We need all of those things, plus livelihoods, education, and medical access for vulnerable families. CORE doesn’t do it all, but we do our very best to have a holistic approach for communities and to partner with other awesome groups that can provide the pieces we cannot. It’s our role as external groups to organize ourselves and be responsive to what and how people want assistance.

Will you discuss CORE’s recent efforts in impacted areas such as Ukraine, Haiti and Turkey, and how this work is progressing?

CORE has been active in Haiti since 2010 when Sean founded the organization as J/P HRO. From managing the largest refugee camp in Haiti to establishing a school, implementing women’s entrepreneurial programs, and building a state-of-the-art university science wing, CORE has been deeply invested in a long-term approach. Over the past 13 years, we have worked to support Haitians and break the cycle of poverty and violence. Even as the insecurity continues at an alarming rate, CORE has continued to maintain a children’s elementary and middle school, including a music program,

Ann Young Lee

An Interview with Ann Young Lee, Co-Founder and Chief Executive Officer, CORE

Ann Lee talks with local residents and a CORE engineering staff member during an assessment trip through rural parts of Haiti’s Sud Department following the 2021 Haiti earthquake

which offers a safe haven where kids can safely learn and play. Providing kids with education, hot meals, music, and other programs is essential. We are also in the south of Haiti providing food security through a number of programs, while continuing our commitment to climate impacts through our biodiversity program, focusing on soil stabilization, replanting, and agroforestry.

During the COVID-19 pandemic, we expanded broadly into international relief efforts and this primed us to activate quickly in response to the war in Ukraine. Since our efforts began at the start of the war, CORE has holistically supported displaced Ukrainian refugees, many of them women and children. We have launched a cash assistance program, provided access to women’s health resources, and worked in tandem with community leaders and local governments to rebuild homes and schools, and provide mental wellness and protection services for refugees. Our teams in Poland and Romania are actively working to support displaced refugees including supporting families to integrate into their new environments. We are also providing support to the front lines with emergency materials, and most recently in response to the bombed dam in the Kherson region of Ukraine. We are now focused on a two-pronged approach, providing emergency assistance to recently liberated areas as well as the reconstruction and rehabbing of homes and schools with funding from our partner Sae-A. We are so proud to be working with long-time partners who understand the importance of reconstruction and longer-term investments for recovery.

Earlier this year, we activated another international response in Turkey following the devastating earthquakes. This is an incredibly complex context to activate a response due to the geopolitical challenges of the region. To navigate this, we are funding local groups to provide food and hygiene kits, as well as helping businesses get back up and running again.

How is CORE addressing climate change and what are the keys to creating sustainable impact in this effort?

CORE attended the 2015 United Nations Climate Change Conference where we signed a landmark agreement with the French government and other partners to make a commitment to climate adaptation investments in Haiti. Since signing that agreement, CORE was the only organization that continued its commitment to Haiti and climate adaptation investments. From watershed management to agroforestry, biodiversity, and soil management and retention, we have several active climate resiliency programs in Haiti. Additionally, we have implemented preparedness initiatives in disaster prone areas, such as in North Carolina where hurricanes have wreaked havoc and Northern California in wildfire prone areas that have high Social Vulnerability Indexes. For wildfire prevention, we are “hardening” homes and clearing out fire prone brush with and through the county, local leaders, and residents.

How critical is it for CORE to build strong partnerships with government leaders and the business community to be successful in its efforts?

The three essential nodes in any response are community, private sector, and government. These are the legs to the stools that are needed for sustainable recovery. Working closely with these sectors also prevents the unintended consequences of undermining existing systems, and impeding the recovery process, which we have seen in so many failed responses. Each entity has its own strengths, resources, and connections that will help ensure an initiative is successful and sustainable in the long term. When you undermine these systems, you can do more harm than good.

Will you discuss the strength and talent of CORE’s team?

We have heart. We have incredible folks who eat, breathe, and sleep this mission and are driven by an innate sense of responsibility to do something to improve our collective world. I am constantly moved to tears and awed when listening to the work, thoughtful approaches, and heart behind our teams. From the community, for their community,

we are learning from them every day. They are the lifeblood of everything we do.

Were you always attracted to nonprofit work and what has made this work so special for you?

I think, to do this work, you need to be extremely tenacious and super optimistic. I always had a fighter’s spirit in me – any injustices I felt growing up as an outsider elicited a very powerful reaction. I was always standing up for others as a kid when I felt that someone was being picked on or treated unfairly. Often it was from watching my parents, not speaking English very well and encountering mockery, that drove me to jump in. As an adult, I’ve channeled that fighting spirit into focusing on the injustices we see every day in the world.

The most inspirational experience I have had with CORE was in 2018, following a massive hurricane that hit Haiti, destroying thousands of homes and commerce in major cities. Our entire Haitian team responded, setting up debris removal and roof repair, providing immediate shelter and medical care, and participating in the coordination meetings with local mayors and government leads. The government representatives expressed their gratitude to see a Haitian-led team responding to the communities’ needs, which not only boosted the morale of our seasoned responders in Haiti, but it also made me feel so honored to work alongside our amazing Haitian colleagues.

Do you feel that your Korean heritage has impacted your work?

My ideology and never-ending drive can be attributed to the line of strong Korean women I was raised by. My mother and both grandmothers were extremely strong and dedicated to helping others. My maternal grandmother was an activist in Korea, and once she moved to America, she organized her community of elderly friends to learn how to swim, speak English, and navigate public transportation. They did all of this while persevering against racist and xenophobic experiences. They truly inspire me to be a force for good in the humanitarian space. The Korean community in Los Angeles is tight knit and supportive, and I’ve seen firsthand how a close community can thrive by helping each other and building sustainable systems, which is a model for how CORE always enacts a communityfirst response.

What are your priorities for CORE as you look to the future?

Our biggest priority is to optimize our responses to be more demand driven by communities, and to invest and grow local leadership in these responses. We feel that coordination and improved approaches are lacking, and we hope to be part of the learning process to improve our sector. We are also eager to continue addressing crises holistically, integrating the needs of vulnerable populations while also being mindful of how issues like climate change will increase the severity of future crises. But we need the support of humanitarian partners as well as the public in order to achieve our mission. The best way to help is to follow CORE on our website, COREresponse.org, and social media channels like Instagram, Twitter/X, and Facebook to stay updated on our programs and global crisis response.•

Ann Lee tarps a roof near Fort Myers, Florida during the initial phase of CORE’s response to Hurricane Ian in 2022

Addressing Global Challenges

EDITORS’ NOTE Ayanda Dlodlo, a South African National, serves as the World Bank Group Executive Director for Angola, Nigeria, and South Africa since November 2022. She served as Alternate Executive from April to October, 2022. Prior to this appointment, Dlodlo served in the Cabinet of the Republic of South Africa as Deputy Minister of Public Service and Administration, Minister of Communications, Minister of Home Affairs, Minister of State Security, and Minister of Public Service and Administration. Dlodlo was also elected as a Member of Parliament (MP) since 2009 until her resignation in March 2022. She also served as South Africa’s National Focal Point for the Africa Peer Review Mechanism (APRM) and was named as the Special Envoy representing South Africa as a founding Member State at the Open Government Partnership (OGP). She is a former member of the National Executive Committee (NEC) of the ruling party, African National Congress (ANC) in South Africa, where she also served as the Chairperson of the Legislation and Governance Sub-Committee. She served as the Secretary General of the uMkhonto we Sizwe Military Veterans Association from 2007 to 2012 and was also the Head of Department (HoD) for Safety and Security in the Gauteng Province of South Africa. In addition, she headed the Strategic Operations at the Directorate of Special Operations (Scorpions). Dlodlo has vast experience in the private sector and that of state-owned enterprises including Public-Private Partnerships having worked for the Associated British Ports, Transnet (South African Rail and Port Authority), New Jersey Ports Authority, Telkom, and Sanlam. Dlodlo holds a master’s degree in business administration, a postgraduate diploma in business management, and a higher certificate in shipping and transport management.

INSTITUTION BRIEF With 189 member countries, staff from more than 170 countries, and offices in over 130 locations, the World Bank Group (worldbank.org) is a unique global partnership: five institutions working for sustainable solutions that reduce poverty and build shared prosperity in developing countries.

Will you provide an overview of your role and areas of focus?

I sit on the Board as Executive Director of The World Bank, International Financial Corporation (IFC) and the Multilateral Investment Guarantee Agency (MIGA) and have been Executive Director since November 1, 2022. Prior to that, I was Alternate Executive Director from April 2022 for a period of six months. I represent Angola, Nigeria, and South Africa which constitute a large portion of Sub-Saharan Africa’s GDP and economy.

Executive Board Members have a dual role as Executive Director, which is a fiduciary responsibility, and a responsibility to the countries they represent – in my case, Africa Group 3. My fiduciary responsibility is to ensure that the Bank takes decisions that are in the best interest of countries in an equitable and transparent manner. Added to that, we have a responsibility to ensure the bank stays afloat, is fit for its purpose, is sound in its financial position, and is striving to achieve the goals it has set.

We also receive projects, reports, and country partnership frameworks from management which are proposed for implementation in countries to analyze and review for approval and, in rare occasions, to abstain or object to. We scrutinize and evaluate lending requests and technical assistance programs for countries –usually borrowing countries – represented at the Board by the 25 Executive Directors. We also ensure that we do not impose an unnecessary burden to borrowing countries that request funding or technical requests to the Bank.

The Board of Directors also has a responsibility to provide guidance on the policies of the Bank on their appropriateness or direction required to achieve its vision and mission for greater impact. We must always ensure that these policies do not unduly prejudice and/or favor any member country at the expense of others. Added to this, we also approve, review, and monitor the implementation of policies that have to do with the prudent stewardship of the finances of the World Bank Group and all policies that impact people and culture – human resources management and development.

I am the Chairperson of the Board’s Human Resources Committee and serve as the Vice Chairperson of the Integrity Committee. One of the main focus areas of this collective that I belong to is to lead the WBG’s evolution process and engage with other stakeholders in this process like civil society organizations, think tanks, and staff, among others.

What interested you in joining The World Bank and made you feel it was the right fit?

The Bretton Woods Institutions and the broader United Nations system have always been what I had wanted to graduate to from serving a single nation or sovereign entity to that of being of service to the people of the world in many and diverse capacities. At some point, I felt there was nothing more I could offer in national, regional, or continental politics and public services and that the time had come for me to cast my net wider and contribute at a global level and to impact programs and people at that level. Serving humanity and ensuring the economic and social growth and development

Ayanda Dlodlo

An Interview with Ayanda Dlodlo, Executive Director: EDS25, The World Bank

“Today, we are faced with a different kind of war that has no guns or artillery pieces, but has many flanks that need to be covered and that war is defined as the war on extreme poverty and its attendant tentacles.”

of those that rely on the UN System and Bretton Woods institutions for this was a wish I needed to fulfill.

Having worked at the national, regional, and continental level on matters of security, public administration, and stakeholder management, and acquitting myself fairly reasonably in those roles, I know that I possess the skill, aptitude, and attitude to add impetus to the global developmental agenda that the World Bank Group drives including the sustainable development goals that are covered in our vision and mission.

Will you outline The World Bank’s purpose and mission?

We are a multilateral organization that was founded post-World War II to assist mostly European countries in financial and economic distress in the aftermath of the war. This was to ensure the reconstruction and development of economies, infrastructure, and social security systems post-war. The Bank was mandated by the founding countries to offer cheap money under favorable terms over an extended period of time to ensure Europe was enabled to reconstruct and develop without the burden of short-term loans so as to give them ample time and space to grow their economies rather than immediately facing an unparalleled debt burden. Basically, they were rightly favored with concessional finance that had extended payment terms making it easier to concentrate on the task of rebuilding their economies and reconstructing from the ravages of war instead of worrying about the repayment of debt in the short-term.

Today, we are faced with a different kind of war that has no guns or artillery pieces, but has many flanks that need to be covered and that war is defined as the war on extreme poverty and its attendant tentacles. As a result of this realization, the WBG adopted a vision and mission that was designed to respond to the increasing needs related to the eradication of poverty and the creation of shared prosperity. We call these the twin goals. On the other hand, we are also faced with fragility, conflict, and violence in certain countries and also have to contend with climate change which is a global challenge. In Africa, more than 600 million people have no access to electricity which also translates to a lack of pace in

the development of economies in poor countries as they face energy poverty. Dealing with poverty also means you have to deal with many more challenges that arise as a result of poverty such as poor health and stunted growth of children owing to malnourishment, the net effect of which is underdeveloped human potential and human capital.

How is The World Bank evolving to effectively address these challenges?

The WBG has embarked on a Board-led process to respond appropriately and in greater scale and pace to the many challenges and multiple crises that have undermined and frustrated our resolve to positively impact the lives of those served in our work, while also contributing our piece to saving the planet from the ruinous effects of climate change.

The WBG’s evolution spans many decades from its inception as an organization established for Europe’s post WW2 reconstruction and development to one that looks into eradicating poverty and promoting shared prosperity, to the evolution that we have now started to move towards since the WBG/IMF annual meetings last year where the governors of the WBG instructed the Executive Directors to take the lead to ensure that the Bank evolves to one that is alive to the challenges of today and that transforms the WBG into an entity that is fit for its purpose. As a collective, we are enjoined to scale up action, reverse the erosion of economies, reduce poverty, and ensure investment in human capital development.

The challenges of today are multifold given the fact that the development agenda is under severe threat of having very little, if any, impact. Poverty levels are on the increase, inequality is increasing, many poor countries are in a debt trap with very little prospect of escaping this, and many more global citizens and countries are faced with burdens of disease and the effects of climate change.

This evolution process and new roadmap has yielded proposed changes to the vision and mission, the operating and financial models, defining the global public goods and global challenges to enable us to deal with and understand the magnitude of these challenges, prioritize them, and enhance our knowledge systems for greater impact, reach, and scale. A report on

how far we have traversed in this journey was handed to the Governors of the WBG and the process to enhance, modify, and move towards finalization for presentation to the Governors at this year’s Annual Meeting in Marrakech in October is well underway with management and the Board of Directors working in overdrive to deliver a credible and convincing body of work.

This process has been clearly articulated through concept notes and discussion documents and defines what the global challenges and global public goods are and their implications and their selection. For example, on our list we have looked at climate change, pandemic preparedness, fragility, food security, energy and water access/security, addressing learning losses, digitization, and trade integration. So basically, the challenges of today and those of the future have been discussed and included in our evolutionary roadmap body of work. The UN Secretary General’s report on the implementation of the Sustainable Development Goals paints a very grim picture that identifies that many countries are not on track to realize the objectives behind most of the goals. For example, the World Data Lab which tracks poverty and carbon emissions on its respective clocks, also sketches dismal performance and regression in a lot of countries that has completely put most countries off track. The net effect of tardy implementation, as a result of many factors, remains too ghastly to contemplate with dwindling ODA, backtracking by developed countries on commitments and pledges made to finance climate mitigation, tight fiscal spaces within which to maneuver in the developing countries, and many competing priorities.

Therefore, this evolution process needs to consider a number of things from balance sheet optimization and a sounder financial model, adopting an operating model that enhances impact and scale without breaking the bank, and a capital increase to fund what cannot be funded with all the fancy footwork we can muster.

What are your specific priorities in your role?

Our priorities as a constituency office are, among others, the prosperity of Sub-Saharan Africa, financing for economic and social infrastructure at concessional rates, energy access for all, and financing for adaption and the just energy transition with greater emphasis on the just component of this transition.

What attracted you to a career in public service?

The injustices of the past and present injustices, both from an administrative justice perspective and also from the perspective of crimes against humanity such as apartheid being declared by the UN, drove my interest in public service.

What advice do you offer to young people beginning their careers?

Build as many contacts as you can of people who will help you grow in your career. Show up and always be the best version of yourself.•

“

… on our list we have looked at climate change, pandemic preparedness, fragility, food security, energy and water access/security, addressing learning losses, digitization, and trade integration. So basically, the challenges of today and those of the future have been discussed and included in our evolutionary roadmap body of work.”

A Mental Health Journey

EDITORS’ NOTE Adam Smith is the member of Congress who represents the 9th District of the State of Washington. He was reelected to his 14th term in 2022 and has been the top Democrat on the House Armed Services Committee since 2011. He served as chair of the committee from 2018–2022. Smith received a degree in political science from Fordham University and earned his law degree from University of Washington School of Law. During his final year at UW, he decided to run for the State Senate in the 33rd Legislative District, where he grew up. He campaigned door to door, eventually doorbelling the entire district twice and defeating the 16-year incumbent in the 1990 election. When he took office in January 1991, Smith was 25 years old and the youngest State Senator in the country.

What attracted you to public service?

I knew early in my life that I was ambitious and wanted to do something important with my life. I was always interested in public policy and problem-solving, and I was interested in politics in general. I was painfully shy as a child, so the idea of putting myself out there in a public position was not something that appealed to me in my early days, but the interest was there. I was always very connected to the community and the idea of being able to represent the people that I knew best was very appealing to me.

As someone who is focused on solving problems, how challenging is it to get things done in today’s political environment?

It is increasingly challenging. We are primarily driven today by individual interests which does not give way to much flexibility. People are much more focused on their differences then on how to get along, I am focused on bringing people together and doing whatever I can to problem-solve with the many challenges the country is facing.

You have been public about your battle with mental health and chronic pain, and have written a book, Lost and Broken. What interested you in writing the book?

When I first started experiencing uncontrollable anxiety, it lasted a few months, and then when it came back years later, I knew it was a lasting problem. I also experienced chronic pain at a young age, which is something many people go through. I thought my experience could contribute to the conversation about how we can

find solutions to help people address their pain, anxiety, or depression. The country is facing a mental health crisis, including an opioid crisis in dealing with chronic pain, and my focus was on being a part of the conversation and trying to help people by sharing my own experience.

How critical is it to address the stigma around mental health?

When it comes to mental health, I have seen this line where a person is either considered normal or crazy –and it is assumed that if you are normal, you don’t have a mental health problem. When I think back on my life, it never occurred to me that I had a mental health problem, even when I was going through severe anxiety and severe depression. The reality is that when you are young, you have well-child doctor visits, and if you play sports you have to have a physical and get tested to be able to play. We are constantly focused on physical health. This does not happen with mental health.

With mental health, there is a concern that people will look at you differently, you may lose your friends, you may lose your job. I had this worry as a public official that people would not trust me. The conversation is changing around mental health, and it is my hope that this will help alleviate the stigma around it.

What are the keys to effectively addressing the mental health crisis?

It starts with the need for people to publicly talk about their experiences and their challenges, and this is beginning to happen. We have seen people like Senator Fetterman and Michael Phelps be very public about their experiences which has definitely helped with the conversation.

I think another key element is the need to let people know that there are ways to get better. When I was dealing with my mental health issues, my thought was that you go to a psychiatrist. When I first went to a psychiatrist in 2005, I wondered what this person was going to tell me. The conversation was mostly about what was wrong, and not about how to get better. People need to know that there are absolutely ways to get better. There are mental health treatments available that will help you deal with mental health challenges.

Many times, a person may be triggered by something that happens, and it makes them feel a certain way and they assume they can’t change their reaction. The reality is that it is possible to

teach your mind to react differently. You can teach your brain in the same way that if you want to build up your cardio, you go for a run or a swim or ride a bike. You teach your body how to have greater endurance that way. You can also teach your mind how to have greater endurance, and this is something that needs to be better understood and communicated.

How has your mental health journey changed you?

I mention in the opening chapter of the book that it has helped me understand what people are going through. We are constantly arguing today – we see road rage, arguments in grocery stores, arguments with neighbors – and there is a tendency to see the way a person is acting and say, “what a jackass.” Now, I think about what is going on with that person and what they may be dealing with that is causing their actions. It has also impacted the way I focus on public policy and how to solve problems peacefully, because with mental health, if you have something going on with you, you are going to be more disagreeable. I have a greater appreciation and sensitivity to what people may be dealing with, and it has been valuable in the way I handle interactions and decision-making.

Are you able to take moments to reflect on what you have experienced and how you have overcome these challenges?

I think that there are three important things about this question. First is that, as I said before, you can get better. I hope that is the message that people get from my experience. The mind and the body have an amazing capacity to heal. Second, struggle is a positive part of life. Struggle is one of the essential parts of being human. Third, as you are working through that struggle, you need to have persistence and never give up, and you need to have a sense of humor. Even in my darkest moments, I was able to have a sense of humor.

This is the essence of how I got through and persevered during my difficult times.•

Adam Smith

An Interview with The Honorable Adam Smith, U.S. Congressman

Long-Term Investment

EDITORS’ NOTE Matthew Whitman Lazenby, President and Chief Executive Officer of Whitman Family Development, is the fourth-generation leader in the family-owned business that began developing commercial real estate in Miami in the early 20th century. Lazenby represents his company in development, leasing, operational and asset-management issues, including for the international, luxury shopping destination Bal Harbour Shops, located on Miami Beach, and for the more than 500,000 square feet of retail space planned for Brickell City Centre, a $1.05 billion, mixed-use development in downtown Miami’s Brickell area. Before joining his uncle, Randall Whitman, and grandfather, Stanley Whitman, as a leasing agent at Bal Harbour Shops in 2003, Lazenby had been employed by Robert K. Futterman & Associates, where he was immersed in New York City’s retail industry and came to appreciate the tenant’s perspective in selecting sites and negotiating with landlords. Lazenby had also been a leasing agent for The Taubman Company, a publicly traded Real Estate Investment Trust (REIT), headquartered in Bloomfield Hills, Michigan. At Bal Harbour Shops, Lazenby soon rose to director of leasing/general partner and then to operating partner. In 2013, Lazenby was named President and CEO of Whitman Family Development. Lazenby is a member of numerous trade groups and is active in community organizations, including the Urban Land Institute, the International Council of Shopping Centers, Mount Sinai Hospital’s Foundation Board, the Buoniconti Fund to Cure Paralysis’ Board of Directors, and Miami Country Day School’s Board of Trustees, where he serves as its secretary. Lazenby holds a master’s degree in real estate development and urbanism from the University of Miami and an undergraduate degree in English literature from the University of North Carolina at Chapel Hill. He previously taught English at his alma mater, St. Thomas Episcopal School in Miami.

COMPANY BRIEF Whitman Family Development (whitmanfamilydevelopment.com) is a familyowned, diversified real estate development, management, and leasing company specializing in retail and headquartered in Miami Beach, Florida. Among other interests, Whitman Family Development is the developer, owner and operator of the acclaimed Bal Harbour Shops, ranked the world’s

#1 shopping center by the International Council of Shopping Centers, and is the co-developer of the retail components of Miami’s Brickell City Centre.

Will you discuss the history and heritage of Bal Harbour Shops?

In 1957, my family purchased a 16-acre site across the street from the beach in Bal Harbour, paying a record price for the retail property. My grandfather, Stanley Whitman, immediately realized the potential in luxury retail decades before the rest of the shopping center industry caught on. He traveled around the U.S. studying shopping center designs to discover innovations that would make his all-luxury fashion center unique and responsive to the needs of the customer. Opening in 1965, Bal Harbour Shops had a serene visual aesthetic like no other shopping destination with lush tropical landscaping and an upscale merchant mix of what were then principally New York tenants. In 1971, my grandfather succeeded in enticing Stanley Marcus to open the first Neiman Marcus outside of Texas. When Saks Fifth Avenue opened in 1976, Bal Harbour Shops

became the first shopping center to have Saks Fifth Avenue and Neiman Marcus together under one roof. In 1977, Gucci joined the tenant roster at Bal Harbour Shops and quickly generated record sales. The world’s most coveted fashion and jewelry brands followed, establishing Bal Harbour Shops as the nation’s top retail sensation and the world’s most productive shopping center.

How do you describe Whitman Family Development’s culture and values?

We are proud to be in our fourth generation of ownership. Our unrelenting focus on the long-term investment is part of our DNA and I believe part of our continuing success. My grandfather made Bal Harbour Shops an experience, a tropical oasis to see and be seen. We want to safeguard Bal Harbour Shops’ unique character and continue to provide the emotional connection our customer has come to expect.

What have been the keys to Whitman Family Development’s leadership in the industry and how do you define the Whitman Family Development difference?

We have a dedicated team of diverse professionals – some of whom have been with us for 40 years or more – who are an indispensable

Matthew Whitman Lazenby

An Interview with Matthew Whitman Lazenby, President and Chief Executive Officer, Whitman Family Development LLC

The center courtyard at Bal Harbour Shops

part of our success, who love what they do and the people with whom they do it, who share a common value set, who have all adopted a common mission, and who share willingly in both our triumphs and in our tribulations too. In short, our team is like a family and it’s one of which I am very proud.

Will you provide an overview of Whitman Family Development’s portfolio and upcoming development plans?

Whitman Family Development is a familyowned, diversified real estate development, management, and leasing company. Among other interests, we are the developer, owner, and operator of Bal Harbour Shops, ranked the world’s #1 shopping center by the International Council of Shopping Centers, and are the co-developers of the retail components of Miami’s Brickell City Centre.

As for what’s next, the expansion of Bal Harbour Shops began in 2018 with a plan to expand the shopping center to a little over 600,000 square feet from 450,000 square feet,

nearly doubling the current mall store space. The $550-million renovation plan will protect the idyllic experience and maintain the intimacy of the human scale, while recognizing that we need to continue to be responsive to the evolving needs of our customers. We are focused on designing the next generation of Bal Harbour Shops that celebrates the stores themselves with the compelling design that continues to resonate with people on an emotional level.

Through the success of the Bal Harbour magazine and our recently launched Commerce division, we also have a well-defined strategy to expand Bal Harbour Shops itself into a leading lifestyle brand.

What are your views on the future of retail and the need for retailers to adapt and evolve to meet the needs of today’s shoppers?

Shoppers’ behaviors and expectations have changed dramatically and continue to evolve. I do not believe in the end of shopping centers, but rather in the resurgence in brick and mortar

for the luxury sector when engaging with your customer with a consistent message. One specific uptick we are noticing is that restaurants themselves are generating business that is every bit as strong as the other categories like apparel, jewelry, and shoes. Part of our DNA and growth strategy has been focused on restaurant development as that creates the most person-to-person connections and meaningful experiences that define us.

What do you see as Whitman Family Development’s responsibility to be engaged in the communities it serves and to be a force for good in society?

Our civic responsibility is the root of what my family has always been all about. We host annual events at Bal Harbour Shops that are dedicated to advancing and supporting our community such as Ice Cream We Love, which continues my grandfather’s philanthropic legacy in supporting Holtz Children’s Hospital, and we have a long-standing history of engaging with the community broadly.

What do you feel are the keys to effective leadership and how do you describe your management style?

The most effective leaders are good listeners first and foremost. They speak last; not first. They provide, foster, and safeguard the company’s vision, mission, and values and have no tolerance for anyone who does not. But they support with steadfast conviction everyone else and, like a gyroscopic stabilizer on a boat, do their level best to keep the boat steady no matter how hard or how fast the waves come.

What has made the family dynamic work so well for Whitman Family Development?

Our unrelenting focus on the long term liberates us from limiting our earnings focus to quarterly results and measures value creation not over a typical 10-year hold period, but over the generations. But you need multiple generations for that type of outlook to be successful and we’re fortunate to be on our fourth with a fifth in the offing. Being a part of something larger than you, that began before you were born and will live on long after you die, is immensely rewarding.

What advice do you offer to young people interested in a career in real estate?

Buy low and sell high. A close second would be this, a takeaway from a class I took at the University of Miami whilst pursing a degree in real estate development and urbanism: “Real estate is a 10-year cycle with a 5-year memory.” When you hear someone say, “This time it’s different,” it almost certainly will be exactly the same.

With all that Whitman Family Development has achieved over generations, are you able to take moments to reflect and celebrate the wins, or are you always looking to the future and the next opportunity?

There are no victories without failure and while we do a decent job of celebrating the wins where we can, I give us more credit for examining the failures in the hopes of learning from them and applying those lessons to the next opportunity. To be sure, we don’t always get this right – but we always try.•

The north Koi pond at Bal Harbour Shops

Technology, Analytics and Information

EDITORS’ NOTE Jane Possell is Executive Vice President and Chief Information Officer for CNA, responsible for all aspects of the company’s technology portfolio, as well as Analytics, Operations, and Global Enterprise Security. Possell joined CNA in 2019 from Liberty Mutual where she served in a variety of roles, both in business and technology. Prior to that, she spent more than 20 years at Accenture working with 20 of the top 25 U.S. property and casualty insurers. Possell has extensive experience leading global teams and building and executing diversity, equity and inclusion strategies. She holds dual degrees in finance and communications from University of Wisconsin-Whitewater. She is also a graduate of the Leadership Development Program from the IMD Business School in Lausanne, Switzerland.

COMPANY BRIEF CNA (cna.com) is one of the largest U.S. commercial property and casualty insurance companies. Backed by more than 125 years of experience, CNA provides a broad range of standard and specialized insurance products and services for businesses and professionals in the U.S., Canada, and Europe.

Will you provide an overview of your role and areas of focus?

I have been in the insurance industry for nearly 30 years in various roles focused

on both technology and business leadership. I am passionate about developing leaders and teams that co-create high-quality organizational cultures and use the power of diversity to drive business results. In 2019, I joined CNA and currently serve as the EVP, CIO, Analytics and Operations. In this role, I focus on bringing technology and analytics to help drive our business strategy, supporting U.S. underwriting and billing operations, and ensuring that our teams are using innovative approaches to solve our clients’ challenges.

How do you define CNA’s mission?

CNA is backed by more than 125 years of experience and today is one of the largest U.S. commercial property and casualty insurance companies. We provide a broad range of standard and specialized insurance products and services for businesses and professionals in the U.S., Canada, and Europe. Our mission is to focus on what we do best –providing insurance solutions that allow our customers to better manage their risks and grow profitably.

What have been the keys to CNA’s industry leadership and how do you describe the CNA difference?

CNA’s differentiation has three dimensions: coverage, business size, and industry specialization. We have solutions for every size business – small businesses, middle-market

and large-sized businesses. We heavily rely on technology, data analytics, and innovative approaches to find the best possible solution for our clients across a wide array of industries. At the same time, CNA has a long-standing commitment to the diverse communities where we live and work. Through partnerships, sustainability initiatives, volunteer efforts and more, we make it our responsibility to address societal challenges and make a positive impact. Together, CNA continues to thrive and support clients through an evolving risk landscape.

How is technology impacting CNA’s business and the insurance industry more broadly?

The reality of insurance is that everything the industry does revolves around data. With data comes opportunity and sparks of innovation. At CNA, we use an investment mindset to assess each part of our business and take advantage of cutting-edge analytics and technologies that ensure we are always working smarter and faster for our clients. For example, we are leveraging AI to optimize our Operations processes, changing the way we communicate with brokers to enable faster turnaround times. With over 90 percent of our data in the cloud, we are experimenting with generative AI which will have a significant impact on every corner of the insurance business. It is already opening doors to new levels of innovation and ways to service our clients even more effectively, providing a different way to

Jane Possell

An Interview with Jane Possell, Executive Vice President and Chief Information Officer, CNA

“The reality of insurance is that everything the industry does revolves around data. With data comes opportunity and sparks of innovation. At CNA, we use an investment mindset to assess each part of our business and take advantage of cutting-edge analytics and technologies that ensure we are always working smarter and faster for our clients.”

leverage the 100+ years of data that both CNA and much of the industry has. Clearly technology, analytics and information are at the heart of the insurance industry, and they certainly are at the center of CNA.

The insurance industry is not often recognized for being at the forefront of innovation. How critical is innovation as part of CNA’s culture?

Innovation is very important to us – our clients and partners count on us to innovate and to bring them forward-thinking solutions that help drive their business success. Embracing diversity helps us accelerate that. We know that we get better answers and solutions by leaning into diversity. A team of people with diverse backgrounds, experiences, and perspectives nearly always outperforms a more homogenous team when it comes to problem-solving, creative thinking, idea generation, and performance.

Will you elaborate on CNA’s efforts to build a diverse and inclusive workforce?

A diverse and inclusive workforce is not just important, it is critical. In fact, it sits as a central part of CNA’s overall strategy and is an important thread in everything that we do across our teams and with the organizations that we work with. DEI is an ongoing journey – one that evolves over time and that requires us to evolve over time. CNA continues to move forward on this journey with a level of priority and commitment that sets us apart. We have a clear vision and strategy as a company

of allies, grounded in equity, and together we are driving lasting change – now and for the future.

As a leader in technology, I am particularly invested in DEI. It helps bring my team together as we examine the important issues that not only drive success, but also further institutionalize allyship across the enterprise and in the communities that we serve. It’s partnerships with Girls Who Code, the Black Insurance Industry Collective, and Thurgood Marshall College Fund, along with our employee resource groups, that support our DEI efforts. Through these sustainability initiatives and volunteer efforts, we act strategically to address societal challenges and make a positive impact. I am proud of the work that we’ve done and the progress that CNA colleagues around the world have made already. There continues to be so much more to accomplish on this DEI journey, and we are committed to it.

What has made the insurance industry so special for you?

Two things. First, while the insurance industry is one of the biggest, it feels small and connected. At its core, our business is all about relationship building. We have an inspiring network to draw upon for business opportunities, solutions to an industry problem, or simply ongoing relationships for support and friendship. And second, I’ve had the opportunity to work in impactful business roles, technology roles, and roles that sit at the nexus of both. That is possible in the insurance industry

because our business is codified in our systems and our data – having a working understanding of both is important.

What do you tell young people about the type of career the insurance industry offers?

Insurance as a product is a necessity. It is relied upon when a natural disaster happens or an extreme weather event hits. It is needed when an organization is embarking on a merger and acquisition. Insurance is a common thread, weaved through the fabric of our economy. And because of this, the insurance industry offers a variety of opportunities to grow a career in many different directions.

CNA is dedicated to building young talent, helping shape the future workforce in the insurance industry. We’ve engaged with many outside organizations to expose students to the possibilities of a career in our industry. For example, we’ve worked with Genesys Works since 2020, an organization that provides pathways to career success for high school students in underserved communities through skills training, meaningful work experiences, and impactful relationships. Of the 2022-23 class, 87 percent of these high school students are enrolling in a four-year undergraduate program, 9 percent are starting a two-year degree program, and 4 percent are enlisting in the military or moving directly into the workforce. Through our robust internship program, we are helping to grow these young professionals. This is the type of impact we are proud of at CNA.•

“We heavily rely on technology, data analytics, and innovative approaches to find the best possible solution for our clients across a wide array of industries.”

“As a leader in technology, I am particularly invested in DEI. It helps bring my team together as we examine the important issues that not only drive success, but also further institutionalize allyship across the enterprise and in the communities that we serve.”

Creating Valuable and Memorable Moments

EDITORS’ NOTE Qiava Martinez is in her 15th year with the Raiders (raiders.com). Prior to being named Senior Vice President, Chief Sales Officer, Martinez was Vice President of Premium Sales and Service. She began her career with the Raiders in 2008 as an Inside Sales Ticket Representative, then was elevated to Director of Group Sales and Fundraising for three years. Shortly after, she was promoted to the Director of Premium Seating and Service. Prior to pursuing a career in the sports industry, Martinez was the publisher and owner of Culture Magazine, an outlet used by teenage writers to express their life experiences. Martinez was also the Executive Director for the nonprofit Youth Achieving Destiny. She sits on the youth and sports focused boards of Teach For America Las Vegas Chapter, and the Icy Baby Foundation founded by her mother, Roxane, and niece, rap artist Saweetie. Martinez earned her BA degree in political science from the University of California, Berkeley, and received an MBA from the University of Phoenix, Bay Area Chapter.

Will you provide an overview of your role and areas of focus?

Entering my 15th year with the Raiders, I am responsible for leading and managing all sales and customer retention efforts for the Raiders and Allegiant Stadium events through monetizing corporate partnerships, suites, premium and season ticket sales. To maintain success, I take pride in providing excellent customer service to our corporate partners, suite owners, and season ticket members. In my role, I must ensure our strategy of having an effective sales plan is in tight alignment with our marketing team.

Prior to being named SVP, Chief Sales Officer, I was the Vice President of Premium Service & Guest Experience for the Las Vegas Raiders. During the Las Vegas relocation period, my duties included assisting with the sales strategy for PSL, Suite, and Loge Seat sales as well as closing out the final season in Oakland, California.

Did you know at an early age that you had a passion to pursue a career in sports?

Although I grew up in a football family, I never thought that I would pursue a career in sports. I come from a big family of

go-getters – seven brothers and one sister – and all of us have the entrepreneurial spirit. My siblings are the force that drives me along with my parents, Willie and Roxane Harper. My father, Willie, played for the San Francisco 49ers for 11 years and was a part of the team that won the organization’s first Super Bowl (XVI).

In fact, I thought that I was on my way to being the next Oprah Winfrey. My passion was journalism and after graduating with my master’s in business, I decided to start a teen magazine entitled, Culture. After two years, the magazine took a dive and so did my confidence. Thankfully, I come from a family that understands perseverance. In 2008, my brother, Johnny, invited me to attend a career fair that the Sacramento Kings were hosting. I am so thankful to him for making me get up that day and because of that moment, I joined the Oakland Raiders as an Inside Sales Ticket Representative, then was elevated to Director of Group Sales and Fundraising for three years. Shortly after, I was promoted to the Vice President of Premium Seating and Service.

How do you describe the Las Vegas Raiders’ culture and how critical is culture to the success of the organization?

The culture of an organization is the thread that binds everyone together and helps to create a unity of purpose. Culture is vital to the success of any organization, and that is no different with the Raiders. On the field and throughout the organization, we believe in teamwork and know that by working together behind a common purpose, we can win and have an impact. We also have a culture that celebrates and supports the community, and we are proud to show our support where it is needed most.

What can fans expect from the 2024 Super Bowl which will be held at Allegiant Stadium in Las Vegas?

As one of the most viewed sporting events around the world, we also expect Super Bowl LVIII to be one of the bestattended games in NFL history, with fans enjoying both the big game and the excitement Las Vegas brings up and down the Strip with an event of this magnitude. No one can top Las Vegas in sports and entertainment, and Allegiant Stadium is the perfect venue for this event. Las Vegas is packed with fans who come to watch the Super Bowl every year, so the energy all around the stadium will be like nothing we have ever seen. If fans have never attended a Super Bowl, this will be the one not to miss.

Qiava Martinez

An Interview with Qiava Martinez, Senior Vice President, Chief Sales Officer, Las Vegas Raiders

What do you feel are the keys to effective leadership and how do you describe your management style?

For me, effective leadership comes down to communication through feedback, coaching, fostering a positive work environment, expectation setting, and recognition. Communication is the number one key to a successful workplace. It allows employees to feel engaged and valued. This is the core of my management style.

How important is it for the Las Vegas Raiders to build a diverse and inclusive workforce to mirror the diversity of its fans and the community it serves?

Diversity is at the very core of the Raiders organization. Our founder, Al Davis, was a trailblazer in diversity in the NFL. He was the first owner to hire a Latino as head coach with Tom Flores back in the late 1970s. He was the first owner to hire a female CEO, Amy Trask, in 1997, and the first African American head coach, Art Shell, in 1989.

That spirit of celebrating diversity is part of the fabric of the Raiders organization, both on and off the field. Our executive team is the most diverse it has ever been, helmed by the first female African American team president, Sandra Douglass Morgan. Our diverse backgrounds afford us a unique perspective on not only the needs within the organization, but ways we can use our resources to best serve our community.

What do you see as the Las Vegas Raiders responsibility to be engaged in the community and to be a force for good in society?

With great success comes great responsibility, and our Raiders organization lives and breathes that ethos every day. We have been hard at work since arriving in Las Vegas, supporting youth sports, veterans’ organizations, health and wellness, and countless other important local efforts. Since relocating to Las Vegas, we have given over $7 million in support to local causes.

Our players have taken an active role in appearances in the community, especially with young students and athletes. They want to inspire the next generation, and they know the importance of the role they play in showing our kids what’s possible. The ability to inspire youth in our community to maximize their potential is one of the most vital roles we play. Since 2018, our players have volunteered nearly 1,300 hours in the community – and that includes many months when COVID limited those efforts. We are committed to giving local youth a concrete image of what they can be and bringing up the next generation.

Do you feel that there are strong opportunities for women to grow and lead in the sports industry?

I believe this more today than I did 15 years ago. Today, we have more women leading

sports teams such as Sandra Douglass Morgan, Nikki Fargas (Las Vegas Aces), Cynthia Marshall (Dallas Mavericks), Kristi Coleman (Carolina Panthers), and many more. Because of that, young girls now have visibility with women in sports leading teams. A couple of weeks ago, my six-year-old daughter had to turn in an assignment stating what she wanted to be when she grows up. To my surprise she wrote, “I want to be a Chief Sales Officer like my mommy.” Representation matters. The more women we have representing in a leadership role, the more young girls like my daughter will be able to see their future.

What advice do you offer to young people interested in pursuing a career in the sports industry?

I often give the same advice: First, nothing is beneath you. Second, be who you are and do it to the fullest. And third, make business personal. You always hear it is just business, it’s not personal. I never bought into that because it is personal. It’s personal to see the next Qiava in this position, the next Sandra. It’s very personal. I’m very passionate about what I do because I want to make sure that whoever’s taking my spot next sees what it takes to be a leader. Relationships should be personal, right? Business is – and should be – personal.

You have been with the Raiders for more than 15 years. What has made the experience so special for you?

The relationships that I have been able to build throughout my career have made every experience worth it. The good and the bad. I love what I do and enjoy working with my colleagues, partners, and season ticket members.

I also met my husband at the organization which was a life-changing moment for me. How can you top that?

You have accomplished much during your time with the Raiders. Are you able to enjoy the process and take moments to celebrate the wins?

Yes, I can enjoy the process and celebrate wins. Having a great team also helps the journey, as does a supportive family as family is very important to me and I make it my priority. I also have a job to do, and my focus is to remain a leader in revenue within the NFL as well as elevating the satisfaction of our season ticket, suite owners, and partners. Being able to create valuable and memorable moments for our client base is always top of mind for the organization.•

“Las Vegas is packed with fans who come to watch the Super Bowl every year, so the energy all around the stadium will be like nothing we have ever seen. If fans have never attended a Super Bowl, this will be the one not to miss.”

Modelo Cantina Club at Allegiant Stadium

Personal Growth and Positive Change

An Interview

EDITORS’ NOTE Gordon Caplan is the founder and Chief Executive Officer of Dutchess Management LLC, a strategic advisory firm dedicated to helping clients navigate complex business challenges and promoting social good through philanthropic ventures. Prior to establishing Dutchess Management, he was the Co-Chairman of Willkie Farr & Gallagher LLP from 2015 to 2019. He was the Chair of the Private Equity Practice at Willkie Farr from 2010 to 2015 and the Chair of the Venture Capital Practice from 2005 to 2010. He also served as Chairman of the Board of Connecticut Telephone from 2004 to 2006. Caplan was named a “Dealmaker of the Year” by American Lawyer in 2018 and featured in publications on M&A, private equity, corporate governance, and high-technology transactions. He has lectured on private equity and technology transactions at Columbia University Graduate School of Business, the University of Pennsylvania Law School, and Fordham Law School. Caplan received a JD from Fordham Law School, where he was an Editor of the Fordham Law Review , and a BA from Cornell University College of Arts and Sciences. He is a member of Fordham Law School’s Dean’s Planning Council, and a Board Member of Publicolor and was the Chairman of the Board of Publicolor from 2014 to 2018. He received the 2016 Louis J. Lefkowitz Public Service Award from Fordham Law School. Caplan also serves as a voice for criminal justice reform, spearheading the Prison Visitation Fund (prisonvisitationfund. org), a nonprofit dedicated to keeping families together during a loved one’s period of incarceration.

FIRM BRIEF Dutchess Management (dmstrategic.com) is a strategic advisory firm focused on corporate transformations and complex transactions. It is comprised of a team of dealmakers, strategists, analysts, and problem-solvers. The firm views its clients as partners and helps them unlock hidden value and elevate their success. Some of the firm’s partners include Saks Fifth Avenue, Saks Off Fifth, Veeam, Hudson’s Bay Company, Kubeshop, Spartan, Tractable, and Acronis.

Gordon R. Caplan, Chief Executive Officer, Dutchess Management LLC

Will you describe the evolution of your career?

I began my career as an attorney after graduating from Fordham Law School in 1991 and ultimately rose to serve as co-Chairman of Wilkie Farr & Gallagher, a global elite law firm with over 1,200 lawyers worldwide. I’ve been fortunate to work with great clients and people over the years, and to be involved at a high level in fields like technology, entrepreneurship, and private equity, among others. I’ve always prioritized being there for others to overcome obstacles in order to move the ball forward in meaningful ways for my clients. Now in my work with my firm, Dutchess Management, I’m able to continue prioritizing this client-focused culture alongside an extraordinary team of colleagues and associates.

What do you feel were the major factors that contributed to your early successes?

It’s always been a simple approach for me: work hard and add value for others, serving clients and causes by delivering great work and results. Not every job has the same immediate feedback that we can get as dealmakers, like seeing a happy client or a deal get done. I was a competitive kid growing up. As part of an immigrant family new to the U.S. from Canada, I always wanted to achieve more, whether in school or playing sports. When it came to my career, I didn’t have all that much of a burning direction until law school. Something clicked. Suddenly, I now had a new mechanism – a new arena – to pour my energies and ambitions into. Working hard was par for the course as a young lawyer in New York and London, and I fed off of that when I was first beginning in the late 1990s, all the way through today.

Will you highlight the work you do today with Dutchess Management?

I founded Dutchess Management in 2020 to provide specialized expertise and guidance to businesses, primarily in the entrepreneurial space. It started as a one-person operation, and we have steadily grown since. We have also built out our pro bono work, which I’m proud to say represents a significant part of our work. We do not provide legal services, instead we work through complex deals and problems on behalf of a select group of highly-successful entrepreneurs and partners.

Our core mission at Dutchess revolves around helping businesses and entrepreneurs reframe their strategies, restructure their operations, and navigate complex challenges. We specialize in working with companies in the software and technology sectors, so my deal experience has significantly shaped our ethos at Dutchess Management. As a former co-chairman of a large law firm, my work often transcended the legal component, and I found myself immersed in strategy, advising on business direction, risk management, and navigating the intricate landscapes of the corporate world. Dutchess now effectively embraces this multifaceted role in assisting our clients.

At Dutchess, we are also prepared to jump in whenever an urgent need is identified in a community or where we see a gap that’s not being filled, whether from a humanitarian or criminal justice standpoint. We’ve leveraged our expertise and networks in places like Afghanistan, where we were able to help save 800 Afghanis – primarily women judges and lawyers and their families – under threat from the Taliban. I am also very proud of our work in response to the Russian invasion of Ukraine, where our team is focusing on a number of fronts. We’ve supported efforts to forge crossborder partnerships between the Kyiv School of Economics and Ohio State University. We also supported and joined with a courageous and committed group that led a caravan of trucks delivering humanitarian supplies to the front lines for Ukrainian civilians.

During my visits to Ukraine since the outbreak of the horrifying Russian war, one of the amazing people I met was Roza Tapanova, the head of the Center for Jewish History in Ukraine (CJHU) at Babyn Yar. The CJHU is establishing an academic and cultural hub for the preservation of Ukrainian Jewish history located at Babyn Yar, a ravine outside Kyiv in which nearly 34,000 Ukrainian Jews were killed by Nazi soldiers in September 1941. The CJHU is committed to expanding the scope of academic study of Ukrainian Jewry at Babyn Yar in order to preserve and resurface centuries of Jewish history and culture across the country. Continued threats to the memory of Babyn Yar add additional urgency to the CJHU’s mission. Babyn Yar’s memorial sites were damaged following a Russian missile strike on March 1, 2022, which killed five

Gordon R. Caplan

with

civilians, caused a museum building to catch fire, and destroyed other memorial facilities. We have helped direct philanthropic support to organizations like these, protecting Holocaust memorial sites and communities across Ukraine.

You were one of the high-profile parents who were involved in the Varsity Blues college admissions scandal. You admitted that what you did was wrong, and were briefly incarcerated. How did this experience change you?

That experience has been the most profound turning point in my life. Facing the reality of my terrible mistake was, and remains, an arduous journey of selfexamination. Not a day goes by where I don’t reflect on the decisions and mistakes I made, for myself and my family. I’m the first one to say it was wrong, stupid, inexcusable, and a decision I know I will deeply regret for the rest of my life.

My incarceration was challenging, yet brief in the grand scheme of things. Like many others in the legal field, I know our criminal justice system has been broken for far too long. I witnessed firsthand how many serve for longer than I did. Serving time afforded me the opportunity for deep introspection, to begin on my journey of understanding how I could possibly move forward and to examine what my core beliefs and values are, and how I can practice them in service of others. So I began small, even while in prison. I taught business literacy and entrepreneurship skills for those incarcerated and, ultimately, we had 35 or so prisoners – out of a total prison camp population of approximately 80 people – coming to learn what life after prison can look like if they start businesses. There are very few viable pathways for formerly incarcerated people to make a living and regain their footing once they’re out, which helps contribute to this negative cycle of recidivism in our country.

You have been committed to philanthropic causes throughout your career. How has your experience with the criminal justice system shaped the focus of your philanthropy?

Directly seeing the challenges faced by those incarcerated alongside me was sobering and eye-opening. I’ve used these moments to shape my efforts moving forward – serving others and doing good is now what I’m focusing my time,

attention, and resources on. It’s both personal and professional. It’s how my partners and I have designed Dutchess Management, so that there is no distinction between our paying and pro bono clients. In line with this commitment, I have made a point to hire individuals who themselves have needed second chances –providing them with an opportunity to rebuild their lives and contribute their talents to our shared vision.

In the criminal justice system, I witnessed firsthand the emotional toll that separation has on families, the lack of support for incarcerated individuals, and the countless obstacles and limited resources available to help them rebuild their lives upon release. While there are nuances and distinctions in the case of each imprisoned individual, those who are imprisoned for petty offenses too often re-enter a world that lacks the support they need to move forward from their experience.

Following my release, I doubled down on my philanthropic work in criminal justice reform and various “upstream” social causes that help empower and guide people on the right paths. I’ve long been affiliated with groups like Publicolor, which engages thousands of kids each year in education, job training, and the arts. Through Dutchess and my own network, we helped gain clemency for people serving shockingly long sentences and worked to successfully influence legislation for more empathetic treatment of inmates during the pandemic. The list goes on, because the opportunities for improving the system are endless. The hope is to change the lives of individuals and families, and at a macro level, to combine the right mix of resources, organizations, and support networks to bring about a more compassionate and equitable approach to justice.

One of your latest philanthropic efforts is aimed at supporting those incarcerated. What was your vision for co-founding the Prison Visitation Fund, and how do you define its mission and impact?

Through the Prison Visitation Fund, we are committed to being a catalyst for change in the lives of those affected by incarceration. Our focus on family connections and social support not only contributes to the reduction of recidivism, but also instills a sense of hope and empowerment in those we serve. We believe that everyone deserves a second chance, and

our work aims to create a pathway towards redemption and successful reintegration into society.

Our primary goal is to address the profound emotional and social toll that incarceration takes on both incarcerated individuals and their families. Extensive research has shown that maintaining strong family ties during incarceration significantly reduces the likelihood of reoffending. Our work offers resources that support family connections and strengthen social bonds –creating a positive impact that extends far beyond the prison walls.

What has your experience taught you about redemption and second chances?

I’m not owed anything. I’ve never felt throughout this process that I deserve a second chance or any deep sense of redemption. This has been my reality, and I’m sure it’s similar for others who need to find ways of moving forward and living with their mistakes. This feeling can make it challenging to wake up and find the motivation to continue putting in the work. Because the idea of redemption is a daily task, struggle, and opportunity, I know I’ll never be done. All I can do is move forward each day, with this sense of purpose and understanding of how I can use my situation to help others.

At the same time, I cannot overlook the profound influence of my family and closest friends who have stood by me unwaveringly throughout the highs and lows. They have been the beacon that keeps me going, reminding me that even in the face of challenges, there are reasons to continue pushing forward and improving not only myself, but also the lives of those around me.

Given the challenges you have overcome, what advice would you offer to others who may be navigating difficult times or seeking redemption in their own lives?

My advice always is to face your mistakes with honesty and humility. Embrace accountability, listen, and find ways to use these opportunities to guide whatever’s next. Surround yourself with supportive individuals, because it will become clear pretty quickly who is most important and who will be there for you. Remember that it’s a process – a long one, but one that starts and ends with deciding to move forward regardless of shame, despair, and regret. •

“Serving time afforded me the opportunity for deep introspection, to begin on my journey of understanding how I could possibly move forward and to examine what my core beliefs and values are, and how I can practice them in service of others.”

A STRONG CHARACTER CAN BE IDENTIFIED BY THE WRIST.

Exemplify Character and Strength in a New York Minute with the Wempe Iron Walker Carbon Chronograph 46.

Making Kidney Disease a Medical Priority

EDITORS’ NOTE Kenneth Kleinberg is one of the nation’s leading attorneys specializing in legal and business aspects of the entertainment industry. Kleinberg and his firm, Kleinberg Lange Cuddy & Carlo LLP, represent a wide variety of prominent individuals and companies, including some of the industry’s most successful actors, writers and authors, directors, producers, financiers, distributors, musical artists and rock groups, animators, video game designers, international broadcasters, corporate executives, literary and talent agents, managers, specialists in CGI cinematography, the internet and other emerging technologies, as well as other creators and users of intellectual property. Previously from 1969 to 1985, he served as an associate, partner and then senior partner and head of the entertainment division of the Los Angeles law firm of Mitchell, Silberberg and Knupp. Between late 1985 and 1991, Kleinberg served first as Executive Vice President and a director of a major studio, United Artists Corporation, and then as President and Chief Operating Officer of Weintraub Entertainment Group, an independent motion picture, television, and music production/distribution company. Kleinberg is a graduate of UCLA and UCLA School of Law. His initial work as an attorney was at the Federal Communications Commission in Washington, DC. He is admitted to the Bars of California and the District of Columbia. Kleinberg has lectured frequently at leading law schools and institutes, and he is a member of the Academy of Motion Picture Arts and Sciences and the Academy of Television Arts and Sciences. He was the first Chairman of the American Cinematheque and has been a long-time member of its board of directors.

Lewis Kleinberg is a writer/producer and has written, developed, and produced projects for Sony Pictures, Walt Disney Pictures, New Regency, 21st Century Fox, TNT, Anonymous Content, BBC Productions, Renegade 83, Kapital Entertainment, and USA Network, among others. A graduate of the USC School of Cinematic Arts, he has served as an advisor to Donate Life Hollywood and as a mentor for USC’s Compass program, which supports undergraduate students pursuing careers in regenerative medicine. Together with fellow UKRO board member Ammiel Najar, Kleinberg creates and produces films for UKRO’s website, media outreach, and benefit dinners. He is the son of Kenneth Kleinberg.

ORGANIZATION BRIEF UKRO (ukrocharity.org) is committed to funding the development of a revolutionary synthetic kidney, derived from stem cells, that will improve treatment of kidney disease and replace dialysis. In 10 years, UKRO envisions a time when kidney diseases are understood, and new and novel treatments increase quality of life and lifespan for patients.

Kenneth, will you discuss your career journey in the legal profession?

I started my legal career at the FCC in Washington, DC for two years. Then, I worked as an

associate lawyer at Mitchell, Silberberg, & Knupp, a Los Angeles firm, where I ultimately became a senior partner and head of the film and television division. After 17 years, I left my law practice to become President and COO of a start-up entertainment company, Weintraub Entertainment Group. I resumed practicing law in 1991, in partnership with my friend and colleague, Robert Lange. Our current firm, Kleinberg, Lange, Cuddy & Carlo, specializes in entertainment and media transactions. In the course of my varied practice, I have represented studios, movie stars, rock stars, producers, directors, writers, and all manner of talent.

What have been the keys to the strength and leadership of the firm?

I have had the good fortune to be in practice, previously and presently, with brilliant lawyers who are committed to honesty and the highest integrity. I enjoy being in a boutique law firm where we are known for the high level of our expertise and for problem-solving capabilities for our clients. Our firm functions largely by consensus.

One of the most inspiring and pleasing aspects of our law practice is to have colleagues who are generous and philanthropic. They have provided long-term support for UKRO since its inception.

Kenneth Kleinberg

An Interview with Kenneth Kleinberg, President and Director, and Lewis Kleinberg, Director, University Kidney Research Organization (UKRO)

Lewis Kleinberg

Scientist Biao Huang at the lab at the Keck School of Medicine at USC

Lewis, where did you develop your passion for writing and producing?

Funny enough, that probably began with my dad. He’ll say he is not a creative person, but he told amazing bedtime stories. As little kids, he would toss my sister, brother, and I under a big blue comforter. Seconds later, it was an ocean or the sky we were flying through in a rocket. He’d shake the bed to simulate a tidal wave or turbulence, and we’d crash into each other. We loved that. So it’s probably his fault that I took the creative route.

Kenneth, what led you to founding University Kidney Research Organization (UKRO) and how do you define UKRO’s mission?

In 1999, while at a film festival in the south of France, I developed the symptoms of what was later identified as a serious kidney disease of unknown origin with no known cure. I was shocked to discover a stunning paucity of major kidney research centers in America, especially on the West Coast. While I was on dialysis, my nephrologist, Dr. Vito Campese, and I developed a plan for what became UKRO. This involved the immeasurable help and cooperation of USC, where the USC UKRO Kidney Research Center is now based.

Initially, UKRO’s mission was fundraising to support research to discover the causes of, improved treatments for, and the elimination of all forms of kidney disease. Currently, we are focusing on funding the synthetic kidney.

After six years on dialysis, I was fortunate enough to receive a transplant.

How has the work of UKRO evolved over the past 20 years?

During the first few years, we deepened our relationship with USC and formed a joint initiative to establish the USC UKRO Kidney Research Center at their Health Sciences Campus. UKRO has been very fortunate that USC was concurrently undertaking stem cell research at its Edythe

& Eli Broad Center for Regenerative Medicine. This included research led by Andrew McMahon, a world-renowned expert in renal stem cell research. Together with Dr. McMahon, Ken Hallows, the Director of our Research Center, recruited Dr. Zhongwei Li, who was recently recognized by the NIH for his groundbreaking research into the creation of a synthetic kidney generated from stem cells.

What role did UKRO play in the creation of a synthetic kidney at University of Southern California’s Keck School of Medicine, a massive medical and scientific breakthrough that will impact millions of people worldwide?

UKRO is not responsible for conceiving or creating the synthetic kidney. This is entirely the work of Dr. Li, working with investigators in labs he supervises and in collaboration with Dr. McMahon and others at USC. UKRO’s role has been financial support for this extraordinary

research which, if perfected, will have enormous worldwide implications. This will take a number of years and a very large budget to achieve, which is our mission as well as that of the stem cell scientists at USC.

Our next challenge is to move beyond the level of relatively small donors and philanthropists, and even NIH grants, to lure large capital investment that will be needed to reach the finish line.

Lewis, is there an effective understanding and awareness about kidney disease?

The biggest challenge is that unlike cancer, heart disease, Parkinson’s, ALS, and so many other diseases, kidney disease hasn’t really had its moment of national recognition. People don’t know that one in seven Americans have chronic kidney disease. Or that at the end-stage of the disease, the therapies haven’t changed since the 1970s – it’s either a transplant, which can be very hard to get, or going on dialysis, which often makes patients sick and only does about 15 percent of what even one good kidney can do.

That’s why the synthetic project is so exciting. From the jump, in a decade or less, it can replace dialysis, even do a little better, and give patients back their quality of life.

How valuable has it been to build such an engaged and committed board for UKRO?

It’s impossible to do this without like-minded people. Most of our board members have someone in their lives dealing with kidney issues, so it’s personal. Frankly, it’s an amazing thing that my dad, and Vito, have done in building something from nothing that is having this kind of impact.

Kenneth, do you feel strong progress is being made in the fight against kidney disease?

Yes. Very definitely.

Are you able to take moments to reflect on the impact that UKRO has made over the past 20 years?

Yes. Beyond the financial support UKRO has provided, which I wish to emphasize is not nearly as large as that of USC, UKRO has been a tremendous stimulant in the health sciences community, sparking awareness of the need to make kidney disease a medical priority. I’m proud of that.•

Dr. Zhongwei Li at work in his lab at USC (above and top)

Creating a Flywheel Effect

EDITORS’ NOTE Jeffrey and Andrew Queen are the co-founders of Integrated Dermatology. They serve as the CEO and Executive Chairman, respectively. They bring more than 30 years of sales, technology, and management experience to Integrated Dermatology. The Queen brothers also founded and serve as executive officers of US Path Labs, LLC, On Site Dermatology, LLC, and eDerm Systems, LLC. Co-founding these businesses in 2004, 2005, and 2009 respectively. The Queen brothers are members of the Young Presidents’ Organization (YPO) Gold, Palm Beach Chapter, and they also serve on the Kelly/Strul Emerging Scholars Board at Florida Atlantic University. Additionally, they serve on the Board of the Boca Raton Police Foundation.

COMPANY BRIEF Integrated Dermatology (mydermgroup.com) partners with dermatologists and manages dermatology practices across the United States and has opportunities for dermatologists in all stages of their careers. Integrated Dermatology empowers dermatologists to unlock their practices’ value while enjoying autonomy over the practice of medicine. Additionally, dermatologists can join Integrated Dermatology as an associate or a partner, focusing on high-quality patient care while Integrated Dermatology implements best practices in the areas of compliance, financial services, human resources, payers and more.

What was your vision for creating Integrated Dermatology and how do you define its mission?

Our vision was to create a platform that provides dermatologists across the country

with business support and guidance so they can focus on patient care. As an independent practice, we do not use a cookiecutter approach. Each of our partnerships is unique and tailored to the doctor’s individual goals and priorities. Our mission is to give our dermatologist partners the freedom to focus on what they do best: provide great patient care.

Integrated Dermatology began when a dermatologist asked for help running his practice, and we were excited to help. We soon realized that dermatologists were being bogged down with regulation, required technology changes, and other complexities unrelated to providing patient care, and we saw an opportunity to make a difference. These tasks, plus the back-office administration, required more and more of the dermatologists’ attention. We can relieve this burden and allow dermatologists to do what they love and are highly trained to do: provide great care for their patients.

Integrated Dermatology is family owned and operated. How important has it been to keep a family culture as the company has grown in size and scale?

We have built Integrated on a foundation of culture. By knowing the culture, our partners can predict answers to questions they may have, as they are often the same as they would have running their own family business. This creates a unique alignment where “the rising tide raises all ships.” Above all else, we care about our people. By placing individual team members at the center of our attention, coupled with our commitment to our core values, we help our partners provide best-in-class patient care and seamless continuity.

What are Integrated Dermatology’s core values?

Our core values define us and the relationships we build with our partners. First, we always operate with integrity. It is vital to earn and keep the trust of our partners by being honest with ourselves and them, ultimately doing the right thing. Our team members go the extra mile by striving for excellence and delivering quality results. The pride and passion our team members have is impressive. Our leadership focuses on making Integrated Dermatology the best place to work, and we encourage our team to “own it” and be accountable for keeping their commitments. We always want to be part of the solution and go to great lengths to support one another and our practices. We put in our highest level of effort to achieve quality results. We care for others and our practices. In the end, our goal is simple: “Delight our Docs.” We do this by

Jeffrey Queen

An Interview with Jeffrey Queen, Chief Executive Officer, and Andrew Queen, Executive Chairman, Integrated Dermatology

“Above all else, we care about our people. By placing individual team members at the center of our attention, coupled with our commitment to our core values, we help our partners provide best-in-class patient care and seamless continuity.”

Andrew Queen

coming to work with the goal of improving our processes, systems, and practices so that every day we are better than the day before.

Will you highlight the Integrated Dermatology model?

As we start our 20th year, we continue to pride ourselves on a model that’s a differentiator. The model centers around providing our partner physicians the freedom to deliver the highest-quality care to patients. Focusing on patient care creates a flywheel effect that, by default, leads to practice growth.

What are the key characteristics you look for when evaluating whether to acquire a dermatology practice?

Our primary focus is supporting our partners’ efforts to deliver the best clinical outcomes and patient experiences. We enable this by alleviating the back-office and non-patient-focused activities from the doctor’s day to day, empowering them to focus on what they do and enjoy the most – providing exceptional patient care. Through our analyses, if we believe our synergies and culture create a win-win opportunity for the doctor and for ID, then we know to move forward with the acquisition.

Will you discuss how Integrated Dermatology enables its doctors to remain true partners with full autonomy and provides career opportunities for dermatologists seeking to join an established practice?

Integrated’s unique model allows our partners to focus on the practice of medicine. We do not dictate how to practice dermatology. Those decisions are truly up to our partners. Our role is to handle everything they didn’t learn in their medical training, such as the back-office. By

providing these services, our partners can focus on what they do best – offering great patient care. These benefits apply to both dermatologists who are seeking a career in a practice as well as dermatologists who are looking to grow their existing practice. As a result, our partners have the flexibility and freedom to focus on patient care. Our economic model is the same the dermatologists have had throughout their entire careers – revenue less overhead equals income.

During our two decades, several of our doctors have retired, creating an opportunity for new dermatologists to step in as a partner or managing partner. Integrated provides partnerships in the practice to the new doctors, and – for a resident – will guarantee marketrate salary so they can focus on patient care instead of income. Our model is unique and has proven quite successful over the years, according to our partner doctors. They have enjoyed the relationship.

Did you always know that you had an entrepreneurial spirit and desire to build your own business?

We don’t think of it as having an entrepreneurial spirit. Throughout our career and the multiple businesses we have built, we’ve looked at needs in the marketplace and strived to fill those gaps. In dermatology, it was simple – doctors non-medical burden is overwhelming and we alleviate the pressure point. We saw our experience as a symbiotic relationship with the doctor. They are experts at medical care, and we are experts at business operations. By coming together, we create a win-win. Our objective is to deliver operational excellence throughout the practice lifecycle,

which in turn delights our partner doctors, which in turn encourages our partners to recommend us to their peers, which in turn adds more providers to our practice, which in turn increases our profit and value, which in turn allows us to invest in people, processes, and systems, which in turn delivers operational excellence throughout the practice lifecycle. This creates our flywheel effect that continues to spin faster and faster as we grow.

What has made the working relationship work so well between the two of you?

As brothers, we’ve had the luxury of working together our entire professional careers. Leveraging diverse skill sets, we employ the metaphor of “who’s driving?” When the subject matter aligns with one of our core competencies, the person with the expertise is “driving,” and takes the lead and makes the final decision, while always being open-minded to other’s suggestions.

Are you able to take moments to reflect and appreciate what Integrated Dermatology has become over its almost 20 years?

The company has grown substantially throughout its lifespan and is now the largest private dermatology practice in America, operating in over 28 states. Quoting Jim Collins from Good to Great, our BHAG (Big Hairy Audacious Goal) is to achieve even greater scale. We aspire to encompass 25 percent to 33 percent of all dermatological care in the U.S. at some point in the future.

Time has gone by so quickly that we haven’t had much opportunity to reflect on the past. We have a clear direction of where we want to go, guided by our well-defined goals and objectives.•

“Our primary focus is supporting our partners’ efforts to deliver the best clinical outcomes and patient experiences. We enable this by alleviating the back-office and non-patient-focused activities from the doctor’s day to day, empowering them to focus on what they do and enjoy the most – providing exceptional patient care.”

“The company has grown substantially throughout its lifespan and is now the largest private dermatology practice in America, operating in over 28 states.”

The Best of Humans and Technology

EDITORS’ NOTE Greg Williams is the Chairman and CEO of Acrisure, which he co-founded in 2005. With a compounded annual growth rate of 58 percent since 2013, the company is over $4 billion in revenue and has averaged more than 100 M&A transactions per year since 2017. Already the 6th largest insurance broker in the world, and largest independent real estate services company in America, Acrisure is now a global Fintech company with a broad product and service offering. Williams has extended Acrisure’s success into distinct social impact. Acrisure has pledged over $22 million to improve children’s health through innovation and advancements in genetics and related fields. More recently, Williams spearheaded the creation of Evolution Advisors, a joint venture focused on the insurance and financial services needs of minorities and diverse communities. Prior to founding Acrisure, Williams was an investor and Board Advisor to a variety of companies and was a Vice President for Michigan National Corporation (MNC), a $19 billion bank holding company.

Greg Williams

entrepreneurs, we could fulfill the financial and business building ambitions of both parties. Subsequently, the company has this very entrepreneurial DNA which naturally feeds a very innovative and forward-thinking culture. This innovative and entrepreneurial culture is what drives our insatiable desire to provide solutions to our clients in whatever form – human or digital – our clients desire. Increasingly, our clients desire a digital solution, so we’ve leaned heavily on having an AI capability that is superior to all others. The results of our fiercely innovative culture is that the company has grown from $38 million in revenue to over $4.2 billion in the past ten years – an astonishing 110x growth rate.

How do you describe Acrisure’s culture and values?

Acrisure’s culture and values focus on a relentless pursuit of excellence and success. Our beliefs and philosophies are captured in a collection of ten “Ism’s” that unify our team

and establish our cultural expectations. These “Ism’s” are reinforced from the date of hire to being incorporated into our formal leadership program. Underpinning our cultural emphasis is this – our expectations and understanding of what it takes to succeed are unique to Acrisure. Our approach to business building is differentiated – just like our results. Given this, we allocate real management time on establishing cultural expectations and reinforcing those beliefs on a regular basis.

What have been the keys to Acrisure’s growth and industry leadership?

Our entrepreneurial and innovative spirit is paramount and our willingness to challenge conventional wisdom is a mentality we embrace. We constantly think three years into the future and bring that vision into the tasks and activities of today. The ability to control our own destiny by virtue of our employees owning a majority of the company and my having Board control affords us the opportunity to invest in strategic initiatives like AI, and not be overly stressed about short-term ROI.

COMPANY BRIEF Acrisure (acrisure.com) combines humans and high tech to deliver a broad array of products including insurance, reinsurance, cyber services, mortgage origination, and more. In the last nine years, Acrisure has grown in revenue from $38 million to more than $4 billion and today employs over 15,000 colleagues in 21 countries.

What was your vision for founding Acrisure and how do you define its mission?

Acrisure’s mission is to connect clients to solutions that help them grow and protect what matters. We accomplish this through the best of humans and technology which encompasses a global sales team and a robust artificial intelligence platform called Auris. We connect client needs to a variety of solutions such as insurance, reinsurance, cyber services and mortgage origination, with more products coming soon. At the end of the day, we prioritize the needs of our clients over all else –we’re increasingly becoming their one-stop solution.

I co-founded Acrisure recognizing there was a better way to build a business. Specifically, by aligning my interests with like-minded

An Interview with Greg Williams, Co-Founder, Chairman, and Chief Executive Officer, Acrisure

“I co-founded Acrisure recognizing there was a better way to build a business. Specifically, by aligning my interests with like-minded entrepreneurs, we could fulfill the financial and business building ambitions of both parties. Subsequently, the company has this very entrepreneurial DNA which naturally feeds a very innovative and forward-thinking culture.”

These strategic advantages, and the subsequent investments made as a result, have allowed us to become hyper-focused on the needs of our clients and invest in the product and service solutions they want and deserve. Examples of this include our investment in cybersecurity, payroll, insurance, re-insurance, mortgage origination and warranty programs. Additional products and services will continue to follow.

Will you provide an overview of Acrisure’s solutions?

We’re a financial services company offering multiple products and solutions to primarily small-to-middle market companies. The entire company is underpinned by a powerful, proprietary technology platform called “Auris.” This platform provides insight into client needs by virtue of melding over 141 billion data points which constantly connect our people to opportunity while providing recommendations around product and services each client, or prospect, likely needs. We operate the fastest growing insurance broker in industry history and the largest independent title broker in America. We also offer mortgage origination and deliver a full suite of cyber services solutions. We’re presently expanding our payroll offering to an Acrisure branded product, and additional products will be added as we continue to grow the company.

How valuable have brand partnerships been to Acrisure’s business?

Brand partnerships have been an essential part of building recognition of Acrisure and our product offering. These partnerships build on the foundation of our AI-driven digital marketing capability that has delivered more than one billion impressions to prospective clients.

Recently, we were thrilled to welcome legendary recording artist and entrepreneur, Lionel Richie, as our Brand Ambassador. We’ll distribute over 500 million impressions linking our product and service offering with Lionel’s likeness. In addition, our partnership with the Pittsburgh Steelers, who now play in Acrisure Stadium, along with our partnership with Oak View Group and Acrisure Arena in Palm Springs, and UBS Arena in Elmont, New York, promotes meaningful and long-lasting fan engagement.

As a result of these partnerships and our successful digital marketing efforts, nearly 7 percent of all U.S. households can tell you what Acrisure does. The billions of digital marketing impressions helped us get established in the market and allowed U.S. consumers to become familiar with Acrisure. In fact, we’ve seen consumer sentiment about Acrisure increase as a result. We’ve gained this recognition in an incredibly short amount of time and we’re tremendously proud of the success of these combined efforts.

How important is it for Acrisure to build a diverse and inclusive workforce?

I’ve always believed in hiring the best and brightest for each position, and we’ve been able to attract great talent to our home office and other locations across the globe. As we’ve expanded, we’ve acquired a diverse set of companies that represent a true cross-section of the communities we serve. It’s important to me that our employees represent their communities and our customers. But that alone is not enough. I’m equally proud that we’ve created a culture that empowers employees to bring their diverse experiences, unique perspectives, and individual backgrounds to work each and every day.

What do you see as Acrisure’s responsibility to be engaged in the communities it serves?

One of our core objectives is to create stakeholder value – we define “stakeholders” as employees, investors, and the communities in which we live and serve. Thus, we have a profound duty to make an impact in our communities and to ensure we’re impacting people in very positive ways. Given this imperative, we focused on children’s health as a high impact initiative – a cause in which we’ve invested over $22 million to date. This past June, Acrisure pledged $7.5 million to support the Heart Institute at the UPMC Children’s Hospital in Pittsburgh and, in 2020, Acrisure pledged $15 million to establish the Center for Innovation in Children’s Health at the Helen DeVos Children’s Hospital in Grand Rapids, Michigan. As Acrisure grows, we will continue to expand the scope and depth of our philanthropy.

Did you always know that you had an entrepreneurial spirit and desire to build your own company?

Early in my career, while I worked at a great company and was blessed with a challenging career, it just wasn’t fulfilling and left me yearning to explore greater opportunities. In this regard, I knew my ultimate calling was to build my own business – it truly was just a matter of time. The opportunity to “bet on myself” was exciting and compelling so I knew being an entrepreneur was my destination. At 29 years old, I decided to blaze my own trail and exited the banking industry and never looked back. The thought of being rewarded for my successes was what I sought – the thought of overcoming obstacles or even failure was invigorating and not scary in any way. Given this, my destiny was somewhat pre-ordained. I’m very thankful and fortunate to have a supportive family as the life of an entrepreneur is not for the faint-of-heart.

What advice do you offer to young people beginning their careers?

I often advise young professionals, or even teenagers and young adults, to find people that have achieved a level of success you have difficulty comprehending – then focus not so much on what they do, but absolutely emulate how they think. I’ve done this my entire life, and still search for these people today. The reason for this advice is that I’ve found highly successful people think differently than most. Highly successful people think abundantly. Modest accomplishments are not exciting nor occupy much of their time. They think “value creation,” they think “highest and best use” of time and resources, they focus on strengths and learn to overcome weaknesses and blind spots. They typically are very self-aware and understand knowing what not to do can be as important as knowing what to do. The highly successful absolutely understand the value of time and the importance of momentum and urgency.

I’ve used these same concepts in building Acrisure, and I hope these qualities continue to drive the company well into the future.•

“We constantly think three years into the future and bring that vision into the tasks and activities of today. The ability to control our own destiny by virtue of our employees owning a majority of the company and my having Board control affords us the opportunity to invest in strategic initiatives like AI, and not be overly stressed about short-term ROI.”

Tungsten Mining

EDITORS’ NOTE Lewis Black is a Director, President, and Chief Executive Officer of Almonty Industries. Born in London, Black attended Manchester University and earned a BA degree in management and technology before joining a global insurance firm upon graduating. His career later shifted toward a focus on mining, and he has since accumulated more than 15 years of experience within the industry. Prior to Almonty’s founding in 2011, Black served as head of sales and marketing for SC Mining Tungsten, Thailand. He also held the roles of chairman and chief executive officer of Primary Metals Inc. (“PMI”), a former TSX-V listed tungsten mining company, between June 2005 and December 2007. As the founder of Almonty, Black has overseen the company’s rise to prominence as one of the foremost providers of tungsten within the global supply chain. Because of the dual high demand for tungsten and the difficulty associated with procuring it, Almonty and Black are highly sought-after for their expertise and access to the precious, widely used metal.

COMPANY BRIEF Almonty Industries (almonty. com) specializes in acquiring distressed and underperforming operations and assets in tungsten markets. These then benefit from the company’s in-house operational experience and expertise in the tungsten market. Highly regarded as a hands-on, turnaround investoroperator, Almonty is an expert at overseeing projects regarded as too complex or difficult for the average, pure “financial investor.” To date, the results of its acquisitions have been fast and very profitable turnarounds. Almonty is actively pursuing other growth opportunities via acquisitions where it can apply its tungsten expertise to create additional value for all stakeholders.

Will you highlight the history of Almonty Industries and how the company has evolved?

I founded Almonty Industries in 2011 after spending a few years working in the mining sector. I had the opportunity to focus on tungsten early on and became intimately familiar with its integral place in defense and consumer products as well as the rigid challenges that come with extracting it.

Our first acquisition was the Los Santos mine in the Salamanca province of Spain. Today, we also operate the Valtreixal deposit situated further north in Spain along with a site in Portugal. The Portuguese mine, Panasqueira, has actually been in more or less continuous operation for 126 years and is staffed by fifth-generation tungsten miners. While we’ve modernized much of the mining process and implemented stricter safety standards since it has come into our possession, we also rely on the knowledge that our staff brings which can only come from five generations of refining the mining process. That level of skill and familiarity is irreplaceable.

We are also in the process of reopening the Almonty Korea Tungsten Project (the Sangdong mine) in South Korea. This is a particularly exciting undertaking as it is one of the largest tungsten mines in the world and stands to substantially shift the politics involved with securing tungsten, as much of the global supply is sourced from China and Russia.

How do you define Almonty Industries’ mission and purpose?

We pride ourselves on standing alone in a highly niche but incredibly important field. Tungsten is pervasively used but hard to come by, although it’s a key component in critical, universally adopted products like cell phones, microchips, and automobiles, as well as defense, and it can only be sourced from an extremely limited range of locations.

Our primary aims are to address the rising global demand for tungsten by expanding the places it’s collected from and to elevate the methodology for mining to make it comparable to our competitors. Tungsten is a finite resource that happens to be extraordinarily difficult to process. Sourcing it requires assets, patience, and expertise, all of which Almonty happens to have in abundance. Unlike other mining companies, we specialize in a single commodity which has led to us succeeding where many others have failed when it comes to mining tungsten. We’re fortunate to have an institutionalized knowledge of this metal, and with it, a well-founded base upon which we can refine our process. Almonty has been able to compete with veteran suppliers

Lewis Black

An Interview with Lewis Black, President and Chief Executive Officer, Almonty Industries

Workers at Almonty Industries’ tungsten mining operations

from China because we’ve developed the best operational team in the world. Capacity-wise, we’ve been able to hone our mining operations to a point where we have the bandwidth to delicately navigate regulation considerations and potential areas for innovation and investments as well.

By opting for the specialist route over the jack-of-all-trades, master-of-none path, we’ve managed to get very good at doing a single thing really well. That’s the reason we’ve remained competitive and why we are well-situated to continue growing.

Where do you see the greatest opportunities for growth for Almonty and how will acquisitions fit into the equation?

Acquisitions don’t factor heavily into our plans for expansion – our forward momentum will come from internal growth as we develop the Sangdong mine in South Korea, which will in turn be fueled by the increasing geopolitical tensions we are all witnessing firsthand on a daily basis.

Almonty’s potential for growth is also dependent on the increasing government pressure surrounding strategic and critical metals along with the corresponding capital that is becoming available for them. Both the U.S. government and the European Union are now being extremely proactive in procuring alternate sources of supply, and as Almonty is the last man standing in tungsten mining, I anticipate that we will remain in extensive dialogues with both governments.

Will you discuss the critical role of tungsten in the defense sector?

Tungsten is a key material for manufacturing defense equipment. It’s widely used in

manufacturing automotive parts and aerospace apparatuses – along with munitions – so it’s an essential resource for military purposes.

Roughly 12 percent of all tungsten is used in service of defense initiatives. Given the supply chain woes of the last few years, escalating geopolitical anxieties, and the relatively limited supply of tungsten, having control over how much of it is shipped and at what cost is a decisive position for any government, outwardly aggressive or otherwise, to be in.

You mentioned that Almonty is on the verge of reopening the Almonty Korea Tungsten Project (the Sangdong mine), which hosts one of the world’s largest tungsten deposits and has the potential to produce a considerable percentage of the world’s supply. How do you describe the impact the Almonty Korea Tungsten Project could have on a macro level?

Operating at full capacity, the Sangdong mine could produce somewhere in the region of 15 percent of the world’s supply. It’s really the only viable, historically established source of tungsten that has emerged in the last decade. In terms of grade and size, few states have any long-term deposits with as proven of a track record as this particular mine has. Usually, the economic feasibility of resources is largely determined by reserves and quality. The average quality of the Chinese tungsten mine is 0.18 percent, while the quality of the Sangdong mine is 0.45 to 0.50

percent, which is the highest level and more than 2.5 times the global average. It is also competitive compared to other mines around the world in the production cost sector estimated based on the business feasibility model of Sangdong Mine. You would have to look to Russia or China for any comparable operations of this scale – with that in mind, the Sangdong mine is positioned to have a profound effect on diluting Western consumers’ dependency on outside sources for obtaining tungsten products and can allow U.S. manufacturers to avoid high tariffs on U.S.imposed Chinese imports.

How is Almonty committed to sustainable mining practices?

It is our hope that regulatory bodies will recognize the need to balance the very pressing environmental concerns that ESG rules are meant to address alongside the geopolitical realities of 2023. As it pertains to mining, innovation that results in cleaner, safer practices is an unambiguously good thing. In order to stay ahead and remain competitive, mining companies should be exploring any and all avenues they have for incorporating more sustainable procedures.

With that said, the present clamor for tungsten in conjunction with long-standing regulations for both maintaining mines and establishing new ones can make it exceedingly challenging to enact immediate, meaningful changes. It’s our hope that as we engage in talks with entities like the U.S. and the EU that we’ll be able to devise practical sustainable practices that can be implemented effectively.

I feel strongly that an effective solution from a high-level perspective would be government-provided offtakes, loans, and subsidies.

High-grade scheelite ore under UV light at the main orebody in Almonty Industries’ Sangdong Tungsten mine

Almonty tungsten drilling equipment

Incentivizing producers with additional access to state capital that could actually be put toward sustainable initiatives – rather than asking them to materialize the necessary funds out of the ether – could potentially address the myriad concerns of all involved parties.

What are your views on the importance of secure supply chains for critical minerals?

As we’ve all seen and personally felt, the last few years have raised serious questions about the effectiveness of the global supply chain as it’s currently constructed. In addition to the shipping issues brought about by COVID, the war in Ukraine and ensuing measures taken against Russia have critically undermined the traditional wisdom around sanctions. Despite attempts to shut Russia out of the market, the country’s exports – tungsten being among them – have still managed to enter circulation. Rather than going through the EU as it once would have, now it’s processed through China. It’s not a global supply chain: it’s a competing jurisdictions supply chain.

Given all of these well-documented problems and growing tensions among adversarial players, the need to reconfigure and bolster the supply chain’s security has never been stronger. If governments intend on being serious about protecting their defensive and economic assets, a major diversification in structure is sorely needed.

The EV battery manufacturing market is as fierce as ever with demand rapidly growing. Through all of this, it is worth noting that there are three major companies from South Korea, LG Energy Solution, Samsung SDI, and SK Innovation, making South Korea the second largest EV battery manufacturer. Unfortunately, manufacturers in South Korea have high reliance on Chinese tungsten in terms of supply chain. The tungsten reservoir that is the Sangdong Tungsten Mine will provide a shelter from the tightening supply influenced by various factors such as the pandemic, inflation, and Russia-Ukraine war. The Sangdong Tungsten Mine is ready to offer an opportunity to supply institutions and related industries with high-grade tungsten, at an affordable price, with a stable supply chain and well-established logistics systems.

Will you provide an overview of the geopolitical risks and defense implications of the tungsten industry?

Well, the supply chain concerns are directly intertwined with the geopolitical and defense considerations. Tungsten is mainly sourced from

Russia and China and in the event either one of them chose to restrict their tungsten exports –whether by cutting off supplies or manipulating pricing – the rest of the world would have little in the way of alternatives for acquiring tungsten.

This tension is exacerbated by the present conflict between Russia and Ukraine. Tungsten is a crucial material for munitions production, and the West has largely lost the manufacturing infrastructure it once had. Now, entities have not only found themselves purchasing tungsten from adversarial forces, but are doing so with the intention of weaponizing it against the very people they bought it from in the first place.

Beyond the overt strangeness of this dynamic, the current situation is an effective, if unfortunate, illustration of tungsten’s importance and the risks of relying on competing powers for essential materials.

What do you see as the keys to effective leadership and how would you characterize your management style?

I think effective leadership is measured first and foremost by examining whether or not the person in charge can execute the plans that are laid down within the company. It’s only right that a manager’s effectiveness should be assessed based on their ability to deliver on their own projections.

As for my own management style, I would say that I lean more toward a blue-collar approach rather than a white-collar one in terms of how I operate. That’s mainly a reflection of the people I work with. I’m largely dealing with a group of predominantly male, tough-as-nails, hard-drinking, chain-smoking guys who don’t suffer fools gladly.

Almonty’s miners risk their lives navigating a hazard-heavy occupation and, even though we operate at extremely high safety levels, it’s still a very dangerous job to go underground and work the mines. It’s not risky like it used to be, but you have to have a certain personality to be able to tolerate the conditions of the job. Picture it: you’re in a pitch-black environment where it’s so dark that if you try to put your hand in front of your face, the only way you’ll know for certain it’s there is by feeling the warmth of your palm against your nose; you can’t see it. Plus, there’s no shortage of dust and it smells of diesel because of ventilation. So, for many, it’s a very alien, claustrophobic environment.

Needless to say, I work with tough guys, and they demand respect. If they don’t like

their manager, they won’t work for them because they’ll feel their lives are at risk. It is vital that there is a shared, sincere respect between all parties. If I go in and give them a speech about something totally removed from their lives and on-the-job experience, they’re going to look at me like I’m out of my mind. I need to project that I’m cognizant of the procedures for operating their equipment as well as the geology and metallurgy concerning tungsten; they can’t trip me up.

In order to navigate all of that, you have to earn the respect of the team and of your colleagues who essentially risk their lives on a daily basis. It’s a very different dynamic from how corporate management traditionally operates. For all intents and purposes, the people I work with don’t check my manicure – they check my fists; they want to know that my hands have calluses, not manicured nails. Ultimately, you’ve got to be someone who’s not afraid to get their hands dirty. It’s one of the last careers or businesses where that’s really required.

What are your priorities for Almonty as you look to the future?

Down the line, if our legacy as a company winds up being that we effectively preserved the last options for mining tungsten in transparent jurisdictions, then I think we’ll have done a great job. We’ve already revitalized the knowledge around the practice of extracting and processing tungsten that seemed to have all but died out in the ‘80s and early ‘90s, so that’s been a commendable effort. Once mining at the Sangdong site is properly underway, we’ll have the ability to both preserve that knowledge and actively apply it in a working environment. Naturally, our mines in Spain and Portugal will continue operating as they have for some time now, but there’s enough raw material housed within the South Korean project for it to go on for more than 100 years. I think it’s significant for that knowledge to continue for another three generations – in my estimation, that’s something worth celebrating, because once it’s gone, it’s gone. There’s no specialized school you can go to; nobody runs courses on excavating tungsten, and the books that exist are spurious at best. I think Almonty’s future lies in our continued ability to deliver on the essential and singular service we provide, namely, preserving the knowledge around processing an immeasurably valuable and extremely difficult to extract metal.•

“Down the line, if our legacy as a company winds up being that we effectively preserved the last options for mining tungsten in transparent jurisdictions, then I think we’ll have done a great job.”

Deeply Innovative and Highly Traditional

EDITORS’ NOTE Jill Kafka is the Executive Director of Partnership Schools, the nation’s first multicity Catholic school network. Prior to the Partnership, Kafka worked in mortgage-backed securities sales and trading. She was a Partner and Senior Vice President at Arbour Financial Corporation, a Vice President at Goldman Sachs, and a Vice President at Drexel Burnham Lambert. She began her career at Andersen Consulting. Kafka holds a BS degree in computer science from Cornell.

ORGANIZATION BRIEF Partnership Schools (thepartnershipschools.org) is a nonprofit school management organization that runs urban Catholic schools in New York and Cleveland. Dioceses retain ownership of schools while the Partnership assumes full academic, financial, and operational responsibility. The Partnership’s schools have increased achievement and enrollment for significantly less than what public and charter schools typically spend.

You left Wall Street to support Catholic schools. What attracted you to the work and how has your Wall Street experience come into play?

I volunteered for a Catholic school fundraising organization and discovered I could really impact the work of schools I came to love. It was a calling to do good for others that did my soul good too.

Because of my Wall Street experience, I am comfortable in our supporters’ world, which is fast-paced and demands clear information. It has also helped me lead the Partnership with a similar urgency. We are results-oriented; having a return on your philanthropic investment is as important as any other investment, and I bring that to the world of education.

The organization you left Wall Street to run did not manage Catholic schools – it fundraised for them. Why the change?

As a scholarship fund, we were successful; we raised $72 million and gave away scholarships to thousands of students in 50+ Catholic schools. But raising and giving away money was our work – not our mission. We set out to unlock game-changing opportunities for lowincome children. Yet some students weren’t

excelling, and some of the schools still closed.

Acknowledging that we could do better – even when we and the schools were already working really hard – was a tough leadership challenge. But it’s crucial for any organization in a “transform or die” moment. Transformation requires ambition for the mission, humble honesty, and courageous creativity. Fortunately, our board – led by Russ Carson – and our team had all three.

Russ and I also brought a private equity frame. At its best, private equity identifies underperforming enterprises, assumes management, and puts the right people and approach in place to maximize value. So that’s what we did; we became wholly responsible for schools and put the right people in place, like Superintendent Kathleen Porter-Magee.

What inspires the Partnership to innovate?

Many of our families have little history with Catholic schools, are determined that their children will be the first in their families to

finish college, or are new to this country. Their courage and determination inspires us to run their schools with the same mindsets.

How is the Partnership solving some of the deep challenges that have stymied urban education elsewhere?

We are so proud of our teachers and students. The first generation of our students graduated in 2022, and they beat national averages in reading and math – despite characteristics that too often correlate with lower achievement, like coming from low-income households. We are able to drive that growth because we leverage together the power of a network focused on academic growth and the deep roots of Catholic schools in working-class communities.

We centralize some functions that parochial schools traditionally have not – like curriculum and operations. But Catholic schools have longstanding advantages that we also preserve, like strong community bonds; at two of our schools, those bonds go back over 150 years.

Catholic schools also have powerful autonomy. We really saw the value of trust and autonomy during the pandemic, when over

Jill Kafka

An Interview with Jill Kafka, Executive Director, Partnership Schools

Catholic school students supported by Partnership Schools

90 percent of Catholic schools returned in-person in the fall of 2020, compared with less than 50 percent of public and charter schools – and student achievement excelled as a result.

Finally, Catholic schools welcome students of all faiths and use a shared, clear language for forming values and habits as well as intellects. Parents are craving that.

Catholic institutions are more known for tradition than innovation. What does it mean to lead change in that kind of environment?

Over 25 percent of Catholic schools have closed since 2000. To preserve the tradition of excellent Catholic schools in working-class communities, we must do something different. Once people see that we share the same vision Catholic schools have always had – academic excellence, caring community, and strong values – then they become more open to new strategies for pursuing it. We often describe ourselves as a 170-year-old start-up; what we are doing is both deeply innovative and highly traditional.

Some might suspect that the glory days of Catholic schools are behind us. What makes you optimistic about their future?

U.S. Catholic schools are actually at an exciting tipping point. School choice funding

has expanded to 35 states, and almost half of families are looking for educational options. When our schools are strong, and when we reach out to parents to let them know “yes, you can afford this, and you are welcome,” then they come.

We see that in New York, where our enrollment is up over 25 percent since 2020. In Cleveland, where families have school choice scholarships, our enrollment rose 40 percent our first year.

The path to opportunity that runs through Catholic schools is still a powerful one.

What lessons from Partnership Schools could be useful as the entire country struggles to recover learning lost during the pandemic?

Our schools cannot afford lots of expensive remedial programming. We focus instead on meaningful learning of rich content. It sounds basic, but it’s hard. We say no to a lot so that we can focus on learning, and we support our principals and teachers in the day-to-day work to make it happen.

Our young people of all backgrounds can make meaningful progress, both academically and as caring community members, and that’s what I hope people see when they visit Partnership Schools.•

“We often describe ourselves as a 170-year-old start-up; what we are doing is both deeply innovative and highly traditional.”

Organizational Health

EDITORS’ NOTE Aaron De Smet counsels leadership teams as they transform their organizations to improve performance, organizational health, speed, and agility. He is also an expert on organizational design, corporate culture, leadership development, team effectiveness, capability building, and transformational change. Much of De Smet’s work focuses on helping large, distributed organizations achieve growth, innovation, productivity, and organizational agility. He serves clients across several industries, including agriculture, biotechnology, chemicals, energy, financial services, and healthcare. De Smet writes frequently about organizational topics and has published many articles in McKinsey Quarterly and elsewhere. He is a member of the master faculty of the Change Leaders Forum and of the Organizational Agility Forum, which he helped establish. He has also led McKinsey’s thinking on organizational health and was on the teams that developed the Organizational Health Index (OHI), OrgLab, and Influencer. Before joining McKinsey, De Smet worked at several other consultancies, as an independent consultant, and served as a research associate at the Institute for Behavior Resources. He has a PhD in social and organizational psychology from Columbia University, where he specialized in organizational dynamics, culture, human resource management, leadership effectiveness, and strategic change.

FIRM BRIEF McKinsey (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 provide an overview of your role and areas of focus?

I counsel leadership teams looking to transform their companies to improve performance, organizational health, speed, and agility.

These are large undertakings that can have lasting impact. To ensure I offer the most effective guidance possible, I spend a lot of time researching, learning, and writing about topics like organizational design, corporate culture, and leadership development. This background of research and practical application has been crucial to developing solutions our clients need and use – ranging from the Organizational Health Index (OHI); to faster, better decision-making processes; to OrgLab, a tool to help leaders design better organizational structures.

What do you feel has made McKinsey an industry leader and how do you describe the McKinsey difference?

McKinsey is committed to accelerating growth that is sustainable and inclusive. To achieve this goal, it is important for us to be in the arena, working with our clients to deliver economic growth, increase inclusion in the workforce, and help move the economy to net zero. We do that in a way that puts people first, fulfilling our dual mission to help our clients make lasting, substantial improvements to their performance and to create an unrivaled environment that attracts, retains, and develops exceptional people.

Will you highlight McKinsey’s focus and thinking on organizational health?

We define organizational health as the ability to align, execute, and renew over time to achieve strategic goals. Underlying this are the processes, practices, and behaviors that leaders at all levels adopt every day – in other words, the day-to-day of “how we run the place.” From that perspective, organizational health is critical to a business’ long-term performance. The challenge for leaders is measuring health clearly and consistently so they can assess, improve, and monitor it.

We’ve made a dedicated effort to turn this qualitative experience into a quantitative one that applies analytical rigor to the topic. The result is our Organizational Health Index (OHI), which measures and tracks the elements that drive organizational health and performance. We’ve seen that the healthiest companies tend to outperform their peers across a range of metrics, including total shareholder returns. They also align with certain patterns or “recipes” of complementary practices which we

have identified through advanced analytics and data we’ve collected for 20 years at thousands of companies. Our goal is to help guide organizations not only in benchmarking their organizational health, but also to more rigorously and precisely identify the specific strengths and weaknesses in the pattern of behavior leaders use to run the company.

What interested you in writing the book, Deliberate Calm , and what are the key messages you wanted to convey in the book?

For successful companies, and successful leaders, it can be hard to change because they have built-in ways of working that have helped them become successful in the past, but when the world around us gets particularly volatile and uncertain, it’s asking us to innovate, learn, and adapt. That pressure to change can also trigger us to go back to what we know, what has worked in the past – at exactly the moment when we need to do things differently.

A lot was written during the pandemic about how to be resilient, but sometimes bouncing back isn’t enough – we need to learn how to bounce forward into something new. Jacqueline, Michiel, and I wrote the book to help leaders navigate periods of substantial change through a set of personal practices that allow them to respond to challenges with intention rather than turning to old, albeit successful methods by default – especially when so many of today’s situations call for different solutions and approaches. If readers take away just one thing from the book, it should be that it’s possible to learn how to change even when change is difficult.

Under that umbrella are other key lessons:

• Learning agility: Essentially learning from experience, and then applying those lessons in new situations. The principle is that leaders need to be learners even in the most challenging circumstances, evidenced by one meta-analysis that found these traits were the top predictors of a leader’s performance and potential.

• Emotional self-regulation: The ability to recognize, understand, and manage your emotions. A number of studies have found that teams with leaders who have higher levels of awareness and emotional self-regulation perform better.

• Dual awareness: The integration of internal circumstances and external ones. Being able to take stock of your experiences, thoughts,

Aaron De Smet

An Interview with Aaron De Smet, Senior Partner, McKinsey & Company

emotions, and responses while maintaining an objective reading of the situation is the key to dual awareness.

What are the keys to making biology work for you instead of against you in stressful situations?

The reality is that no one can slow down the pace of change or eliminate disruptive curveballs from their life. We all can, however, change our relationship with turbulence by learning to see the opportunity in adversity. I love a quote from legendary Formula 1 driver Ayrton Senna. He said, “You cannot overtake 15 cars in sunny weather – but you can when it’s raining.” And it turns out that learning to see the silver lining in challenging situations is a skill that can be learned; curiosity and a learning mindset are muscles we can build –and the more volatile our world becomes, the more crucial these skills are. Achieving this mindset and putting it into practice is a process that is equal parts psychological, emotional, and biological.

We chose the title Deliberate Calm because it encapsulates the combination of these elements. “Deliberate” refers to developing awareness that you have a choice in how you experience and respond to a given situation. “Calm” refers to rationally considering how best to respond, without being swept away by emotion or governed by old habits. Combined, the result is that leaders fully appreciate their

choices and are focused and adaptable under pressure. By learning to employ Deliberate Calm in these moments, we learn to override our natural response and lead with innovation and creativity. What steps can be taken to be adaptable and respond fluidly to new challenges?

Leaders often underestimate just how much of an impact they have on their team’s dynamic, often just in how they show up. Their verbal and nonverbal cues impact those around them in ways they might not expect. This is especially evident when pressure is mounting or teams are facing new challenges. Leaders must be able to assess the situation, understand everyone’s needs, and consider those factors as they create a path forward. Ultimately, the aim is to overcome what we call the “adaptability paradox:” the idea that in unfamiliar, high stakes situations, we revert to what has worked in the past even though many of today’s challenges require different skill sets and considerations to tackle.

Fighting this biological instinct to respond habitually means making a dedicated effort to understand the surrounding environment. The best way is to start small, with easy, daily exercises and practices that people can see. Supporting and listening to team members goes a long way. Then, as the situations become more challenging and less familiar, teams are ready to take them on because they already operate in a safe, inclusive, creative environment.

While the responsibility to pave the way forward is a team effort, it’s up to leaders to make their teams feel comfortable and heard in the decisions that affect them.

How can “Deliberate Calm” improve your brain-body connection and turn it into an advantage?

Pressure can be as stifling as it is motivating and has effects far beyond the mental side of things. The core principles discussed in Deliberate Calm  – dual awareness and the adaptability paradox – undoubtedly play a part in our brain-body connection. The more we can hone these practices and sharpen our approach, the more they can become an advantage in pressure-filled situations. Left unmanaged, negative emotions like stress, anxiety, fear, uncertainty, frustration, and pessimism greatly diminish our capacity to innovate, creatively problem-solve, and learn. However, with awareness, discernment, and practice, people can learn to extract all the good things from pressure – like motivation, focus, caution – without all the downsides. They can learn to face pressure head-on while still learning and adapting.

Dual awareness is the practice of synching up situational awareness – what the challenge in front of me is asking of me – with personal self-awareness to meet the challenge with eyes

open and an understanding of how to pivot and adapt when needed. I sometimes think of dual awareness as an in-the-moment process that ladders up to the adaptability paradox. By practicing dual awareness in real-time, we can override the adaptability paradox, learning and changing rather than reverting to our old methods. This can be as easy as taking a second to take everything in and ground oneself before making a leadership decision. This tiny moment can offer clarity and focus. Over time, these little habits strengthen our brain-body connection, helping us uncover new value we didn’t notice before.

What can be done to recharge your batteries while remaining productive?

Leaders who strengthen the resilience of their workforce not only do the right thing for their people, but also set themselves up to succeed when facing volatility or change. Upskilling on adaptability and resilience can be a powerful way to improve well-being and experience, which in turn has been shown to improve creativity, innovation, engagement, organizational speed, and performance.

Research indicates the scale is large –organizations that invest in the well-being and energy of their people see higher profit and gains in productivity and innovation. They also are better prepared to handle shocks or other business-model disruptions with greater speed and resilience in the future.

It’s also important for leaders to understand their own personal tendencies and habits when it comes to coping with stress. When people in general get super stressed, they tend to apply tricks that help them unwind, relax, or blow off steam. Leaders need to ask themselves which of these “go to” tactics are replenishing and recharging, and which are depleting over time. I have a couple of tactics I use when my mind is racing, and I really need to calm down: cooking while listening to jazz and exercise that is meditative like swimming laps or jogging. However, my other move is to binge watch sci-fi tv shows and drink red wine, which is very effective in calming me down in the shortterm, but over time is depleting and not a useful tactic. Think about which tactics you use that are most emotionally, mentally, and physically nourishing over time and intentionally use them more often to recharge your batteries.

What can be learned from elite athletes who experience heightened states of flow?

Flow is often experienced when athletes are at the edge of their capability – that is, they are doing something they are very good at, but they are also pushing themselves to the edge of their capability. This usually comes after a lot of training and learning, and they find themselves in a heightened state of dual awareness, seeing what is happening around them, what is needed, and fluidly responding with just the right choices and actions in the moment. There is an analogue for decision-makers who can seamlessly pivot into a sense of creativity and curiosity, even in a turbulent environment, adopting a calm focus in order to explore and adapt amidst chaos. The story of Sully and the miracle on the Hudson is a great example.•

Navigating a Path to Success

EDITORS’ NOTES Bob Arnold, along with a team of dedicated professionals, volunteers, and board of directors, works with numerous community groups, businesses, foundations, and individuals whose philanthropic goals are met through the work of Family Centers. Over the past 40 years, he has facilitated Family Centers’ continual growth and orchestrated numerous mergers which strengthened the organization. Arnold is a past chairman of the Connecticut Council of Family Service Agencies, a past president of the Greenwich Kiwanis Club, and has served on a variety of advisory boards and task forces. Additionally, he has been instrumental in numerous successful mergers resulting in a broad-based organization that assists over 23,000 children and adults each year. Arnold holds a master’s degree from Columbia University and is a licensed social worker and marriage and family therapist.

Leslie Sexer oversees Family Centers’ programs focused on education and human services, many of which utilize a two-generational approach toward closing the opportunity gap for families living in lower Fairfield County. In addition to her program work, Sexer works to foster community partnerships and facilitate initiatives with collective social impact results for low-income Stamford and Greenwich residents. Sexer joined Family Centers in 2006 as the agency’s Director of Clinical Outreach Services and holds a master’s degree from Hunter College School of Social Work.

Dennis Torres leads Family Centers’ medical, dental, and mental health programs and services. Under his oversight, he has helped to create access to critical primary health, dental, and health education services for thousands of Fairfield

County residents. In 2016, Torres led the opening of Family Centers Healthcare – a Federally Qualified Health Center offering medical, dental, and mental health services to vulnerable children and families in Greenwich, Stamford, and Darien. He holds a bachelor’s degree from Fredonia College, a JD from Pace University, and a master’s degree in social work from Columbia University.

Bill Brucker drives Family Centers’ development, marketing, communications, and strategic planning efforts. In addition to growing the agency’s overall brand awareness through effective public relations, marketing, social media, and e-media tactics, Brucker was also instrumental in the development of Family Centers’ strategic plan. He facilitated a comprehensive review of the agency’s overall economic value along with the Harvard Business School –Community Partners. Brucker holds a bachelor’s degree in mass communications and a master’s degree in organizational leadership from Quinnipiac University.

Jim Vivier started with Family Centers in 1999 as the agency’s first Marketing Director. After serving as Vice President of Development and Communications for 12 years, Vivier assumed the role of Chief Advancement Officer in November 2016. He assumed the role of Chief Operating Officer in 2021 and works closely with the Human Resources, Information Technology, and Administrative Services departments to improve employee and agency advancement. Vivier has been a member of the Greenwich Rotary Club since 2001, and was Club President from 2011-12. He is also a Board member of his church, Sacred Heart Parish in Greenwich. He holds a BA degree in psychology from Arizona State University and an MBA from Sacred Heart University.

ORGANIZATION BRIEF

The mission of Family Centers (familycenters.org) is to empower children, adults, families, and communities to realize their potential. Family Centers achieves this mission by offering a multi-disciplinary approach aimed to help Fairfield County residents obtain the tools needed to establish a strong educational foundation, overcome complex and critical problems, carry on healthy productive lives, and achieve personal improvement. Since its inception in 1891, Family Centers has grown to offer quality health, education, and human service programs that address the ever-changing challenges affecting residents of Stamford, Greenwich, Darien, and New Canaan, Connecticut. Through 28 programs and services, Family Centers serves more than 23,000 Fairfield County residents each year. Family Centers’ programs include preschool and early care programs for young children; mental health, bereavement and family counseling services; primary medical and dental services; vocational and self-sufficiency support, English language, and basic literacy education, and much more.

How do you define Family Centers’ mission and will you highlight the services Family Centers provides to the children, families and individuals of lower Fairfield County, Connecticut?

Arnold : The overall mission of Family Centers is all about those we serve. We exist to help families and individuals, especially the ones that are financially challenged, navigate a path to success. Recognizing that it’s often multiple obstacles that get in the way of achieving one’s goals, we offer a solution-oriented, holistic approach that wraps around families with a

Dennis Torres

An Interview with Bob Arnold, President and Chief Executive Officer; Leslie P. Sexer, LCSW, Chief Program Officer; Dennis Torres, Chief Health Officer; Bill Brucker, Chief Advancement Officer; Jim Vivier, Chief Operating Officer, Family Centers

Leslie P. Sexer

Bob Arnold Jim Vivier Bill Brucker

wide range of supportive services, mental health and primary care. Ultimately, we would like to see every child and adult we assist gain the tools they need to reach their full potential. To accomplish this, we help remove barriers to education, employment, healthcare, and so much more. Our multi-disciplinary approach helps to level the playing field for people struggling with poverty and its many effects.

With a team that includes medical and nursing professionals, social workers, educators, community health workers, job trainers, literacy tutors, and a wide variety of specialists, we can gain a clear overview of a client’s life and their unique set of challenges. Our professionals establish a deep level of trust with our clients whether someone enters through our health clinics, employment preparation, early education programs or our myriad supportive services. This enables us to connect people to multiple programs that will support them in achieving their goals.

Since its inception, Family Centers has had a reputation as a leader in education and human services. How do these programs ensure the long-term success of the community’s residents?

Sexer: Our professionals that facilitate our education and human service programs help families stabilize and thrive. Everything we do focuses on closing the opportunity and achievement gaps that prevent students and their families from attaining academic success and positive life outcomes. From educating our youngest clients in our Early Care and Education program, to supporting our aging population with home visits, we strive to provide targeted, meaningful interventions that have a positive impact on our clients’ lives.

A key component of our service delivery is a wraparound approach that allows our team to partner with clients to problem-solve and get them access to the resources – both internally and within the community – that best suit their needs. Our professionals are trained to

listen, assess, validate, and work collaboratively to create achievable goals that lead to great outcomes. We consider the whole client system during our assessment, whether family members, friends, or community partners that might be helpful in supporting clients on their

journey toward self-sufficiency and life satisfaction. At Family Centers, we understand that the key to a strong community is that its residents are healthy – whether that be emotionally, socially or physically.

Family Centers has also established itself as a formidable provider of healthcare services. Will you describe the synergy between your existing human service programs and how adding healthcare has benefitted the community you serve?

Torres : For more than 45 years, Family Centers has been a community provider of healthcare services and has experienced organic and strategic growth in response to identified needs. Since 1987, our Stamford CARES program has coordinated medical treatment, prevention, education, and human services for people living with HIV. Through our School Based Health Centers (SBHC), we’ve provided medical, mental health and dental services to thousands of students attending Stamford Public Schools who otherwise couldn’t access them. In response to the growing mental health crisis, additional mental health professionals were added to the SBHC team in recent years.

Seeing a real need for primary and oral healthcare, especially among income constrained populations, we opened a federally qualified health center (FQHC) in 2017 that is

Family Centers offers support for family members from the youngest through adults

embedded within Greenwich Public Housing. Since then, the FQHC has grown to include our mental health/psychiatric sites and now our SBHC’s, with a combined total of 12 distinct sites in Stamford and Greenwich.

Having a “no-wrong-door” policy, clients and patients who seek services from any Family Centers location are assessed for general and specific individual and family needs. These needs assessments are the basis for both internal and external referrals. Internally, we have access to many programs that can directly address social determinants of health including housing, income/employment, literacy, parenting, school readiness, grief and loss, early childhood education, two-generation programming (parent/child), outreach and in-home supports to seniors, and assistance to victims of crime in Connecticut. All these programs work to wrap around clients in supportive and productive ways to overcome obstacles and help them achieve their goals.

What have been the keys to Family Centers’ growth?

Brucker : Over the past few decades, Family Centers has been on a steady trajectory of organic growth that is largely dictated by the evolving needs of the communities we serve. Whether considering a merger, program expansion, or adding a new service to our continuum of care, the deciding factor is always centered around how the client experience can be improved. For example, when we opened our FQHC in 2017, it was done with the intent to both expand access to important healthcare services and create synergies between the education and human service support Family Centers has always been known for. As a result, we created a holistic approach to care that treats the whole client and provides direct access to a myriad of services all under one roof.

A key factor to Family Centers’ growth is our program leadership’s creative and nimble approach to service delivery. We’re constantly monitoring client and community trends, which have led to new initiatives aimed to improve job readiness and self-sufficiency, close academic gaps, and increase access to healthcare. Collaboration is also woven into the DNA at Family Centers. As multi-faceted as we are, we understand that no one organization can address complex societal issues on its own. By engaging in community collaborations and forming strategic partnerships with other like-minded providers, we’ve been able to further bolster our own reach while creating a coordinated, community-wide response to our area’s most pressing challenges.

How important are metrics to measure the impact of Family Centers’ programs and efforts?

Vivier : Every student, client, and patient who walks through our doors does so with the intention of eventually leaving our organization better for the experience. By evaluating the outcomes of those who turn to us for help, we can ensure that our customers achieve measurable progress toward their goals, identify opportunities for improvement within our service

delivery network, and optimize the broad range of services we offer to the community.

At the beginning of each school year, baseline data is collected on our preschoolers’ cognitive, social/emotional, physical, and language capacity so that we can measure educational improvement throughout the year. Similarly, clients in our vocational programs are tracked as they secure jobs, increase their level of employment, or develop skills to improve their employability. Screening tools even enable us to follow our healthcare patients as they address immediate needs and learn skills to better manage their overall well-being. The metrics we gather not only validate our efforts, but also offer insight into the value we bring to the community.

For each preschooler who leaves our program better equipped to succeed in kindergarten, there is less of a drain on public school resources. For each vocational client who secures a job, the dependence on public assistance drops and individual income increases. And for each healthcare patient who takes control of their health, the risk of absenteeism from work or even hospitalization decreases. Ultimately, our work creates true economic value to the community, which tells our funders that an investment in Family Centers yields great returns.

Will you shine a light on the talent and expertise of Family Centers’ executive team?

Arnold: Leadership at Family Centers is key to organizational success. From our executive team, which includes our highly-skilled chiefs on down, we practice a collaborative leadership model that is built on mutual respect and values the input of everyone. The entire management team weighs in on decisions that go beyond their area of direct oversight. Having professionals from different disciplines participate in expanded decision-making enhances creativity, broadens perspectives, and results in more comprehensive and user-friendly outcomes. Encouraging managers to think about how their area of operation fits into the whole expands their views and competencies.

The collaborative leadership process creates a vibrant pipeline of rising leaders. To recognize the importance of leadership development, we created a special recognition – the Janet Hennessey Dilenschneider Excellence in Leadership Award. The award provides an annual opportunity to come together and affirm our organizational commitment to foster and grow leaders while recognizing outstanding accomplishments in leadership. It’s a clear example of practicing what we preach.

How valuable has it been for Family Centers to have such an engaged and dedicated board of directors?

Brucker : We are fortunate to have a governing body that not only shares in the values of the organization, but also stands alongside our professional team to provide the support they need to meet the needs of those we serve. In addition to ensuring the agency is mission-driven, outcome-focused, and fiscally

sound, our Board is always willing to roll up its sleeves to provide programmatic guidance, run our annual fundraisers, and act as ambassadors for the organization among their social and professional circles. You can also routinely find our Board members volunteering in our programs to gain a deeper appreciation of our staff and the clients they serve.

Our Board has always been strategically minded and, in recent years, took on a lead role in furthering our Diversity, Equity and Inclusion (DEI) work. Family Centers has always been an organization that believes that opportunity should be attainable to all – regardless of race, religion, sexual orientation, or socioeconomic background. Together with our executive team and staff-led Diversity, Racial Equity and Inclusion (DREI) Committee, the Board played a pivotal role in creating Family Centers’ first strategic goal focused on DEI advancement.

You have served as CEO of Family Centers for more than 45 years and have led an organization that has made a major impact on countless lives. What do you consider to be the organization’s greatest accomplishments during your tenure?

Arnold: I believe the greatest accomplishments during my tenure are tied directly to our client-centered focus. The constantly evolving range of services we offer is determined by the needs of the people we exist to serve. This involves a deep understanding of the challenges our clients face in their everyday lives. Creating solutions that help them to overcome challenges while anticipating future needs has shaped our organization. It has led us through decades of organic growth accompanied by seven mergers and acquisitions. These activities have left us with a more efficient delivery system to provide our clients with the services they need to succeed.•

A dental professional at a Family Centers facility

Independence with Infrastructure

EDITORS’ NOTE Jim Gold serves as CEO, is a Founding Partner, a Board Member, and a member of the executive leadership team at Steward Partners Global Advisory. He has extensive experience in the financial services industry, having held several senior-level roles. Gold spent 18 years with Smith Barney, and successor firms, beginning in 1995 as a Financial Advisor. He went on to hold numerous management positions at the firm, including National Training Officer, Assistant Branch Manager, Branch Manager, and Complex Manager. Gold supports numerous charitable organizations including the American Heart Association, St. Jude Children’s Hospital, the Pan Mass Challenge, the Wounded Warrior Project, Wreaths Across America, the ASPCA, and the World Wildlife Fund. Gold attended Stonehill College.

FIRM BRIEF Representing some of the U.S.’s top advisors, Steward Partners (stewardpartners.com) is a full-service, employee-owned, independent financial services firm that offers wealth management solutions for families, businesses, and multigenerational investors. Estab lished in 2013, the company fosters a positive, transparent culture of camaraderie and excellence that has fueled its substantial growth in a highly competitive industry. With its commitment to exceptional client service and forward-thinking partnerships, the company was ranked as one of Barron’s Top 100 RIAs for the year 2022. Offering services such as comprehensive wealth planning, private

banking, institutional consulting, international advisory, and business solutions, the firm was responsible for approximately $26 billion in client assets as of April 2023.

Will you highlight Steward Partners’ history and how the firm has evolved?

Steward Partners launched 10 years ago with five key desires, not defined by me, but by advisors who reached out to me over the years looking for an alternative to the wirehouse, bank-owned model. In short, they wanted “Independence with Infrastructure.” This is what we delivered then and continue to deliver 10 years later. What we offer advisors is:

1. Full-service concierge platform

2. Cutting-edge technology and resources

3. Unique ownership model

4. Positive partnership culture

5. Growth and management resources

With this as our foundation, we developed and evolved each area to help each advisor and/or team transition to Steward Partners and experience a true partnership model, where each employee in the firm receives equity.

Some specific developments for the partnership over the years include:

1. Establish a high-profile board of directors.

2. Create a 1099 model for those wanting control over local resources.

3. Development committees for advisors and staff to have a voice in the development of the firm.

4. Received several awards and recognitions on behalf of advisors and partnership success.

5. Achieved double-digit growth while turning a profit.

6. Return on equity to partners through minority investments from family offices.

7. Income distribution to partners six years in a row.

8. Launched RIA and broker-dealer along with a multi-custodial model.

How do you describe Steward Partners’ mission?

Our mission is to create a partnership for and owned by all of its wealth managers and team members where each partner has the right to manage their business at their discretion and contribute to a culture that shares in the overall success of the company.

Will you provide an overview of Steward Partners’ model?

Steward Partners is an employee-owned, full-service independent partnership catering to family, institutional, and multigenerational investors. Our partners and affiliate partners specialize in comprehensive wealth planning, investment strategy creation and implementation, professional asset management, institutional consulting, and business solutions.

What have been the keys to Steward Partners’ growth and how do you define the Steward Partners’ difference?

Steward Partners set out to be something different nearly ten years ago. We began with a group of like-minded partners who were looking to create a “partnership” where all of us felt involved – leadership, management, advisors, and support. We had an offering – a

Jim Gold

An Interview with Jim Gold, Chief Executive Officer, Steward Partners Global Advisory

“Steward Partners is an employee-owned, full-service independent partnership catering to family, institutional, and multigenerational investors.

Our partners and affiliate partners specialize in comprehensive wealth planning, investment strategy creation and implementation, professional asset management, institutional consulting, and business solutions.”

foundation of what we set out to build –and because we were all committed, we collectively made professional and personal sacrifices to make this a reality. With each new partner, the commitment was enhanced, additional voices were heard, and a positive culture was established. We all knew we were in this boat together and rowing collectively in the same direction. We have enjoyed phenomenal growth and we have managed

to do so without ever resorting to private equity funding.

How critical is it for Steward Partners to build a diverse and inclusive partnership?

Having a diverse partnership is one of the key drivers of our success. Steward Partners has maintained a 30 percent female-led C-suite team and our diverse advisor, management, and support team continues to grow. Our advisors and leadership appear in multiple publications,

industry panels, and national recognition lists. It’s a part of the family-like partnership culture that we take great pride in at Steward Partners.

Did you always know that you had an entrepreneurial spirit and desire to build your own firm?

Over the years at wirehouse and bankowned institutions, in many of the leadership positions I held and advisors I had an impact on, I always felt that the advisors had some of the best visions regarding where resources should be positioned. With multiple layers of management and an overwhelming amount of bureaucracy, I felt limited in my ability to help the advisor. In the end, taking control over my own and others’ destinies led me to co-found Steward Partners. However, my approach began and ended with listening to the advisor and wanting to help with success for them and their families.

How do you describe your leadership style?

I have three themes that best describe my leadership style. The first and most foundational is listening to the voice of the partnership, which is why we have multiple focus groups, committees, and panels. Next, and a key part of our success, is that I have surrounded myself with the industry’s bestin-class leadership. And finally, the third is always striving to build up those around me –recognizing and promoting my team and encouraging local management. This is ultimately what not only made Steward Partners a great success, but also allowed our partners to enjoy the benefits of the partnership.

What are your priorities for Steward Partners as you look to the future?

We continue to make Steward Partners the ultimate choice for breakaway advisors and teams, however we are also encouraging independents and RIAs to see the benefits of our partnership with equity-ownership, additional infrastructure options, and partnership culture. The industry is hungry for multiple succession plan options as well as M&A opportunities, and Steward Partners offers both. We want our partnership to explore beyond the employee and affiliate association with Steward Partners and have other ways of becoming a partner. An objective for us over the years and which we continue to achieve is, no matter how large the partnership gets, we always want this place to feel small – like a family.•

“Our mission is to create a partnership for and owned by all of its wealth managers and team members where each partner has the right to manage their business at their discretion and contribute to a culture that shares in the overall success of the company.”

Jim Gold speaking at a Steward Partners Global Advisory symposium

A Global Healthcare Brand Experience

EDITORS’ NOTE As a co-founder of Health Innovation Investors Group (HIIG), Tahera Jaffer is a visionary healthcare entrepreneur with over 15 years of experience driving innovation in healthcare delivery and operations. Previously, Jaffer co-founded Hospitalists Direct, creating an international professional resource conduit supporting major hospitals across eight states. After establishing Hospitalists Direct, she spearheaded the formation of a real estate development company aligned with healthcare services, focusing on transformative strategies. Jaffer holds multiple degrees from Drexel University and had a corporate finance career with global industrial brands.

COMPANY BRIEF Health Innovation Investors Group (HIIG) is a U.S.-based company active in developing, acquiring, servicing, and transforming healthcare delivery models. HIIG operates a brand called VitaLuxe Health. The brand aims to redefine healthcare by infusing traditional healthcare service and treatment models with hospitality, technology, and education.

Will you provide an overview of Health Innovation Investors Group?

First, I’d like to begin by thanking you for inviting me to contribute to LEADERS – it’s a huge honor for me and I’m very excited to share our story with such an impressive readership. Health Innovation Investors Group (HIIG) is a U.S.-based company that operates a brand called VitaLuxe Health. With this brand we are provoking a paradigm shift in the global healthcare industry by fusing traditional healthcare with hospitality, technology, and education. Our mission is to make healthcare delivery work as if it were designed in the 21st century. That requires that we use elements of the existing system that are effective, but deliver them in ways that modern consumers want. We do this by creating a stack of services that fills gaps in care, coordinates them as a cohesive experience, and leverages both physical properties and virtual experiences. This way you get the best outcome with the best experience at the best price, which is what people want from their healthcare investment.

Will you provide an example of this effort?

Absolutely. One example is our concept called a MediHotel. This is a hospitality property that has additional features and services which deliver a far more compelling experience for someone who may be in need of pre- or post-surgical care. Let’s say it’s someone who is about to have surgery, or someone coming out of childbirth, or any number of situations in which staying an extended time in a hospital is not ideal, and homecare treatment and support is not a viable option. The MediHotel offers pre- and post-operative services through the VitaLuxe Signature Stay Experience, one of our brand segments. Through VitaLuxe, we network providers and systems to extend care capacity, train and develop talent, and blend ancillary services together. There are clinical attendants and specialists on the property, along with services such as nutrition guidance, medication management, diagnostics, and advanced recovery and rehabilitation. In addition, we provide a VitaLuxe Well-being Studio – a whole ecosystem built to provide you with what you need for your unique situation – all available at the touch of an app. This is delivered in the confines of an upscale extended stay hotel rather than a hospital. Nobody wants to stay one minute in a hospital if they can avoid it. However, we all think of a hotel as a great place to relax and recharge in a hosted environment.

What led you to develop this concept?

We have a lot of experience working with hospitals and providers and helping them to balance resources and investment to drive

outcomes, often in challenging environments. This comes from years of solving problems for hospitals in managing resources and maximizing revenues. We understand the delivery system and we know its strengths, as well as its faults, very well. We are constantly being asked to provide more innovation and capabilities in these areas by our partners to help them grow and differentiate. We also have investments in real estate and hospitality, so our products and services have the insight of owners to blend what’s possible with how to make it profitable. These markets also have a need for innovative growth and differentiation. Our first MediHotel is located in suburban Cincinnati, Ohio. It was initially conceived to be an upscale extended stay Hyatt House. The real beauty of this property is it sits within a fivemile radius of seven world class hospitals. As we developed the business plan for the hotel, our strategy shifted. As a MediHotel, located in proximity to such a large healthcare community, the demand is already built in. What we began to see was better metrics on the real estate investment side, due to higher room yield and higher occupancy. As we detailed out the ecosystem of services, partners began pouring in. It is fully supported by the greater Ohio healthcare community because they’re excited to free up resources and drive more value for their stakeholders. And Hyatt, a global leader in hospitality, sees the additional value and differentiation for their brand and is investing heavily in the space of wellness. The entire hospitality industry is discovering and investing in health and wellness concepts. The MediHotel becomes an anchor in the community for a lot of other things that live within that ecosystem. For example, we leverage

Tahera Jaffer

An Interview with Tahera Jaffer, Co-Founder and Chief Executive Officer, Health Innovation Investors Group

“Our mission is to make healthcare delivery work as if it were designed in the 21st century. That requires that we use elements of the existing system that are effective, but deliver them in ways that modern consumers want.”

the property for training and education services. We run a nursing exchange program that hosts people from all over the world to engage in healthcare career development or certifications. The MediHotel houses the VitaLuxe Health Center which offers the physical spaces for Flex physicians’ offices, culinary medicine kitchens, and VitaLuxe Well-being Studios with multiple spaces for programs. Because of this, we see better operating metrics and hence, better returns for our investors on both the real estate assets as well as the operating services that fuel the ecosystem. Investors have the option of participating as deep or as wide as they want, with superior returns.

How are you incorporating virtual services as part of the MediHotel?

Technology is essential and is baked in by design. Remember our goal is to fuse care and hospitality. The only way to do this at scale is with technology. Our innovation here is using technology to unite multiple services together seamlessly and present a cohesive experience for each stakeholder. That’s not just the patient, although that’s a vital one. It includes providers and payors as well. Each stakeholder has a unified window into the ecosystem and can orchestrate what they need as they need to. The VitaLuxe experience leverages AI and can even proactively do things on your behalf if you want. Healthcare, particularly in the U.S., is highly fractured, and navigating it is almost beyond anyone, particularly when you’re in the middle of a difficult period in your health journey. No one wants to try scheduling multiple providers or services or figuring out what anything costs when you’re about to get a procedure done. It’s confusing and scary. VitaLuxe takes that burden away by synthesizing services together and making it easy to research, schedule, track, and pay. That’s all available to the user at any time, and it continues even after your stay is done. Even after you leave the MediHotel, the VitaLuxe experience goes along with you, keeping you connected with the ecosystem. VitaLuxe becomes a foundational component to your health journey over time, helping you to navigate the system smartly and confidently.

How have you been able to gain such strong support from the community?

By proactively looking for ways to solve problems that the community is facing. We

start with the model of delivering healthcare services in ways that resonate with constituents. We looked for ways to bolster education and career development of the clinicians we work with and added capabilities there, like our nursing exchange program. We’re always on the lookout for finding gaps and seeing what we have in the ecosystem that can fill them. For example, we’re engaging with a veterans organization to develop care and training programs for U.S. veterans. On the care continuum, the veteran system is overburdened and addressing areas such as mental health and preventative care is a logical way to release pressure on the system and maximize resources while addressing spiraling costs. In the training area, our training expertise can help upgrade active and retired healthcare personnel to expand skills that are focused on emerging needs and technological changes. We strive to give back to those that have given to us.

Do you see HIIG and the VitaLuxe branded services as disruptors?

I guess I prefer the term “proactive innovator” to the term “disruptor.” If you think about our MediHotel concept, at its heart is just a superior performing real estate asset. The services we bundle together in the ecosystem are not novel on their own. The innovation is in the packaging and experience delivered to the customer. This is something that hospitality and other industries have known for a long time. We are bringing that to healthcare delivery and we’re seeing exciting opportunities develop because of it. This is not just a U.S. healthcare opportunity. Health is global. We all want it to be better. You can easily take this model and scale it anywhere in the world because it takes what works well in that region and packages it the way people want to engage in the 21st century. We make it easy, compelling, and comfortable.

You mentioned your investor partners earlier. How does this work as an investment?

What we’ve learned from creating HIIG is that there are many synergistic opportunities that spring forth from the core VitaLuxe concept and the components in the stack that enable the ecosystem. There is also a “network effect” from bringing locations together operating as

a cohesive whole. We package investments in a simple way so that partners can participate as deep or as wide as their portfolio needs determine. If they want to stick to something simple such as the financing for the real estate assets, we have a place for them. If they want to participate in the operating cash flow from the ecosystem services once a location is online, we have a place for that as well. If they want to participate in the technology development that fuels all of this, then there is that upside too. We are actively expanding our scope for each of these roles, both in the U.S. and abroad, and there’s a place for partners regardless of what their risk profile is.

What is your vision for the future?

Obviously, growing HIIG and the VitaLuxe experience is our focus. Within that are many moving parts which all play a vital role in delivering a superior experience. Technology scales that, but it’s our partner relationships that enable it. I see a continued investment in expanding partners and strengthening those relationships. As we do that, we will create something unique and very compelling – a global healthcare brand experience. One that is built to be proactive and nurture vitality, rather than reactive and monetize poor health. Along the way, VitaLuxe will break down many barriers – having access to all your health experiences in the palm of your hand, knowing what your health risks are and how to manage them at any given time, not having to spend all your time and money and be confused and scared of how to navigate the healthcare system. These are things that will change, and we will be the catalyst for that change.

How important has it been to build a strong advisory base for the company?

It’s essential. Success does not happen in a vacuum. It takes many people working together to achieve a common goal, especially when you are challenging the status quo. Partnership and engaging industry expertise has been vital to our approach. Many of our programs are being built in partnership with institutions, providers, and academics who each represent the champions in their fields. These partnerships have been a huge contributor to establishing our operational approach and ensuring that what we’re delivering is the absolute best experience available.

Did you always know that you had an entrepreneurial spirit and desire to build your own business?

Like many others, I feel I was drawn to it at a young age. I followed the traditional path of education and working in large corporate environments to develop my professional skills, but I was always seeking to start and build something of my own. When I did branch out, I was not alone. I was joined by my sister who is a physician. As you may expect, we started in the healthcare space. We built our first company together and she is a co-founder of HIIG. When we expanded into real estate development, it was also with a desire to bring those two worlds together. That is the spark for what has become the VitaLuxe brand.•

“I see a continued investment in expanding partners and strengthening those relationships. As we do that, we will create something unique and very compelling – a global healthcare brand experience.”

An Ecosystem of Opportunity

EDITORS’ NOTE

Tawan Davis’ leadership combines deep training and experience in finance and economics with a prolific social activism. He began his career as an investment banker with Goldman Sachs and was later a real estate private equity investor with Prudential Financial, leading and managing investments both in Europe and the United States. Davis later served as Vice President and Head of Public-Private Partnerships in the administration of New York City Mayor Michael Bloomberg and as CIO of a $5 billion national real estate development firm. In addition to leading Steinbridge, Davis is also an Adjunct Professor of Real Estate at New York University (NYU), and serves on the boards of Harlem Hospital, the New York Urban League, and the New Horizons Children’s Advocacy Group. Davis earned his bachelor’s degree with honors from Georgetown University, an MS degree from England’s Oxford University, and an MBA degree from Harvard University.

great-grandmother and her sisters moved to Oregon from Arkansas and housed family and friends. Their pioneering then witnessed a steep decline. Like many African American communities, riots after Dr. King’s assassination, disinvestment in the ’70s, drugs in the ’80s, and gangs in the ’90s ravaged Northeast Portland. That changed while I was in high school and college as our neighborhood experienced rapid gentrification that displaced many. Our widowed neighbor, Mrs. Georgia Smith, let my mother use a Section 8 voucher to rent her house when she remarried and moved after her husband’s death. That home provided my sister and me stability through the rocky 1990s and regentrifying 2000s.

3. Swim in a blue ocean: Red oceans are filled with competitors that are vying for the consumer’s attention, while blue oceans are wide open. At over $4.5 trillion of value, SFR investing is the largest asset class in real estate, but it is still emergent for institutional investment. The resurgence of impact and ESG investing has faced a lack of investment prospects despite proving to render strong returns in strong and weak economic cycles. Steinbridge is an SFR developer and redeveloper focused on impacting working families and transitioning neighborhoods. The possibilities for us are wide open.

4. Develop a prototype and test: A company grows by building upon small efforts and assessing the desirability of the prototype from the point of view of consumers and producers. Steinbridge redeveloped single family throughout Philadelphia’s transitioning neighborhoods as a test case before expanding to other markets. Our immense learnings are now being applied to other markets and opportunities.

Will you discuss Steinbridge’s investment strategy?

COMPANY BRIEF

The Steinbridge Group (steinbridge.com) is a real estate investment and asset management company. Over recent years, the company has initiated an investment strategy to acquire and renovate homes to lease to working families in major cities throughout the United States. The company’s goal is to invest over $2 billion through assembling a portfolio of several thousand homes. Steinbridge’s team includes leading real estate professionals with billions of dollars of investing, acquisitions, asset management, construction, development, and leasing experience.

What was your vision for creating The Steinbridge Group and how do you define its mission?

When I started The Steinbridge Group, we initially structured and executed the acquisition of hundreds of millions of dollars of office buildings. Well before the COVID-19 crisis, it became clear to me that office investment may not be the ideal path for a real estate growth company over the next 30 years. The most acute real estate need in the United States was not more offices, but high-quality housing for working people.

I added to that my family and personal experiences. In the Great Migration, my

Over the last 15-25 years, America has rediscovered its urban center. Areas previously ignored and underdeveloped are now in high demand – creating domestic emerging markets, but pushing many to the wayside. By investing in these areas, we can produce outsized returns for private capital while making a profound impact on families and communities. It is an opportunity to do for others what Mrs. Smith did for us.

What have been the keys to Steinbridge’s growth and how do you define the Steinbridge difference?

Over the past couple of years, I’ve spent a lot of time studying expert analysis of fastgrowing billion-dollar companies. Given that guidance, there are a few essentials to catalyzing a growth company that Steinbridge seems to have gotten right early based on expert observations:

1. Pick the right business: This is the most important decision when starting a company. Simple ideas that address a massive problem are best. Although difficult to implement, building homes for working families in transitioning neighborhoods is a straightforward idea addressing a colossal market need. This is Steinbridge’s clear strategy.

2. Provide a solution to a problem: Define the problems that exist for those who produce value and those who will consume that value. Our tenants are our end users and our investors are our customers. For tenants, we solve the problem of home attainability. For investors, Steinbridge provides an outsized risk-adjusted return with exposure to impact and ESG investing.

The Steinbridge Group is an impact investment firm with real estate as the first mover of that impact. To make this impact we acquire, develop, and reposition high-quality real estate assets in momentum submarkets of gateway U.S. cities on behalf of global investors. Presently, we have three active impact investment strategies:

1. Single-family rental rehab: Steinbridge has developed an efficient engine for acquiring and rehabbing properties in transitioning neighborhoods of America’s economic powerhouse metros.

2. Single-family build-to-rent: Steinbridge partners with leading institutions to develop hundreds of new build-to-rent single-family homes on underutilized land in high-demand U.S. markets.

3. Opportunistic urban infill: Steinbridge acquires and develops hundreds of multifamily residences to optimize and activate sites controlled by strategic partners.

Will you discuss how Steinbridge is bringing social responsibility to urban real estate?

First, you cannot succeed at anything that you do not measure, so for Steinbridge, investment and impact are measured together. We

Tawan Davis

An Interview with Tawan Davis, Founding Partner and Chief Executive Officer, The Steinbridge Group

put as much intention around impact as we do around investment and accordingly mark our impact by the numbers, just as we do returns for our investors. We know that:

• In our historical portfolio, 70 percent of our tenants or buyers would be classified as essential workers.

• Incomes in our mixed-income developments range from 65 percent to 120 percent of the area median income and beyond for marketrate units.

• In our Pennsylvania portfolio, 42 percent work in the healthcare fields as nurses, nursing assistants, or similar work.

• Our rents and sales are structured so that residents spend no more than 30 percent of their income on housing.

Second, we insist on quality. Everyone wants to live in a nice home, so we fit out our homes with stainless steel appliances, granite countertops, new wood floors, new roofs, new heating, new plumbing systems, and more. We present a house that we can point to proudly and in which we would invite a relative to live. Attainable does not mean unattractive.

How critical is it for Steinbridge to build a diverse and inclusive workforce?

At Steinbridge, we see ourselves as creating what we call “an ecosystem of opportunity.” This means that we create opportunities inside and outside of our organization for diverse groups and individuals, some of whom may not otherwise get such opportunities. As owner-operators, we are the ultimate deciders and can build diversity not only in our internal organization, but among contractors, subcontractors, service providers, consultants, professionals, and development partners.

It is critically important for every business to connect with the value brought by different kinds of people. Diverse viewpoints and backgrounds help see through blind spots, access untapped markets, and make organizations more adaptable to change and to tough financial times.

For us, internal and external diversity has proven to be a tangible competitive advantage.

What do you see as Steinbridge’s responsibility to be a good corporate citizen?

Our very work is an exercise of corporate citizenship. Our investments strengthen communities, unlock potential, and create homes that deliver lasting opportunities in neighborhoods.

This year, The Steinbridge Group has clarified its mission as an impact investor. Our leading impact investment platform has demonstrated success in leveraging private capital to financially empower communities, and that success reinforces our conviction that investing in impactful strategies is an untapped win-winwin for investors, communities, and the broader society. And to lead by example in not just what we say, but in what we do. Authenticity is at the heart of our leadership team, and thus our corporate identity.

Being a good corporate citizen presents an opportunity for companies to find the balance between “doing good” while “doing well.” A good corporate citizen seeks to generate significant profits, while simultaneously seeking to use those profits to create an ecosystem of mutual benefit for investors, the community, and the corporation.

For Steinbridge, investment and impact move together as one, not as separate entities. Our goal is to demonstrate that you can take private capital and do good with it and still make a good return.

What do you feel are the keys to effective leadership and how do you describe your management style?

I try to be a consensus builder. My rule is that we make 95 percent of decisions together, and I reserve 5 percent for instances where I have a company-wide insight across functions that others may not have. Consensus-building leadership forges unity and fosters investment in – and ownership of – outcomes.

Admittedly, this is a more tedious management style and requires patience from me as well as between team members. There’s a good deal of quiet listening, head nodding, and tongueholding. However, if I lean into the conviction that I brought the right people together in the first place, inevitably each specific perspective leads to a better outcome.

Did you always know that you had an entrepreneurial spirit and desire to build your own business?

When I was in my early teens, we didn’t have much money. My mother was single and we used Section 8 vouchers to support our rent. We were religious, and there’s a Bible verse that says the cattle on a thousand hills belong to God. I remember asking my grandmother, “How do I get a hill? Heck, I’d take one cow! I only need one!”

My sense was that after the civil rights progress my grandparents and great-grandparents made migrating from Arkansas to Oregon, the next frontier for my family and the broader community was economic. If I could get one opportunity, then I could help myself, my family, and my community. I started that journey studying economics in college, sociology in grad school, and finance and real estate in business school. From there, each of my career moves pointed in that direction.

From there several professional paths opened up. As a youngster, my earliest vocation was the ministry. Church leaders whom I admired were my first mentors. Also, I’ve been approached to consider a run for the United States Congress more than once.

However, I came to the conclusion that although ministry and politics are hugely important, we ultimately live in a capital-driven society. Many of the persistent challenges in America are rooted in an ever-widening wealth gap and I believe that building a strong, profitable, independent business is one of the most direct ways to address that.

Steinbridge has accomplished much since its founding. Are you able to enjoy the process and take moments to reflect on what you have built?

Everyone in my company can quote an excerpt from one of King David’s poems. Psalm 90 Verse 12: “Lord, teach us to number our days, that I may incline my heart to wisdom.” Colloquially put, “God remind me that life is short, so that I don’t act like a fool!”

So that really is one of the clarifying ideas in my life – it became clear to me that life was more than about accumulation and self-gratification. When my time has come, I want to have made the maximum impact that I feel called to make. So for me, this work is more of a calling than a job and I approach it almost evangelistically.

I enjoy and am compelled by the pursuit, and measure what we’ve built against what remains to be accomplished.

What advice do you offer young people beginning their careers?

For some time, I taught at the NYU’s Shack Institute for Real Estate. Above business or real estate texts, I recommended that my students and other young people read, The 7 Habits of Highly Effective People, with one of the key lessons from the book being to “Begin With the End in Mind.”

Secondly, meaningful success requires an internal fortitude that life’s experiences often wring out of us by the time we’re 30-35. So, I invite young people to remember that “you are all the wonderful things your grandmother said you are.’’ Grandmothers tend to see us through loving rose-colored glasses that don’t even fit our parents’ prescription. Grandmothers, or someone in our lives like them, see us as the best version of our potential selves even before we can talk. From time to time, remind yourself that you are, or are becoming, that potential-maximizing human that the ones who loved you most said you would be.•

“To make this impact we acquire, develop, and reposition high-quality real estate assets in momentum submarkets of gateway U.S. cities on behalf of global investors.”

With your support, we can realize our goal of turning all cancer patients into long-term survivors.

A96-Year-Old Gem

EDITORS’ NOTE Mike Moran is President and Chief Executive Officer of the Stamford Center for the Arts which features the iconic The Palace Theatre (palacestamford.org) in Stamford, Connecticut. He joined the Center in October 2000 after having served as the Director of Operations for Crown Theaters for five years. Moran attended the University of Maine.

Will you highlight the history of The Palace Theatre?

The Palace Theatre is a 1608-seat Thomas Lamb designed venue that was acclaimed as “Connecticut’s Most Magnificent” when it opened in 1927. It was restored in 1983 for live theatre, opera, dance, comedy and concerts. Multiple improvements have seen all new seating, stateof-the-art sound and lighting equipment, and an expanded lobby space with accessibility to the entire building. We have presented Diana Ross, Tony Bennett, Jerry Seinfeld, Trevor Noah, and Kidz Bop to sold out audiences. We host over 100 performances annually in multiple genres

and welcome some 85,000 patrons from all over Connecticut and Westchester County, New York. In the next couple of months, you can see humorist David Sedaris, the king of late-night Greg Gutfeld, great family selections Blippi or iLuminate, holiday classics Rudolph the Musical and The Nutcracker, comedian Dane Cook, and rising country star Alana Springsteen who PEOPLE applauds as “the future of country music.”

How do you define the mission of The Palace Theatre?

The Mission of Stamford Center for the Arts’ Palace Theatre is to entertain, educate, and enrich the diverse population of the greater Stamford community. We are a 501(c) (3) and invite charitable contributions in order to carry out this mission. The arts really need to be accessible to all, including those who are under-resourced and people with disabilities.

What have been the keys to the strength and leadership of The Palace Theatre?

Collaboration and relationships. I have had the good fortune of working in downtown Stamford for over 35 years. Over that time, I have met

several enthusiastic people that understand the importance of arts and culture in our community. Providing world-class entertainment and a stateof-the-art venue allows us to be “the” center for the arts. I have listened, learned, and surrounded myself with passionate and talented professionals.

Will you highlight The Palace Theatre’s commitment to arts education?

As arts education seems to be continually underfunded, we hope to inspire, challenge, and engage through our arts education programs. We envision a vibrant and diverse community where every person is empowered through self-expression to embrace arts education and a lifelong appreciation of the performing arts. The Palace offers programs that energize by creating opportunities that build confidence, instill passion, and transform lives.

What do you see as The Palace Theatre’s responsibility to be engaged in the community it serves?

It all relates back to the mission. The Palace is a valuable resource to the community. We don’t get a lot of recognition for the enrichment portion of that mission, but it’s truly important. The Palace

Michael E. Moran, Jr.

An Interview with Michael E. Moran, Jr., President and Chief Executive Officer, Stamford Center for the Arts

A close-up view of the chandelier in The Palace Theatre (above); the iconic entrance to The Palace Theatre (top right)

has hosted a broad variety of events and we offer the space without a rental fee for some functions. Last year, the Stamford Police Department had their pinning ceremony here to honor 11 officers who received promotions and Mayor Simmons was here to swear them in. For the past two years, we’ve hosted a “Super Soul” party on Super Bowl Sunday for people experiencing homelessness. This event features nourishing food, haircuts, clothing drives, resources for social and housing services, the big game, and most importantly, human connection. We host JM Wright Technical School’s graduation, and just last week we hosted Blue Sky Ukraine for a Ukrainian Independence Day concert.

How valuable has it been for The Palace Theatre to have such an engaged and committed board?

Our dedicated volunteer board is amazing. They understand the importance of governance and fundraising. The board is committed to the mission and are very supportive of our role as a nonprofit. These ambassadors to the arts come from the most well-respected regional businesses. They share their experience and expertise, and provide a wealth of knowledge. They open a vast network of professionals for us when consultation is needed.

How do you focus your efforts leading The Palace Theatre?

I have learned the importance of communication and meeting people where they are. Not everyone has the same personality. Not everyone is motivated by the same things or at the same level every day. Ask questions, listen, and be genuinely interested. Allow everyone the opportunity to be creative and challenge them to be better. Give them the tools they need to succeed. I recently took the three youngest members of our staff to lunch because I wanted them to share what’s important to them, how they perceive our company, and what their friends and family think about us. They truly appreciated that experience. Be opportunistic, be willing to try new things, set a good example, and say “thank you.”

What do you feel are the keys to effective leadership and how do you describe your management style?

My path to the current role of President and CEO was entirely via promotion from within. Although stories say I started here as a janitor, that is just fiction. I started as the Box Office Manager and have worked alongside my colleagues for many years. In addition, I watched the path taken by five Executive and Artistic Directors before me. I think that afforded me a fantastic opportunity to gain valuable experience in both programming and in discovering leadership styles that worked and others that did not. The staff and board all have a seat at the table and therefore everyone can feel like part of the organization.

What are your priorities for The Palace Theatre as you look to the future?

Naturally, we’ll continue to bring the best possible shows and events to our stages. We’ll also look to invest in our facility. The Palace is a 96-yearold gem. I would like to see continued renovation in this building so that when we celebrate the 100th anniversary in 2027, it will be an example to theatre operators everywhere of the beauty of these amazing spaces.•

“The Mission of Stamford Center for the Arts’ Palace Theatre is to entertain, educate, and enrich the diverse population of the greater Stamford community.”

A view from the stage of The Palace Theatre (above); a sold-out performance at The Palace Theatre (top)

Helping the C-suite Tell Their Stories

EDITORS’ NOTE Christopher Ullman (chrisullman.com) is a communications professional, author, inspirational speaker, mentor, and champion whistler. He is President of Ullman Communications, a strategic advisory firm, and previously served as Director of Global Communications at The Carlyle Group, led communications at the White House Budget Office, ran the public affairs office at the U.S. Securities and Exchange Commission, and was spokesman for the U.S House Budget Committee. Ullman is the Strategic Communications Expert in Residence at High Point University, a Senior Advisor at Narrative Strategies, and a Trustee of The Fund for American Studies. He is the author of Find Your Whistle: Simple Gifts Touch Hearts and Change Lives and Four Billionaires and a Parking Attendant: Success Strategies of the Wealthy, Powerful, and Just Plain Wise. Ullman earned his BA degree in political science from Binghamton University and is a four-time international whistling champion and member of the Whistlers Hall of Fame.

What was your vision for launching Ullman Communications and how do you define its mission?

From day one my vision has been to help the C-suite tell their stories, differentiate in the marketplace, and solve knotty communications problems. I formed my firm in 2018 after leading The Carlyle Group’s global communications for nearly 18 years. After doing all I could

for Carlyle and after working for other people for 31 years, I was ready for a major change but wanted to stay in the communications profession. Will you provide an overview of Ullman Communications’ services?

In my communications career I’ve seen it all and done it all. Since I want to keep my firm very small – just me – I had to have a high-level and limited service offering. I surveyed my skills, strengths, and desires and decided to hyper-focus: market positioning, branding, executive communications, and top-notch writing. When you hire Ullman Communications you get Ullman, though I can assemble a team to tackle bigger challenges. What led you to write your new book, Four Billionaires and a Parking Attendant: Success Strategies of the Wealthy, Powerful, and Just Plain Wise, and what are the key messages you wanted to convey in the book?

Mentoring young people is very important to me. I’ve been on the board of an intern program in Washington, DC for 25 years. Across the years I’ve worked with hundreds of students. Over and over, I found myself saying “let me tell you about this great lesson from Arthur Levitt, David Rubenstein, John Kasich, or Adena Friedman.” I had 15 or so lessons in my mentoring quiver. I love to write – this is my second book – so I wrote down the lessons, but there weren’t enough for a book. So, I sat down, surveyed all the big-wigs I’ve worked for, and came up with another 35 lessons that have materially impacted me.

Perhaps the most important message in the book is that if you are not humble and openminded, you will not grow as a person and a professional. The lessons themselves are not rocket science. In many cases they are painfully obvious, but I’m amazed at how many people don’t do basic things. Ego gets in the way. Habit gets in the way. Peer pressure gets in the way. Insecurity gets in the way. But a humble and open-minded person can get beyond these impediments to see the value in specific lessons and hopefully incorporate the thinking and behavior into their own lives.

What are some of your favorite lessons from the book?

Here are three of my favorites:

1. Think Like Your Successor Every Day (learned from Arthur Levitt): If you are fired, quit, or die, someone will take your job. The person will examine everything you did and put it in one of four buckets: brilliant, good, marginal, crazy. But why wait till you are replaced to get rid of the marginal and crazy? The key is to be humble and open-minded, actively soliciting input and feedback from people on a daily basis. This is difficult because today is like yesterday and tomorrow will be like today. Being in a constant state of growth, innovation, and objectivity is the key.

2. Confident Joy: One time Carlyle’s earnings were going to be lackluster, so CFO Adena Friedman brought T-shirts with big happy faces on them to the analyst call, thinking that if everyone on the call wore them they’d be a bit more upbeat. In the room were the three Co-CEOs, the COO, the head of external affairs, and the head of investor

Christopher Ullman

An Interview with Christopher Ullman, President, Ullman Communications

“The most effective leaders I’ve worked for have well-defined goals, are relentless, have vast stores of energy, are good communicators, are able to process large amounts of information, and respect the people who work for them. Of these traits, being relentless may be the most important one. The best leaders don’t give up in the face of adversity. They climb over, dig under, or go right through the impediment.”

relations. Despite none of them putting a shirt on, Adena did not flinch or back-pedal. In the face of some serious peer pressure, she kept her shirt on and proceeded with the serious business of the day.

3. Homeless People Have Names Too: Carlyle Co-CEO Bill Conway, a devout Catholic, used to avoid the homeless people as he walked every morning to the church a few blocks from Carlyle’s Washington, DC office. After he learned a few of their names,

he couldn’t turn away anymore. Bill started giving them gift cards to Dunkin’ Donuts, then gave $1,000 to a homeless shelter, which led to gifts with seven zeros on them. Bill would occasionally roam the halls of Carlyle with a box filled with hundreds of gift cards. He’d knock on people’s doors and offer them cards if they agreed to give them to homeless people. That was more than ten years ago, and I still carry gift cards in my wallet ready to give to a homeless person.

You have worked with some of the most respected leaders in government and business. What have you seen to be the characteristics and traits for effective leadership?

The most effective leaders I’ve worked for have well-defined goals, are relentless, have vast stores of energy, are good communicators, are able to process large amounts of information, and respect the people who work for them. Of these traits, being relentless may be the most important one. The best leaders don’t give up in the face of adversity. They climb over, dig under, or go right through the impediment.

With your deep expertise in communications, how has the role of a communications executive evolved?

When I started in communications in 1987, we used to mail our news releases to the media, there were three main TV networks, cable TV was not yet a major player, and the New York Times , Wall Street Journal , and Washington Post were the main games in town. Compared to today that is shocking, even quaint. Today, everything has changed – the speed of news, the quantity of news sources, the role of social media, the rise of hyper-partisan news outlets, and a public that seems to prefer watching cat videos to learning about complex political and business subjects. The people also don’t know who to trust anymore. There are no more Walter Cronkites.

Today’s communications executives have to think faster, act quicker, and wrestle with the loudest voices on social media. The challenge is that loud doesn’t mean smart, correct, or reasonable. It takes principled leaders advised by courageous PR people to resist the mob and do what is right. It’s time for the tail to stop wagging the dog.

A huge upside for today’s communicators is that we are better able to speak directly and in a timely manner to key audiences – employees, investors, clients, suppliers, government officials. E-mail, YouTube, LinkedIn, and websites enable my clients to go right to key audiences without having to rely on third parties of the past, and we can do it quicker than ever, especially when there is a problem.

What advice do you offer to young people beginning their careers?

My mentoring centers on being able to tell one’s story. If a young person really knows his or her heart (interests) and head (abilities) then they can effectively communicate to others who they are and what differentiates them in the marketplace. This requires a period of discernment; it can’t happen in a weekend.

Students also need to be curious and courageous. Curiosity begets knowledge and being well-informed is key to being courageous. Sadly, though, I’m amazed at how incurious young people are today. So, even a mildly curious person will set him or herself apart quite readily. Being courageous is the best way to go from being a message-taker to an advisor. This is the key to a truly fulfilling career, one marked by greater relevance, upward mobility, and richer compensation.•

Creating Pathways to Success

EDITORS’ NOTE Jill Gierasch is superintendent of the Cold Spring Harbor Central School District on Long Island, New York. The district has three elementary schools and one high school with more than 1,500 students. She has more than 34 years of teaching and administration experience in education.

You have led the Cold Spring Harbor Central School District for the past three years. How do you define its mission?

Working together to create the pathways to success for all students has always been our mission. Communication towards this effort has been elevated at all levels to ensure our families are keenly aware of the district’s initiatives, curriculum, and our students’ accomplishments.

What are your views on the challenges in education today?

There are increasing demands on our teachers and staff stemming from state regulations, administration, and members of the community, all of which can impact morale. While the demands are mostly legitimate, it is challenging to manage it all and stay positive.

The education landscape is ever-changing. We must continue to stay current and innovative to keep our students interested and connected while at the same time preparing them for their future, not ours.

There is also the challenge of time. Students are not only taking classes, but playing sports, putting on plays and performances, taking Advanced Placement courses, completing advanced research studies, and participating in language, literature, computer science, and many other extracurricular clubs and activities. It puts a lot of pressure, sometimes too much, on students that must be managed to create balance. In partnership with our families, we try and help students to prioritize all of these opportunities which in itself is a good life lesson.

How is Cold Spring Harbor succeeding in meeting these challenges?

The key components for us are communication and transparency. Our schools cannot be a black box. Parents especially need to know what and how their children are learning, what initiatives the district is embarking on, and our students’ very real accomplishments and challenges. Fortunately, our community values education and our interest in not only staying current, but offering enriching and innovative experiences for students, working collaboratively so they succeed. One hundred percent of

our students graduate and almost all go on to post-secondary education, many of them to some of the finest colleges and universities in the United States.

More than 90 percent of our Jr/Sr high school students graduate having taken one Advanced Placement exam, a solid indicator of college readiness. Our CyberHawks robotics team went to the Global FIRST Robotics finals in Texas, having won the Long Island Regional competition. This international competition was viewed by more than 40,000 people.

Our success in science is also seen in our nearby Cold Spring Harbor Laboratory, where our students get to interact and learn from scientists all over the world. The lab has shaped contemporary biomedical research and education with programs in cancer, neuroscience, plant biology, and quantitative biology. Barbara McClintock and James Watson, Nobel laureates, pioneered the initial research into DNA at the lab.

Our student athletes across all sports have earned many county, state, and all-state awards. This past season, our varsity lacrosse program is particularly outstanding. The boys’ lacrosse team has won five state championships in the past 10 years and the girls’ team has won two. And while our students perform well on the field, all of our teams earned the honor of scholar-athlete teams by the New York State Athletic organization.

Throughout the year students receive numerous awards for their talents in music, the arts, humanities, math and science, to name a few.

Will you highlight the strength of the elementary schools?

This past school year, the U.S. Department of Education has designated the district’s Lloyd Harbor Elementary School as a 2022 National Blue Ribbon School. This highly prestigious and coveted recognition was awarded to Lloyd Harbor Elementary School as an Exemplary High-Performing School among New York State’s highest performing schools as measured by state assessments or nationally normed tests. Only seven elementary schools in New York State were selected from among more than 3,500.

The district’s other grade 2-6 school, West Side Elementary, earned this same distinction back in 2013 and I have no doubt they are on their way to becoming recognized again.

What have been the keys to the district’s success?

It is a strong partnership and commitment between the Board of Education, students, teachers,

parents, and the community as a whole. Let me give you some examples:

For parents, we have had literally dozens of parent and community meetings in the past year. Given the concerns by some about what and how our students are learning, we recently created parent curriculum guides so that we can be transparent about the units of study in each course and grade level, K-8. This fall, the high school has rolled out similar guides. These documents have been well received and will continue to strengthen our home-school connection.

New last year, we hosted a Parent University where parents participated in classes on topics in which they were interested, such as student mental health, the best ways to support their children with homework and social media, navigating the special education program, and our growing research program. This is an informational night for parents and guardians regarding school-related topics for grades K-12 based on parental feedback and teacher and administration input. This year our keynote speaker honed in on the use of drugs, alcohol, and gaming, and their effect on the teen brain.

We also provide a monthly guidance newsletter for parents, The Guidance Light, on topics ranging from course selection to Advanced Placement coursework demands, to the college application process and timelines. At all schools, every Friday families receive The Friday Notes to stay current on school-wide events along with monthly updates at our parent-teacher group meetings. They are also offered opportunities to attend workshops that include math, literacy, digital citizenship and internet safety.

In addition to all our parent and community meetings, I receive many emails from parents on topics ranging from curriculum to building level guidelines, which include attendance, grading and cell phone use. No matter what the topic, the parents care and are deeply involved.

The district has always been focused on the whole child and we have been working on creating a district culture that fosters respect, inclusivity, and embracing differences. As such, we want to make sure students feel a sense of belonging, a strong connection between our faculty and staff, as well as see themselves reflected in our curriculum.

Will you discuss the impact and commitment of the teachers?

When we acknowledge students, we acknowledge teachers. Behind the majority of every student accomplishment is teacher encouragement and support for those achievements. Few

Jill Gierasch

An Interview with Jill Gierasch, Superintendent, Cold Spring Harbor Central School District

realize to what extent teachers work and interact with students beyond the classroom, whether coaching athletics, participating in leadership development clubs, honor societies, debate teams, newspaper publications, community service activities, or producing the numerous theatrical performances.

For instance, newly organized last spring was a STEAM (Science, Technology, Engineering, Arts and Math) night for grades K-8, where 800 parents and students showed up to participate in a variety of learning stations on topics including electricity, geometric shapes, robotics, art, and mechanics, to name a few. Our teachers, administrators and high school students facilitated each of the sessions. It is this level of volunteerism and commitment that is essential for events such as this one.

Our teachers also helped institute our First Annual Sports Night. Teachers competed in fun events like tug-of-war, egg toss, relays, and scooter races. We had over 1,200 students and parents attend, and no one would argue that the level of enthusiasm wasn’t over the top. Students came out in their school gear and homemade signs screaming in support of their teachers. The event also raised more than $15,000 for pediatric cancer families following the death of a teacher’s son who was recruited by the Philadelphia Phillies at age 20 before succumbing to cancer.

Even at the elementary school level, we have a wide variety of extracurricular activities with our teachers incredibly engaged both inside and outside the classroom, whether it be art clubs, intramural clubs, knitting, ice skating, literature or tech clubs.

To say that our teachers are committed would be an understatement. Whether it includes instruction in the classroom or through cultivating and encouraging student passions, teachers make an incredible impact and deserve to be recognized. We try to do so in a number of ways, highlighting them in our newsletter publications, on our website, via personal notes or just a word of appreciation – and sometimes even a surprise ice cream food truck. Our parent organizations do a great job providing holiday cookie trays, a Cold Spring Harbor tradition, and back-to-school and teacher/staff appreciation breakfasts and luncheons.

Will you highlight some of the experiences that are afforded to the students?

We certainly don’t want to lose the main focus on academics. For the Class of 2023 with about 122 graduates, they will be attending 69 different colleges and universities. Impressive to note, one third of our high school’s graduating class in 2022 took nine or more AP classes during their tenure in CSH.

As mentioned, the opportunities outside the classroom are almost endless. We have 77 athletic teams for grades 7-12 students. This includes fencing, crew teams, wrestling, swimming and much more. Overall, for our Jr/Sr high school, on average, 75 percent of students participate in at least one sport. We also have more than 50 extracurricular clubs.

Thanks to our arts booster club and parent volunteers, we provide cultural enrichment programs. For instance, one elementary school hosts an Ellis Island reenactment day where students, parents and relatives dress up in costume. The children learn about immigration dating back to the early 1900s through various experiences, similar to many of their ancestors. Guest authors, circus events, storytellers, and more visit our schools on a regular basis to further bring the curriculum to life.

For many years, the junior high school social studies students have visited the Tenement Museum on Manhattan’s Lower East Side, former home to nearly 7,000 working-class immigrants in 1863. The field trip is an immersive experience into the lives of immigrants as the students visited the museum and other historical locations, including City Hall, Chinatown, Little Italy, Tweed Courthouse, the Woolworth Building, and the famous Alleva Dairy, America’s oldest cheese shop, established in 1892.

Each spring, the foreign language department hosts an International Night where students learn about the heritage of the district’s residents and the various countries from which their ancestors came. Shortly after this big night, and thanks to our teachers and staff, our French club ventures off on a three-night, four-day trip to Montreal and Quebec City for an awe-inspiring experience.

How important is it for Cold Spring Harbor Central School District to partner with the community?

We have numerous partnerships in the community including a variety of parent-teacher groups, booster clubs in everything from athletics to the arts, and an Educational Foundation that helps to enhance the curriculum and learning environment. These groups do a tremendous amount of fundraising each year to provide experiences or equipment to students and the district at large. An example of this is the money raised, approximately $30,000, to send our robotics team to the international robotics competition in Texas. The community and our athletic booster club provided the support for a new state-of-the-art Fitness Center at the high school replacing an old weight room originally located in the basement of our Jr/Sr high school. The Cold Spring Harbor Educational Foundation contributes generously to all aspects of the curriculum and learning environment. This includes a significant donation to support STEAM Night, outdoor musical instruments, and advanced technology for our youngest learners, to name a few.

A significant bond referendum was approved by the community in 2019 to improve various infrastructure, student safety, and our sports facilities. Speaking of which, the district has very well thought out and implementable safety plans for all our schools that are coordinated with applicable law enforcement agencies.

We also try to maintain strong relationships with the school districts on Long Island. For instance, we had 107 teachers from 36 Long Island school districts attend our first annual Advanced Placement Institute. The overwhelming response and collegiality were worth every penny of time to coordinate and facilitate these sessions.

One interesting change we have made to be more inclusive of the entire student body is that our Homecoming is not just the traditional high school football event, but one involving numerous fall sports. We include our students K-12 and set-up activities for children of all ages. It is a great way to kick off the school year with this level of school spirit.

How do you see the Cold Spring Harbor Central School District of the future?

I believe the importance of parents understanding and being involved in what we are teaching and what their kids are learning will continue to be of major importance.

I want to maintain our high academic standards while providing our students with a variety of opportunities for their personal growth and success, an education that not only creates intellectual excellence, but ignites their passions. An education that is academically challenging, psychologically satisfying, and socially fulfilling for students at all levels.

As our board president has said: “If I could sum up Cold Spring Harbor in two words, it would be ‘student centered.’ The decisions that guide the district from top-down answer the question of how does this benefit our students? Our students are the force behind decisions we make, paths we choose, and choices we make. Our goal is to have every student succeed in the way that is best for them. Success looks different for every child and our goal, as a district, is to help that child reach their target and then look onto new ones.”•

The Cold Spring Harbor robotics team, the CyberHawks, demonstrates its robot (above); A tug-of-war by Cold Spring Harbor faculty during the First Annual Sports Night (opposite page)

A Poetic Exercise

Where did your passion to be an artist develop?

I did not realize I had the passion at a young age, but I should have figured it out as my mother was a painter. I was her sketch model, and I associate much of my intertest to her. My sister was a very good artist and did amazing work with pastels. When I was in college, an art teacher pulled me aside and suggested that I choose art as a career. That set me on my path.

What does expressionistic painting mean to you?

Expressionist painting is so personal. It is an experience. The painter uses resource materials, photos, nature – the outdoors and more –to be inspired by the colors, the movement, the atmosphere. My painting is less a process of copying the world around me than a poetic exercise to show how I feel about the subject. I absorb the visual information, which is blended with my past artistic experience, knowledge, and all the paintings I have studied. It seems to flow through my hands to the canvas. It will tell a story and be an expression of my subject. The colors I paint are my joy and the gesture of the painting is my passion.

I can only explain it by saying that if you look at a tree, someone may paint that tree.

Expressionistic painting also wants you to know how the artist feels about the tree. The expressionistic part is being guided by feeling and color. As an expressionist painter, I deal with one thing – the emotion created in the painting. I want people to feel the way I do about nature, to stop and look and appreciate it, to fall in love with it again. What led you to doing diptychs?

I started doing diptychs, which are pairs, because it allowed me to make a much bigger statement. It gives an artist more opportunity to put big plans and designs together, and more room to do things. It is also very practical since you can hang the pair together or separately.

Will you discuss your use of colors?

To me, color is magic. It is the joy in the painting. It is not just the color – it is how colors work together, which is often referred to as simultaneous contrast. I try to put colors next to each other that I find exciting, and I often describe it as colors “singing together.”

Will you discuss your focus on philanthropy and supporting charities?

My husband, Bob, and I support many charities. It is a way of being thankful for what we have been blessed. My earliest and longest running relationship with a charity is with

Family Centers in Greenwich and Lower Fairfield County, Connecticut. Family Centers does amazing work in its mission to empower children, adults, families, and communities to realize their potential. We do a leadership award each year for a person who has expressed talent and leadership.

I also adore Silvermine Arts Center which is not a charity, but relies on donations. Silvermine provides an environment and atmosphere in which art and artists can develop and flourish.

Our most innovative charity relationship is with the Institute of International Education (IIE) paired with the Janet Hennessey Dilenschneider Scholar Rescue in the Arts. We have rescued endangered artists and found safe places for them to continue their artwork. We have also enabled young Fulbright scholars to enjoy a several week residency at Silvermine Arts Center to continue their work.

What advice do you offer to young people hoping to build a career as an artist?

For young painters, I tell them the arts record today’s culture and they must be a part of that. I suggest that they beat their own drum, listen to their hearts, and observe, observe, observe. No work of art is created in a vacuum. What you see and feel will allow your creative brain to do the work. When you walk down the street, look around and take notice of what you see, since you will be inspired.•

Jan Dilenschneider

An Interview with Jan Dilenschneider

Sunlight on Birch Trees 24 by 36 inches oil on canvas

Wild Meadow Flowers 30 by 30 inches oil on canvas

Flora in the Meadow 30 by 40 inches oil on canvas

Still Water 30 by 30 inches oil on canvas

Trees on the Hillside 36 by 36 inches oil on canvas

Control the Controllables

EDITORS’ NOTE Greg Harden is a life coach, motivational speaker and executive consultant who is best known for his work with seven-time Super Bowl champion quarterback Tom Brady, Heisman Trophy winner and Super Bowl MVP Desmond Howard, and 23-time Olympic gold medalist Michael Phelps. Harden began work as a student-athlete counselor in 1986 when Michigan legendary football coach, Bo Schembechler, brought him in after hearing of the work Harden was doing in the local community helping people deal with the challenges of everyday life and work as a clinical therapist. He meets with hundreds of athletes every year including some of the greatest athletes and coaches of all time in their respective sports, like Jalen Rose, Olympians Emily Brunemann, and Jeff Porter, to name a few. Besides sports, Harden has provided performance coaching to corporate executives and community leaders. He has trained hundreds of managers and administrators on managing troubled employees. Harden is the author of Stay Sane in an Insane World which was an instant New York Times Bestseller.

Will you discuss your career journey?

It has been an exciting journey. I thought I would be in radio-television-film and ended up having a mentor who convinced me that helping people and healing people was a far greater quest. So, he challenged me to go beyond just the idea of being a pseudo-psychologist in social work, and to create game-changing programs to help people develop themselves and survive any circumstances they may face.

I had a full-time job as a clinical therapist at a hospital and from there segued into independent contracting and doing personal development training. One of my clients was the University of Michigan football program, which transitioned into a full-time assignment over a couple of decades. But I never stopped running my own full-time business as well.

Where did your passion for being a life coach and executive consultant develop?

Contrary to popular belief, I was doing personal development training for the College of Engineering and the Medical School. That led to training managers to be better coaches, and coaches to be better managers. Ultimately,

I ended up helping some high-performance individuals reach their full potential. Then Athletics called me. I had already pushed people to do selfevaluation and self-assessment and increase their self-awareness. I was training people to be self-motivated, to pursue self-mastery. So, it segued nicely into people asking if I worked with individuals and with companies. The passion kept growing and growing and I would help people have so many great success stories not only within athletics, but outside as well.

What interested you in writing your new book, Stay Sane in an Insane World , and what are the key messages you wanted to convey in the book?

Many people had been challenging me for years to write a book. When our community was assaulted by a pandemic and people were struggling to find out what kind of community we were going to have, I felt that was the perfect time to sit and fight through the challenges of writing over and over and over again, and getting the stories I thought were pivotal to push people to self-discovery and self-actualization.

What do you feel are the keys to a person living their best life?

It is important for people to understand one of the most effective ways to become the best version of you is to deliberately and intentionally become the world’s greatest expert on one subject: yourself. A key piece to that puzzle is to train people to stop being afraid of being afraid, and also to get people in the habit of practicing, training, and rehearsing giving 100 percent 100 percent of the time at everything they do.

You have a framed phrase on your desk that says, “Control the controllables.” What does this phrase mean to you?

It means it’s really important people capture – with clarity – that no one has control over your mind but you, and we cannot allow others to determine how we feel about who we are and who we are going to become. It also means to stop trying to control other people and other aspects of work and family, and focus like a laser beam on identifying and committing to changing only the things you can, and not being confused into trying to change the things you can’t.

Did you always know that you had an entrepreneurial spirit and desire to build your own business?

Absolutely, positively, categorically and beyond a shadow of a doubt. The only thing I believed about job-security was I’d only be safe if I was the one writing the check. I may not be able to pay me, but I’ll never let me go.

What does success mean to you?

Success is being able to achieve personal goals, and that goes beyond making money or being famous or being influential. It means being satisfied about how my life is going. Having a sense of purpose and people around you who love you and trust you. Success is feeling that you can help shape the lives of not only the people you care about, but anyone who comes into your path.

What do you feel are the keys to effective leadership?

Being able to lead with hands in your pocket. Being able to empower people to do their jobs and trusting them to do their jobs. If you don’t trust them to execute, why did you hire them? You must trust them, train them, and liberate them to solve problems. Being solutionfocused is the name of the game.

What advice do you offer to young people beginning their careers?

I want young people to understand that if I’m interviewing you, I’m trying to see if you’re a good fit for the organization. At the same time, when you’re applying for a job, you have to have the same mentality as the people hiring you – you need to understand if it’s a good fit for you, too. You need to ask questions and have done your homework so the job and role in the company benefits everyone, not just one side or the other.•

Greg Harden

An Interview with Greg Harden

Where Art and Spirituality Meet

EDITORS’ NOTE MaryLou Pagano has spent 35 years in fundraising, beginning her career in the Development Office of the Archdiocese of New York. She has concentrated her efforts on advancing the mission of the Catholic Church through education, hospitals, and parish work. She began working at the Sheen Center in 2018. One of her favorite Fulton J. Sheen quotes is: “Humility is the virtue by which we recognize ourselves as we truly are.” Pagano was instrumental in the rebranding process at The Sheen Center and is focused on introducing people to the place in New York City “Where Art and Spirituality Meet.” She lives in Westchester with her husband and has three adult children.

ORGANIZATION BRIEF The building that is now home to The Sheen Center (sheencenter.org) originally served as a mission church for Italian immigrants. Founded by two Jesuit priests, The Italian Mission of Our Lady of Loreto quickly grew to include some 3,000 parishioners and a school for 500 children. By 1926, the parish was staffed by diocesan clergy and a brand new school and cultural center were built which included an auditorium with a professional stage on which some

half-dozen full-scale operas were presented annually. In 1938, following the ravages of the Great Depression, the parish was forced to foreclose on the cultural center. Catholic Charities bought the property at 18 Bleecker Street and created the Holy Name Centre – a residence and employment center for homeless men. The theater remained a part of the property and in the 1950s and 1960s was host to a number of Golden Glove tournaments. Daily Mass took place in a small chapel inside the building. By the mid-1980s, the church building of Our Lady of Loreto fell into disrepair and the congregation had significantly diminished. The property where the church stood, just south of 18 Bleecker Street, was sold and the parish was moved into the chapel of the Holy Name Centre. In 2011, the Holy Name Centre and Our Lady of Loreto parish were closed. Nearby Catholic parishes welcomed the few remaining parishioners, and services for the homeless continued at other Catholic Charities locations throughout New York City. Following extensive planning and renovations, The Sheen Center was opened in 2015 as the official Arts Center of the Archdiocese of New York and named for the Venerable Archbishop Fulton J. Sheen.

Will you highlight the history of the Sheen Center for Thought and Culture and how you define its mission?

Since its opening in 2015, the Sheen Center has brought virtues to light through art and conversation. We provide a platform to see all aspects of humanity through a creative lens of faith and respect.

What have been the keys to the Sheen Center’s impact?

I think the key to the Sheen Center’s impact is that its mission is infectious. People are looking to come out of the darkness and into the light. There is so much negativity in our world today and people are searching to be uplifted and feel that there is good

in this world. The Sheen Center is constantly providing its patrons with that light.

Will you provide an overview of the Sheen Center’s programs, performances, and events?

Our offerings for the 2023-2024 season include: a series of world music events including international performers; Hans and Sohie, a play about the white rose movement; a wide variety of music concerts and partnerships with The Met, SOHO Forum, Spotlight Kids, and the like.

Will you discuss the strength and talent of the Sheen Center team?

The Sheen Center has the most dedicated team I have worked with in my entire career. Starting with Cardinal Dolan, who is responsible for the creation of the Center years ago, to our front house staff, everyone here believes in the importance of the mission, and it carries through to our partners and the board.

How valuable has it been to the Sheen Center’s work to have such an engaged and supportive board?

Our board is tremendous. They give of their time, talent, and treasure in immeasurable ways. We are most grateful for their accessibility, not only to senior leadership, but to our entire staff. Our board attends many of our events and invites their personal friends and colleagues to join them. That, in turn, grows our community exponentially.

What are your priorities for the Sheen Center as you look to the future?

Our top priorities for this coming season are twofold. The first is to continue to get the message out in the crowded landscape of offerings, especially because our offerings are so unique. We curate every presentation and therefore we are confident patrons will leave here feeling better than when they came into the Sheen Center. The second priority is to continue growing our interfaith programming and conversations. We have a wonderful series called, Faith the Competitive Edge, where we invite athletes and sports figures to speak about how their faith has encouraged their success. These athletes are of all faiths and their stories are so important for people to hear, especially our youth.•

MaryLou Pagano

An Interview with MaryLou Pagano, Executive Director, Sheen Center for Thought and Culture

Lúnasa, an acclaimed and multi-award winning Irish music band, returns year-after-year to the Sheen Center to perform

The Sheen Center is located in the heart of New York City’s East Village on the corner of Elizabeth and Bleecker Streets

Putting in the Work

EDITORS’ NOTE Keegan Bradley is an American professional golfer who competes on the PGA Tour. He has won multiple tour events, most notably the 2011 PGA Championship, and this year’s 2023 Travelers Championship. He is one of six golfers to win in his major debut, and was the 2011 PGA Tour Rookie of the Year. Bradley is the nephew of LPGA great and World Golf Hall of Fame member Pat Bradley. He is passionate about supporting communities, and hosted a tournament to benefit the Vermont Disaster Flood Relief Fund in August 2012, staged at The Woodstock Inn and Resort, the course where he first played as a child. Bradley was an all-state ski racer in his home state of Vermont. He attended St. John’s University and won nine collegiate events before graduating in 2008.

TOUR BRIEF The PGA TOUR (pgatour.com) is the world’s premier membership organization for touring professional golfers, co-sanctioning tournaments on the PGA TOUR, PGA TOUR Champions, Korn Ferry Tour, PGA TOUR Latinoamérica and PGA TOUR Canada. The modern-day PGA TOUR was formed in 1968 when a subset of touring professionals broke away from the PGA of America.

Did you know at an early age that your passion was to pursue a career in golf?

As long as I can remember, I wanted to play on the PGA Tour. My mother has something I wrote when I was in kindergarten that said I wanted to play on the PGA Tour. It has been my desire for my entire life.

What has made the sport so special for you?

I have always been into individual sports. I have always gravitated to it, and I have always loved golf. It has never felt like work to me when I go to practice, which I think has helped me be successful.

Did you have mentors in your career and who are some of the players that have inspired you?

My dad was a club pro and had a major impact on me, and my Aunt Pat played on the LPGA Tour and she was my hero. I always looked up to her and wanted to do what she did. I was also lucky to be on a few Ryder Cup teams during my first few years on the Tour, so I was able to be in rooms

with Tiger Woods, Phil Mickelson, and Jim Furyk – they were all so good to me. One of the things I was surprised about when I came onto the Tour was how helpful the veterans were, and how open they were to chat. This meant a lot to me.

What have been the keys to your success in the game?

It has always been about putting in the work and working hard, and always being prepared. I think throughout my career I have always been able to do that.

With all that you have accomplished on the course, how meaningful is it for you personally to be making such a difference in people’s lives off the course with your charitable work?

I think it is important to give back to people who need help. The PGA Tour does a great job of doing that, and almost every player on the Tour either has a charity or cause they support. The players on the PGA Tour give back so much.

How do you focus your philanthropic work and decide what areas to support?

Every player has to figure out what is meaningful to them. Every cause is worth it, and as you get older and you have children, you realize how important hospitals are with kids which has been a focus for me.

Are you able to take moments to reflect on your career and celebrate what you have achieved, or is it always about getting better and preparing for the next tournament?

I have been trying to take more time at this point in my career. When I was younger, I did not take a second which I am bummed out about, but now I really try to take moments and let it sink in. When I am at a trophy presentation with my kids, I now really try to enjoy the moment.

When I won the Travelers Championship this year, I was able to sit back and watch people’s reactions. It was a fun and happy time to be able to see what it meant to everyone.

What advice do you offer to the next generation of kids who hope to pursue a career in golf?

I tell all the young kids that they need to work harder than everybody else. I never felt I had more talent than other players, but what I could control is how hard I worked.•

Keegan Bradley

An Interview with Keegan Bradley, Professional Golfer, PGA TOUR

LEADERS IN SPORTS & ENTERTAINMENT LEADERS IN SPORTS & ENTERTAINMENT

A Venue Like No Other: Five Years of State Farm Arena

EDITORS’ NOTE Brett Stefansson currently serves the Atlanta Hawks Basketball Club as the Executive Vice President and General Manager of State Farm Arena. He has more than 20 years of experience in the sports industry in professional (NBA, WNBA and NHL) and minor league sports (IHL, indoor soccer and arena football). In his career, Stefansson has worked more than 5,000 events. Prior to joining the Hawks, he served as Vice President and General Manager of the AT&T Center (San Antonio, Texas) which is home to the San Antonio Spurs (NBA), San Antonio Rampage (AHL), San Antonio Stars (WNBA), and San Antonio Stock Show & Rodeo. His experience concluded with a $110-million-dollar renovation to the AT&T Center. During his leadership, he also oversaw other facilities including the Spurs practice facility (now known as Medistar Training Facility Ltd.) and Toyota Field, (now known as the home of San Antonio FC of the USL). Earlier in his career, he served as the General Manager of BB&T Center located in Sunrise, Florida. The 19,000-seat arena earned consistent top-15 rankings in Pollstar throughout his tenure. Stefansson spent a combined 15 years of his career at this venue in South Florida. He started his career in sports as the Event Coordinator at The Summit (then, the home of the Rockets (NBA), Comets (WNBA), Aeros (AHL) and Thunderbears (AFL)) in Houston, Texas. Stefansson received his bachelor’s and master’s degrees from Eastern Illinois University.

ARENA BRIEF Located in the heart of downtown Atlanta’s Centennial Park District, State Farm Arena (statefarmarena.com) is surrounded by an array of world-class attractions, restaurants, parks, hotels and lounges. State Farm Arena was named Pollstar’s 2021 Best New Concert Venue and is home to the Atlanta Hawks. The arena is celebrating its fifth anniversary as State Farm Arena, having reopened with that name on August 29, 2018 after an extensive renovation.

Will you provide an overview of State Farm Arena?

State Farm Arena is a multi-purpose arena located in Atlanta. We are home to the NBA’s Atlanta Hawks and currently host over 150 events annually to include concerts, family shows, and

a variety of different sporting events. State Farm Arena went through a $200 million transformation in 2018 which at the time was the second largest NBA renovation in history. As a community asset, we pride ourselves on bringing a variety of diverse content not just to the city of Atlanta, but to the Southeast United States.

Will you highlight State Farm Arena’s strength in offering leading concerts and events?

I believe we have a variety of strengths that make State Farm Arena a must-play building:

1. Location – Atlanta is one of the largest cities in the Southeast United States, as well as home to the busiest airport in the world.

2. World-class guest experience – Southern hospitality is part of our DNA. Not only do we strive to treat our guests like family, but we do the same for all traveling concerts and shows back of house as well. Our goal is to continue to create memorable experiences for everyone who walks through our doors.

3. An arena like no other – State Farm Arena is a reflection of the city in which it’s located, to include our partnership with Killer Mike and the SWAG Shop (Shave Wash And

Groom), an industry leading food and beverage program that includes a variety of local food and beverage partners, a partnership with local country music artist Zac Brown in Zac Brown Social, “HAWK BAR” and the first of its kind in the NBA “Feet on the Floor” Club, and a commitment to the community around sustainability in becoming the World’s first TRUE Certified Zero Waste sports and entertainment facility.

4. Team Members – Our team is dedicated to the success of every event we host. I am blessed to be surrounded by good-hearted people who operate with integrity and set the highest standard for excellence.

How has State Farm Arena approached its food and beverage offerings?

So much of our social experiences revolve around food and drink, whether that’s going out with friends to a restaurant or hosting people in your home. We knew that through the renovation in 2018, it was important to elevate the food and beverage experience. We focused on connecting our food program to the community through local restaurant partners, upgrading technology to increase speed of service, hiring top quality culinary and management talent, locally sourcing and preparing fresh (not frozen) food, and listening to fan feedback on what they expected. We also understand the need to continuously improve,

Brett Stefansson

An Interview with Brett Stefansson, Executive Vice President and General Manager; Sofi Armenakian, Head of Sustainability; and Camye Mackey, Executive Vice President and Chief People, Diversity and Inclusion Officer, State Farm Arena

State Farm Arena in Atlanta (above and following pages)

evaluating each year opportunities to make improvements to quality and service.

Will you discuss State Farm Arena’s investment in technology and how this has enhanced the guest experience?

From start to finish, almost every aspect of the fan journey is impacted by technology in some way. While we have made significant investments in this space over the years (ie. in-arena Wi-Fi, mobile ticketing, cashless payments etc.), we continue to evaluate areas of opportunity each year with our focus being on not just the guest experience, but improving operational efficiency, generating revenue, and enhancing the employee experience.

How is State Farm Arena leading in sustainability, and will you highlight the Arena’s sustainability initiatives?

We became the world’s first TRUE Zero Waste Certified sports and entertainment facility back in 2022 and this year we just received our re-certification. It took hard work and perseverance from our staff to reach this milestone and I am so proud of what they have accomplished. Our sustainability program was an employee-led initiative that has now taken root and become an integral part of our organization. We recently launched GOAL (Green Operations and Advance Leadership) partnering with Oak View Group and Fenway Sports to help support other sports and entertainment organizations with their sustainability journey. Sustainability really doesn’t have an end – it’s a path we will be on forever and we are always looking for ways to improve and support others along their journey.

How important is it for State Farm Arena to build a diverse and inclusive workforce?

It’s a priority for us. A diverse and inclusive workforce leads to innovation, stronger employee engagement, better decision-making, and ultimately, better service for our fans.

What do you see as State Farm Arena’s responsibility to be engaged in the Atlanta community?

The belief that we are a community asset starts at the top with owners Tony Ressler and Jami Gertz. The way we engage in the community comes in many different forms. Some of our biggest ways of being an active and productive member of the Atlanta community are our charitable initiatives, such as our annual Million Meal Pack event, which has seen 5,000 volunteers each year pack one million meals for Atlantans in need at State Farm Arena. Our sustainable initiatives also play a huge role in our community engagement, as we diverted over 2.5 million pounds of fan-generated waste from landfills in 2022 alone. Additionally, the profits generated by State Farm Arena help to support our Hawks Basketball Academy and various Hawks Foundation grants and scholarships. Through all of the arena’s operations, we take pride in our ability to remain grounded and active in Atlanta.

As State Farm Arena celebrates its fiveyear anniversary, how important is it for the State Farm Arena team to take moments to reflect and celebrate what has been accomplished over the last five years?

Celebrating achievements along the journey is always important. We reflect and celebrate as much as possible throughout the year as we work towards our goals. Looking back at the last five years, I am so proud of what our team members have accomplished. Our success has been due to the hard work and dedication of everyone in the organization. From our part-time staff all the way up to our great ownership, it’s really taken the collective effort of everyone to move us forward.

What are your priorities for State Farm Arena as you look to the future?

1. Support the organization the best we can as we work towards winning an NBA Championship.

2. Grow the number of quality events we do each year.

3. Continuously improve our fan experience.

4. Provide best-in-class employee experience.

EDITORS’ NOTE Sofi Armenakian joined the Hawks and State Farm Arena in 2020 and currently is the Head of Sustainability. In October 2022, Armenakian was recognized by industry publication Sports Business Journal as one of 10 Executives to Watch in Sports Sustainability and was in the class of the 2022 All-Stars through VenuesNow. Prior to joining the Hawks, she worked as the Conversion and Sustainability Manager for Mercedes-Benz Stadium as part of AMB Sports & Entertainment. Before transitioning into sports and entertainment, she worked for ESSEX Consulting Group Inc. as a business development and marketing director, focusing on data-driven sustainability solutions. Prior to energy consulting, she worked in retail as a general manager, district trainer and recruiter. She is a board member at CHaRM (Center for Hard to Recycle Materials) and regularly volunteers with CHaRM and Trees Atlanta. Born in Armenia, Armenakian is trilingual and speaks English, German, and Armenian. She is a graduate of Georgia State University.

How is State Farm Arena leading in sustainability, and will you highlight the Arena’s sustainability initiatives?

We’re leading the industry in sustainability with the way we intentionally handle our waste. Operating more sustainably is a priority across our entire organization, top-down. We are able to lead in this space because we are truly allocating resources to do the work and achieve a first in the world milestone for being the world’s first TRUE Zero Waste Platinumcertified venue. This achievement has set a standard that other teams, leagues and industries are now pursuing.

What does it mean to be TRUE Zero Waste-certified?

Zero Waste certification means that every single event we host - games, concerts or ancillary – we ensure that at least 90 percent of our waste is being diverted from the landfill. We divert over 90 percent consistently by looking at ways to redesign processes, reduce unnecessary waste, reuse and donate when applicable, and recycle and compost the remainder. By operating with a zero waste midframe, we intentionally reduce our environmental impact and operate as sustainably as possible.

Once the Zero Waste benchmark was hit, what are the next steps in the journey towards greater sustainability?

Sustainability is about innovation, and we are on a forever journey to operate more sustainably. The next steps are ideas we are piloting as well as a solution that may not exist yet. That could be automation to do what we’ve created the blueprint for, but more efficiently, or continuing to engage with our fans and guests in a fun way without taking away from the experience that they’re here to have, while encouraging in them behaviors that can be taken back to their own communities. We know that there is much more work to be done and continuing to collaborate with everyone on this journey will enable us to achieve our goals.

Sofi Armenakian

How have you gotten employees at all levels of the organization to buy into the goal of becoming more sustainable?

That’s exactly why we’ve been so successful, by including everyone on our journey to zero waste. It’s all about collaboration, internally and externally. It is imperative to include everyone on what we are working towards, as we all are part of the solution and impact the outcomes. It required us to really have a different mindset when thinking about waste and trash and understanding that some items are commodities and resources. And now, some of the best ideas are coming from other departments. Sustainability is part of who we are and what we do. It is also important that when introducing an innovative way of approaching a solution, to ensure it is easy to understand and accessible to accomplish. We work very closely with departments to include sustainability related topics in onboarding, training, coaching, and huddle materials for events. Feedback is essential when operating more sustainably – we conduct audits and share our findings in biweekly meetings as we continue to identify areas of opportunities and celebrate successes. We have learned that most people want to do the right thing, but we just don’t know what we don’t know. Therefore, it’s about continuing to collaborate, educate and make sustainable solutions more accessible.

As State Farm Arena celebrates its five-year anniversary, how important is it for the State Farm Arena team to take moments to reflect and celebrate what has been accomplished in its sustainability efforts over the last five years?

So important - what we’ve done in such a short period of time has never been done before. When we reflect and think about how, since the beginning of the program, we have diverted over five million pounds from the landfill, it just goes to show how far our vision can go when we are intentional about collaboration and have clear communication. It’s also nice to know that, even in this space,

Atlanta continues to influence everything. We’re talking about the Southeast where what we are doing requires true initiative and is not a result of a mandate.

What are your goals for State Farm Arena’s sustainability as you look to the future?

Automation, engagement and innovation. All of this impacts how we can continue being more sustainable on our forever journey. It’s really important to not be intimidated by the things that we haven’t figured out yet. We are comfortable to say, “I don’t know yet” and look to learn from anyone else who’s done it. There’s no need to reinvent a concept if we can look at something that has worked and learn from those solutions. We

are grateful to be industry leaders, and also transparent about being followers. We are all part of the solution.

EDITORS’ NOTE Camye Mackey is currently the Executive Vice President and Chief People, Diversity and Inclusion Officer for the Atlanta Hawks and State Farm Arena. Under her leadership, the Hawks won the Most Effective Recruitment Strategy award in the 2019 HR Excellence Awards presented by Atlanta Business Chronicle . Prior to joining the Hawks, Mackey established a proven track record of leadership experience within diverse companies and industries that included positions with MGM Resorts International, Walt Disney World, Special Olympics International, and B. F. Saul Hospitality Group. In addition, she owned and operated a full-service HR consulting firm that serviced notable clients such as the American Red Cross, Walt Disney World, George Mason University, Health Central Hospital, and Special Olympics Florida. She has spoken at several human resource conferences and served on the board of directors at Virginia Tech’s Department of Hospitality & Tourism Management, Special Olympics Florida, and currently resides on the Atlanta CHRO Governing Body and is a SHRM-Atlanta Board Member. Mackey holds a BBA in business management from Howard University and an MA degree in organizational management from the University of Phoenix.

How important is it for State Farm Arena to build a diverse and inclusive workforce?

It’s so important for us to have a diverse and inclusive workforce for a couple of

Camye Mackey

reasons. One, when we look at the Atlanta community, it’s a diverse community and we want our organization to reflect that diversity. So, we intentionally work to build talent pipelines that will bring in not only ethnic diversity, but also diversity in experiences, knowledge, and capabilities. Another reason is that we found that when our population and our workforce is diverse and inclusive and we include all of those thoughts and experiences in our decisions, we have better business outcomes. Those diversities, different thoughts and perspectives make us a stronger, better organization at the end of the day.

How are you being intentional in your diversity and inclusion efforts?

One of the strategies that we use in being intentional with our recruitment and talent acquisition efforts is identifying where our gaps are. First, we look at data to determine where those gaps are, and then we work to fill those gaps. We’re very fortunate being in Atlanta, as we have a number of universities here. We partner with a number of our HBCUs in particular, and we create internship programs where they can come and learn and get placed in different departments, such as marketing, social media, content, finance, revenue, diversity, HR –areas where they can learn and grow. Our hope is that one day they’ll come back and be a full-time team member with us. We also partner with different veteran organizations so that we can hire and provide opportunities for those who are veterans, as well as individuals with disabilities. So, we intentionally go out and we seek individuals to come and work with us who reflect our community.

What do you see as State Farm Arena’s responsibility to be engaged in the Atlanta community?

I go back to our ownership group led by Tony Ressler and Jami Gertz. They’ve always told us that we will be a civic asset to our Atlanta community. So, there’s a huge commitment for us to engage with our community, to make sure our arena and all the assets within our arena reflect Atlanta –we are true to Atlanta. So, you’ll see, from food to entertainment, even to the artwork that’s within the arena space, we carry that into our workforce. We currently have what’s called a Courageous Conversation series called “This is Atlanta.” We teach our team members about the history of Atlanta –how did the city grow historically? Who were the key leaders? What were some of those key milestones that took place to help

drive the economics and the different industries that are in Atlanta and how are they thriving today? We educate ourselves; we look at data to make sure that we are true to Atlanta, and this is reflected in all aspects of our business.

As State Farm Arena celebrates its five-year anniversary, are you able to take moments to reflect on what has been accomplished over the last five years?

That’s the exciting part. First of all, five years has gone by so quickly. We’ve been busy. We’ve been having a great time and we’ve had a lot of wins and successes. We also had some challenges such as going through a pandemic during that five-year period. But I think it’s always important to take a moment to reflect on where we’ve come from, because that helps us to appreciate what we’ve done and inspires us to continue to go forward. It just fuels us with additional innovative ideas on what we need to do in the future. We have a project looking at our future fan, looking at the future fan experience, the future team member experience – so having time to reflect is so important. I think it’s energizing and will help us to continue to do great things in the future.

What are your priorities for State Farm Arena as you look to the future?

One of the big things is the experience. We’re going to have different types of fans and guests that come to our arena and they’re going to all come with different expectations. It’s going to be really important for us to understand what those expectations are so we can hire, train, and develop the right workforce to support those needs. I think the experience that we create for our team members will then dovetail into the experience that our fans and guests have, and that is going to be critical to our future. •

Team Massachusetts

EDITORS’ NOTE Maura Healey is the 73rd Governor of Massachusetts. She was sworn in on January 5, 2023, becoming the first woman and first openly LGBTQ+ person elected Governor in Massachusetts history. Healey was elected Massachusetts Attorney General in 2014 and re-elected in 2018. Building on her promise to run an office that serves people across the state, Healey launched the Community Engagement Division in May 2015. The first-of-itskind division brought the Attorney General’s Office and its work into neighborhoods and communities across the state. She went on to work in private practice before leaving to serve as Chief of the Civil Rights Division in the Attorney General’s Office. She was promoted to oversee two of the office’s most prominent divisions: the Public Protection and Advocacy Bureau and the Business and Labor Bureau. During this time, she led the first state challenge to the Defense of Marriage Act and held banks and lending companies accountable after the 2008 financial crisis. Healey attended Harvard College, where she captained the basketball team, and then spent two years as a 5’4” starting point guard on a professional basketball team in Austria. She attended Northeastern University School of Law, motivated by a commitment to public service and desire to help people.

Where did your interest in public service develop?

My parents were very active in their communities. My mother was a school nurse and a health educator. My father worked at the Environmental Protection Agency as an engineer. My step-father was a high school history teacher and coach. From all of them I learned about the importance of community and involvement in public issues. I never planned to run for office when I was younger, but I always was interested in what was happening in the public. Later in my legal career, I decided to leave my law practice and join the Attorney General’s office. That’s where I saw the power of public service and action up close, and being a part of that led me to run for Attorney General and later on for Governor.

Will you highlight your administration’s Capital Investment Plan to build a more affordable, competitive, and equitable future for Massachusetts?

Our Capital Investment Plan is a five-year, $14 billion investment that is designed to make Massachusetts more affordable, competitive, and equitable for everyone. It’s our blueprint for what we hope to accomplish. It intentionally includes major investments that meet the needs of everyone in our state from the Cape to the Berkshires. Its implementation will tackle the ongoing climate crisis by strengthening communities, creating good jobs through statewide economic development, and help more people afford to live, work and raise families in our state.

One of the hallmarks of our Capital Investment Plan is an investment of $1.5 billion for housing initiatives. We created a new pioneering program called HousingWorks, which will support the construction of hundreds of new, affordable housing

opportunities each year. We’re also investing $1.4 billion in the state’s transportation systems to reduce emissions through electrification, create more sustainable modes of transportation, and build resilient infrastructure prepared to withstand the impacts of a changing climate. Over five years, the plan also includes over $1.6 billion to fund more than 40 state building decarbonization projects.

And that’s only part of it. Each and every one of the investments included in this plan is focused on strengthening opportunity, quality of life, and equity in our state. This plan will bring Massachusetts forward with the resources and creativity our entire administration had to offer, and we’re really excited about it.

How is your administration addressing the state’s climate goals in terms of decarbonization and climate-conscious investments?

We know how important it is to be aggressive in our approach to solving the climate crisis. We see this as our greatest existential threat, but also our greatest opportunity for growing the economy and building healthier communities. A crisis of this magnitude is bigger than any one

Hon. Maura Healey

An Interview with The Honorable Maura Healey, Governor, Massachusetts

Governor Healey celebrates International Women’s Day with girls at the Hurley School

agency. That’s why I appointed the nation’s first state Climate Chief, Melissa Hoffer, to drive our all-of-government strategy. She works across agencies to drive down emissions, make our communities more resilient, and embed climate priorities into the DNA of every state agency. Her work has already started to make a difference. For example, we recently launched the Massachusetts Community Climate Bank, which is the nation’s first green bank dedicated to affordable housing.

Earlier this year, we announced $50 million in decarbonization grants for low- and moderate-income housing. I also proposed and signed into law an investment of 1 percent of our state budget to our energy and the environment agency for the first time ever. That includes $30 million for the Massachusetts Clean Energy Center to support wind technology, clean homes, and workforce training programs in the clean energy industry, and $4.8 million for a decarbonization clearinghouse for energy efficiency, electrification, and storage. To increase our clean energy sources, we filed a draft RFP for the largest offshore wind solicitation in Massachusetts history, launched a commission dedicated to ensuring equitable and effective siting of clean energy, and developed a map of every possible parcel suitable for hosting solar. Throughout all of this work, environmental justice will be key. We have an opportunity to right past wrongs. To accomplish this, we are also staffing up all of these agencies with a new position specifically dedicated to environmental justice, equity, and outreach.

Will you discuss your administration’s focus on improving education in Massachusetts and reforming K-12 education?

The first free public school in America was established in our state almost 400 years

ago and public education has been guaranteed ever since. Today, we need an equal guarantee for our children – that we will continue to offer not just an education, but the best education. That’s why our FY24 budget includes:

• The largest dollar-amount increase in K-12 education funding ever in our state’s history, including fully funding the Student Opportunity Act.

• $172 million in permanent funding to provide universal school meals for public school K-12 students.

• The creation of MassReconnect – our free community college program for students over 25 without a degree – along with funding for early college and career opportunities, apprenticeships, job training, and more pathways into good jobs in the new economy.

• $46.4 million for Early College and Innovation Career Pathways to help connect students with applied, hands-on work experience and an opportunity to find their passions.

• More resources to address the growing behavioral health needs of our schools and their communities.

I also believe that education starts before kindergarten, and that’s why we’ve made historic investments in early education and care. Our budget includes $475 million for childcare providers through the Commonwealth Cares for Children grants and $71 million to increase childcare slots for income-eligible families and put us on a path to universal Pre-K.

We’ve also recently proposed an updated draft of the comprehensive health and physical education curriculum framework to the Board of Elementary and Secondary Education. The LGBTQ+ inclusive, medically accurate and developmentally – and age-appropriate framework outlines guidelines for health and physical education for PreK-12 public school students in Massachusetts and would revise DESE’s existing Comprehensive Health Curriculum Framework, which was last updated in 1999.

How is your administration addressing the issue of food security and resilience across Massachusetts?

Food security is essential for the health and well-being of our students, which is why we delivered $171 million for universal school lunch in our first budget. Aligned with our goals to stabilize, heal, and transform our education system, this funding will ensure

Healey-Driscoll Administration files Fiscal Year 2024 budget which included tax relief and creation of the Executive Office of Housing and Livable Communities

Governor Healey commemorates 10th anniversary of the Boston Marathon bombing, watches B.A.A. 5K

that students can focus on their classes in school, instead of where their next meal is coming from.

Earlier this year, we were also proud to be the only state in the nation to provide a three-month off-ramp when the federal government ended expanded SNAP benefits. This program gave families 40 percent of their previous federal benefit to help soften the transition.

We recently awarded over $26.3 million in grants to strengthen Massachusetts’ food supply system and mitigate future food supply and distribution disruption issues. This will fund 165 projects through the Food Security Infrastructure Grant (FSIG) Program. FSIG was created to combat urgent food insecurity resulting from the COVID-19 pandemic. Our budget also makes this program permanent for the first time so that our farmers, food banks, and other food supply chain organizations can count on this funding in the years to come. The Lieutenant Governor and I spent weeks traveling around the state after the summer floods assessing damage at farms and discussing recovery and mitigation efforts. The FSIG program is designed to ensure farmers and other local food producers are better connected to a strong and resilient food system. For the first time in the history of this program, we prioritized projects that support organizations impacted by drought or extreme weather events.

How critical is a strong public-private partnership in Massachusetts and will you highlight your working relationship with the business community?

I am a strong believer in the power of public-private partnerships and working together with our local businesses to move Massachusetts forward. Our administration is

committed to partnering with businesses to lengthen our lead across industries like clean energy, medical innovation, and education. This is essential to keeping Massachusetts competitive.

We depend on our business leaders for creating jobs, supporting tax revenues, and investing in our communities. They are also our direct connection to learning about what our local economies need. Every business owner and CEO we talk to has a story to tell about the challenges of finding, attracting, and retaining talent; about the impact of high housing costs on employees and hiring; about the need for reliable public transit – and we are committed to addressing all of these issues.

It is why we launched MassTalent, an initiative to streamline job trainings throughout the Commonwealth to help employers find skilled employees here in Massachusetts. We also created MassReconnect, which funds free community college for people over the age of 25-years-old to help jump over hurdles and strengthen our workforce.

We are committed to building and sustaining a competitive business climate in Massachusetts. Our vision is a state where everyone can build a life, grow a business, and thrive. We are a leader in key innovation sectors, and on many quality-of-life issues and public services. But this is no time to rest on our laurels. We want to lengthen our lead, and we can only do that by working and competing together to meet this moment.

As you look to attract new industries and businesses to Massachusetts, how do you define the Massachusetts advantage?

Massachusetts is an amazing place to live, work, start a business, grow a family, and build a future. We’re home to world-renowned

healthcare, research and educational institutions, and a vibrant arts and culture sector. We’re on the cutting edge of life sciences, clean energy, business, and innovation. This is a legacy of greatness – we’re the birthplace of the first state constitution, the first public school, the first public library, and marriage equality. And importantly, we’re going to protect freedom and civil rights. This is part of our competitiveness. Employees and customers alike want to know that their elected leaders have their backs and that they can be their true, authentic selves without fear. That’s the Massachusetts advantage.

With so much gridlock and partisanship in Washington, DC, what do you feel are the key ingredients in getting action and achieving results?

I’m proud that the Biden-Harris Administration, with strong support from the Massachusetts Congressional delegation, has delivered historic investments in infrastructure, life sciences, internet access, and much more. President Biden has led historic bipartisan victories that have allowed Massachusetts to compete for federal dollars that we can use to improve our state. In an effort to build on our relationship with the federal government and ensure that we have direct connection to our partners in DC, I created a Director of Federal Funds and Infrastructure. This allows us to meet the moment that we’re in as a nation and achieve tangible results for the people who live, work, and enjoy Massachusetts. For example, we are about to submit a $1.45 billion application for federal infrastructure funds to support construction of two crucial bridges connecting the rest of the state with Cape Cod.

What do you see as the keys to effective leadership and how do you describe your management style?

As a lifelong athlete, Team Massachusetts has been my favorite team yet – all of us working together to help deliver on our goals of making our state more affordable, competitive, and equitable. One of the virtues I’ve held onto over the years is my commitment to teamwork and collaboration – from the basketball court to the courtroom and now the corner office.

What are your thoughts on being the first woman and first openly LGBTQ+ person elected Governor in Massachusetts history?

I’m proud to be the first woman and the first LGBTQ+ person to be Governor of Massachusetts. I’m also proud to be a part of one of the first all-women Executive Office teams in the nation with our Lieutenant Governor, Kim Driscoll. And we know we won’t be the last. Representation matters. Seeing is believing. When we have more people in leadership positions who reflect the people we serve, we get better policies and better laws and better work done. My hope is that we can inspire other young girls and LGBTQ+ people and show them that they can do anything they set their minds to. See it, believe it, be it!•

Governor Healey visits Community Day Early Learning Center in Lawrence

Timeless Elegance

EDITORS’ NOTE As a child, Frédéric Panaïotis spent much of his time in the small Champagne vineyards of his grandparents, sampling the fruits of their labor. His professional career began with a compulsory training period at the Comité Interprofessionnel du Vin de Champagne, where he studied the méthode champenoise process in general and wine clarification in particular, including fining, filtration and riddling. Over the years, Panaïotis returned several times to the Comité, subsequently specializing in the interaction of cork and wine, and training the professional panel on different tasting procedures. His winemaking apprenticeship included appointments in France and California. Panaïotis graduated from the Institut National Agronomique Paris-Grignon with a specialization in Viticulture-Oenologie, followed by a degree from the Ecole Supérieure d’Oenologie de Montpellier. He joined Champagne Ruinart in 2007 as Chef de Caves. In this position, he has the responsibility of creating the blends, from the non-vintages Blanc de Blancs and Rosé to the prestige cuvees of Ruinart, Dom Ruinart and Dom Ruinart Rosé. He also plays a significant role in the communication efforts of Champagne Ruinart, travelling extensively to international markets.

COMPANY BRIEF Ruinart (ruinart.com), the world’s first champagne house, has been a symbol of French art de vivre since it was founded in 1729. For nearly 300 years, Maison Ruinart has passed down time-honored savoirfaire through generations, supporting local craftsmanship and showcasing artistic talent while remaining firmly committed to continuous innovation. Engaged with the major challenges of its time, Ruinart is deeply committed to protecting the environment.

Will you highlight the history of Ruinart and what have been the keys to Ruinart’s ability to stay relevant through the years?

We are the first house dedicated to the production of champagne, and at the same time the company has always been innovative and disruptive: the first house to ship Rosé champagne in 1764; the first house to use wooden cases which at the time was not done; the first house to use “Crayères” – natural cellars classified as a UNESCO World Heritage Site. We were also the first house to have an artist commit to make advertisements for our champagne, famous Czech artist, Alfons Mucha, in 1896.

The mix of tradition and modernity has always been in Ruinart’s DNA. This has allowed us to remain relevant through the

centuries, and we continue to focus on innovation with our packaging and our commitment to sustainability. With packaging, luxury used to be thought of in terms of weight and size, but we approach it differently with packaging that is very simple and beautiful, as well as completely recyclable and sustainable.

We are always looking at the future and how we can stay ahead and continue to be an industry leader.

Ruinart is known for its craftsmanship. How is technology impacting the production of champagne?

I think that there is a misconception about craftsmanship. You can be a craftsman using the most modern tools and, with wine which is so difficult to make, it is necessary to use technology. We use a lot of data to know exactly what is happening throughout the process. The craftsmanship comes with the strength of our team and the development of our palate. We invest in training and are constantly learning and growing. I believe that craftsmanship is the mix of technology and the human touch.

Where do you see growth opportunities for Ruinart?

We are very strong in France – that is how the house reestablished itself. Many people do not know that the house almost went bankrupt in 1946. There was no money and we had two

Frédéric Panaïotis

An Interview with Frédéric Panaïotis, Chef de Caves, Champagne House of Ruinart

2010 Dom Ruinart (above); 2018 Ruinart Blanc Singulier (top right)

customers – imagine that, only two customers, and one of them was not paying the bills. We were producing a total of 10,000 bottles, and the brand nearly disappeared. The person who was overseeing the brand at the time, who was 26 years old, knew that the focus needed to be on the French market, so we sold our wines in France.

When I joined the company over 16 years ago, 75 percent of our wines were sold in France. We did not want to put all of our eggs in one basket, so we focused on growing the business in other markets. We have a lot of potential outside of France, and I would mention two markets in particular where we are currently underrepresented, and those are the United States and Japan. We see strong potential in these two markets in the coming years.

How challenging is it to differentiate in the industry and how do you describe the Ruinart difference?

I think that we have a major advantage which is our history and heritage, coupled with our innovation and creativity. An example is the investment we made in our bottle which is now so recognizable as Ruinart. We continue to reinvent ourselves, such as our focus on climate change and sustainability which are more and more relevant for our consumers.

Ruinart has a timeless elegance – when you visit our winery, we have beautiful cellars and you can experience the history of Ruinart while seeing how we are investing for the future.

Do you feel that champagne is wellunderstood by consumers for being more than just a celebratory wine?

We have no interest in losing the celebratory aspect of champagne, since it is an important way to introduce Ruinart in less mature markets where the celebratory aspect of champagne will be an important part of entering that market. Having said that, it is unfortunate that champagne is often not viewed as a true wine, meaning one that can age and that pairs amazing with food. We are working to build awareness around

this message to show the consumer all of the aspects and qualities of champagne.

Will you elaborate on Ruinart’s commitment to sustainability?

It is simple for us since everything is born in the vineyards and in nature. If we cannot manage to keep some stability in the conditions to grow grapes, there will no longer be a house of Ruinart. It is critical for Ruinart, it is critical for everyone in the Champagne region, and it is increasingly critical for everyone in the world.

As we continue to invest in sustainable practices, we are proud to introduce our first new cuvee in 20 years – Blanc Singulier. A singular expression of Chardonnay, revealed by a changing climate, Ruinart Blanc Singulier was conceived to bear witness to the climate variations our vines endure, while showcasing my team’s savoire faire and ability to recraft Chardonnay. Blanc Singulier is a permanent addition to the Ruinart portfolio and will consist of a collection of singular editions, representing the climate conditions of a particular year, each to be enjoyed uniquely.

What has made Ruinart so special for you?

The position of cellar master is a position you keep for a long time. In the wine and spirits business, it takes time to build things. You create something, put it in reserve, let it age – this takes time. We are guardians of the temple, and it is our responsibility to prepare Ruinart for the next generation. You never get tired of this job – every harvest is different, and every day is new.•

Dom Ruinart vineyard (above); Dom Ruinart “Crayères” – natural cellars classified as a UNESCO World Heritage Site (below)

WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS

On the Leading Edge

EDITORS’ NOTE Paul Hobbs is a world-renowned winemaker. In 2013, Forbes magazine referred to Hobbs as “The Steve Jobs of Wine.” He has been twice named “Wine Personality of the Year” by Robert Parker of The Wine Advocate . Over his 40+ year career, Hobbs has received more than ten 100-point scores across his portfolio – a rare feat that places him in the top echelon of the world’s winemakers. Regarded as an international visionary for his accomplishments in the vineyard and winery, Hobbs combines his childhood roots on the family farm in Western New York with an innovative scientific approach to refine the art of winemaking. He is recognized across the globe for breaking with tradition and forging new paths in the pursuit of excellence, both in stewardship of the land, and the crafting of wines that represent the purist concept of place – leading the way in the early ’90s’ as a pioneer of site-specific, vineyard designate wines. In 1979, he was appointed a member of the inaugural Opus One winemaking team joint venture between Robert Mondavi and Mouton Rothschild of Bordeaux. Later, a first trip to Argentina in 1988 marked the beginning of what today has become a highly consequential South American winemaking career. Prominently featured in Ian Mount’s The Vineyard at the End of the World: Maverick Winemakers and the Rebirth of Malbec, Hobbs is recognized for his legendary status as the pioneer winemaker who played the leading role in launching the variety’s rise to fame in the U.S. market. Today, Hobbs is owner and vintner for eight wineries around the world: Paul Hobbs Winery, Crossbarn, and HOBBS (Sebastopol, California), Hillick & Hobbs (Finger Lakes, New York), Viña Cobos (Mendoza, Argentina), Crocus (Cahors, France), Yacoubian-Hobbs (Armenia), and Alvaredos-Hobbs (Galicia, Spain). Hobbs graduated from Newfane, earned his BS in chemistry from the University of Notre Dame, and his MS in viticulture and enology from the University of California, Davis.

WINERY BRIEF Inspired by his upbringing on a family farm, pioneering winemaker Paul Hobbs established his namesake winery in 1991

after working with some of the world’s greatest vintners. From establishing his Katherine Lindsay Estate in 1998 to commissioning renowned architect Howard Backen to design the accompanying buildings, he has always been relentless in his pursuit of excellence. Today, Paul Hobbs Winery (paulhobbswinery.com) embodies Hobbs’ belief that meticulous care in the vineyard and minimal intervention in the cellar yield world-class, sitespecific wines.

Did you know at an early age that you had a passion to work in the wine industry?

The answer is no. I grew up in an environment that was devoid of alcoholic beverages in general. Wine wasn’t a big part of my early life, and my parents even made a pact that alcohol wouldn’t be served at the dinner table. We were in farming, but we were not in a well-known grape growing region, so wine was not on my radar. My father was the person who steered me in the direction of the wine industry when he started making trips to the Finger Lakes where

Paul Hobbs

An Interview with Paul Hobbs, Founder, Owner, and Winemaker, Paul Hobbs Winery

Paul Hobbs inspects incoming cabernet sauvignon fruit (above); 2018 Paul Hobbs Cabernet Sauvignon, Coombsville (top)

he met Dr. Konstantin Frank who had one of the most prestigious wineries in the Finger Lakes. My father decided we would convert some of the apple orchards on our farm to grapes, and he decided that this was something his second oldest son, namely me, would be best suited to do.

So, I learned how to plant vineyards, but at the time I was only doing this for my father as my career goal was to become a medical doctor. My father signed off on me taking a wine-appreciation course while I was in college at Notre Dame, and after graduation I enrolled at U.C. Davis and took an apprenticeship at Robert Mondavi Winery while studying oak extracts in 1977. A year later, I took a fulltime position with Mondavi and at that time, Opus One, the collaboration between Mondavi and Mouton-Rothschild, was just getting off the ground. When Mr. Mondavi appointed me to the inaugural Opus One team in 1979, I was hooked.

What led you to create your own brand?

I was technically trained, and I understood the chemistry of wine which set me apart from many other people working in the industry. As I continued to gain experience and grow, I felt that I had an advantage and could take what I learned at Mondavi, as well as what I learned at SIMI Winery where I worked following my time at Mondavi, and go out on my own.

It is hard to start your own business since it is so capital intensive, and this is what led me to South America. A first trip to Argentina in 1988 was the beginning as I met and eventually partnered with Nicolas Catena of Bodega Catena Zapata, and was able to help pioneer the renaissance of the country’s signature grape, Malbec. This partnership eventually led to the start of Paul Hobbs Winery.

How has technology impacted the winemaking process?

Technology has heightened our level of craftsmanship by giving us more control in the field and winery. We can better measure the impact of something that we do in real time. It enables us to monitor and dial something in outside of simply tasting – we can analyze all critical aspects of the process. However, this does not replace the craftsmanship that is required to make great wine. We use technology to enhance every aspect of the winemaking process.

Will you discuss Paul Hobbs’ commitment to sustainability?

We know that there are places that have been farmed for over 6,000 years that are still producing beautiful wines, and you have to give back to nature. We want our vines to have a long life, and to do that you need to invest the time and resources to be sustainable. We believe it is vital to take care of what takes care of us.

How critical has it been to build the Paul Hobbs team?

This is one of the toughest things to do because you can’t build a company for the long run without great people, and you can’t do it all yourself. In the early years, I would train someone, but they would get hired away which is very frustrating. As the company has progressed, and especially over the past ten years, we have found stability in our leadership team because of the strong culture we have built which has been huge for the business. Having the right talent allows us to make better wines and to be a better company.

Do you take moments to reflect and celebrate what Paul Hobbs has become over the past 30 years?

To some degree, but not too much. We are having fun and have a lot of ideas for the future, but our team is always focused on trying to be on the leading edge of what is possible. I enjoy reflecting together with people who have been with me for 20 to 25 years to take account of where we are and to be thankful for our success. We feel blessed to be working in a place which has stability and allows us to do what we enjoy.

We also want to always be hungry and scrappy, and to stay on top of what consumers want – we pay attention to how trends are shifting so that we will continue to lead in the future.•

Paul Hobbs Winery in Sebastopol, California (above and top)

HOSPITALITY HOSPITALITY

The Future of Luxury Travel

EDITORS’ NOTE Tina Edmundson is President, Luxury at Marriott International, Inc., the world’s largest hospitality company, which includes some of the most iconic brands in travel. In this newly created role, Edmundson is responsible for overseeing all aspects of Marriott International’s strategy as it pertains to the company’s portfolio of luxury brands, including The Ritz-Carlton, Ritz-Carlton Reserve, BVLGARI Hotels & Resorts, St. Regis Hotels & Resorts, EDITION, The Luxury Collection, JW Marriott, and W Hotels Worldwide. In her previous role as Global Brand & Marketing Officer, Edmundson oversaw the development and execution of all aspects of the company’s global brand and marketing strategy, ensuring that a portfolio of 30 diverse hotel brands, in addition to the innovative Marriott Bonvoy travel platform, remained distinct and relevant. She shares her knowledge and expertise through numerous Board appointments, including the Marriott International Luxury Brand Council, Bulgari Hotels JV, Condé Nast Traveler Advisory Board, and Amazon Customer Advisory Board. Edmundson is a graduate of the University of Bombay, India, and earned her MBA in Hotel & Restaurant Administration from the Conrad N. Hilton School at the University of Houston.

COMPANY BRIEF Marriott International, Inc. (marriott.com) is based in Bethesda, Maryland, and encompasses a portfolio of nearly 8,600 properties under 31 leading brands spanning 139 countries and territories. Marriott operates and franchises hotels and licenses vacation ownership resorts all around the world. The company offers Marriott Bonvoy®, its highly awarded travel program.

Will you provide an overview of your role and areas of focus?

I was recently appointed as President of Luxury for Marriott International. This is a newly created role that not only signifies our company’s commitment to the luxury sector, but I also think speaks to the strength and bright future of luxury travel overall. In this role, I am overseeing all aspects of Marriott’s strategy as it relates to our luxury brands portfolio, which includes The RitzCarlton, Ritz-Carlton Reserve, BVLGARI Hotels & Resorts, St. Regis Hotels & Resorts, EDITION, The Luxury Collection, JW Marriott, and W Hotels Worldwide. Top of mind for me is driving

operational excellence across our portfolio, thoughtfully growing our brands in relevant destinations, exploring white space opportunities, and continuing to evolve our guest experience. I’m also particularly excited about pursuing creative partnerships and collaborations which can help provide unique moments and opportunities for our guests.

How do you describe Marriott’s culture and values?

In just a few words, I would say inclusive, welcoming, and innovative. These are some of the core values the company was built on and they continue to shape our culture today. We are a company that puts people first, whether it’s our associates or our guests, and we really strive to create environments, both on-property and above, that reflect this point of view. I’m also particularly proud of the work our company does when it comes to corporate and social responsibility as well as giving back and bettering the communities in which we operate which is central to our company’s DNA.

Will you highlight Marriott’s portfolio of luxury brands?

Spanning all corners of the world, Marriott International’s luxury brands portfolio offers a boundless network of nearly 500 landmark hotels and resorts in 67 countries through The Ritz-Carlton, Ritz-Carlton Reserve, BVLGARI Hotels & Resorts, St. Regis Hotels & Resorts, EDITION, The Luxury Collection, JW Marriott, and W Hotels. We also have more than 200 luxury brand hotels in the pipeline. In 2023, we are slated to debut around 35 luxury hotels and resorts – some of our recent openings include The St. Regis Kanai Resort, Riviera Maya; The Ritz-Carlton, Melbourne; JW Marriott Madrid; JW Masai Mara Lodge; W Budapest; and The Rome EDITION. Still to come in 2023 we are slated to open The Ritz-Carlton, Portland, the brand’s first hotel in America’s Pacific Northwest; debut the St. Regis brand in Saudi Arabia with a property in Riyadh; and unveil a complete transformation of W Union Square in New York, among other openings.

Where so you see the greatest opportunities for growth for Marriott’s luxury brands?

There is tremendous opportunity for all of our luxury brands when it comes to growth, and we are always looking for the right opportunities for our individual brands. There are many gateway cities where we might only have one or two of our

Tina Edmundson

An Interview with Tina Edmundson, President, Luxury, Marriott International, Inc.

The St. Regis Kanai Resort, Riviera Maya

luxury brands present, so I still see a lot of room for us in some of the world’s most iconic locations. For example, we have announced that we will open a St. Regis in London, which is a fantastic fit for St. Regis’ distinctive take on modern glamour. We’ve recently had a bit of a boom in Australia, which is exciting. I was in the country earlier this year for the debut of The Ritz-Carlton, Melbourne and we are set to debut W Sydney later this year. In 2021, we debuted The Tasman, a Luxury Collection Hotel in Hobart, and we are slated to bring The Ritz-Carlton and St. Regis brands to Australia’s Gold Coast in 2026. We are also always looking to grow in locations that we believe represent the future of luxury travel. The Ritz-Carlton, Fukuoka, which opened just last month, is a great example where we brought the first luxury hospitality product to a destination that is really poised to take off. Additionally, upcoming debuts such as The St. Regis Belgrade and Freedom Square, a Luxury Collection Hotel, Tbilisi in Georgia are set to spark growth for those markets.

How are Marriott’s luxury brands defining the future of travel?

We are continually innovating and looking to give guests new ways to experience and explore the world through our brands, while providing them with exceptional service and opportunities for cultural immersion. This past spring, we debuted our first luxury safari property, JW Marriott Masai Mara Lodge, in Kenya’s Masai Mara National Reserve. The lodge features 20 private tents and truly draws guests into the local environment and culture. Based on its success, we’ve already announced JW Marriott Serengeti Lodge, slated to debut in 2026 in Tanzania. In October 2022, we also celebrated the launch of Evrima, our first superyacht from The Ritz-Carlton Yacht Collection. This intimate-sized vessel gives our guests a whole new way to experience the iconic Ritz-Carlton brand while enjoying a variety of ports and shore

excursions that have specifically been designed to highlight what is unique and special about the destination. We are also expanding The Ritz-Carlton Yacht Collection fleet with two new superyachts, Ilma and Luminara, slated to debut in 2024 and 2025, respectively.

What are the keys to providing a true luxury hotel experience today and how critical is personalized service in delivering this experience?

The strength of the luxury product on the market now is incredible, and the guest is winning as the level of design, quality of food and beverage, and amenities offered continue to reach new heights. What this means is that everything I just mentioned – a modern product, a well-appointed guest room, thoughtful programming, and desirable culinary offerings – is tablestakes. The most important differentiator today is anticipatory and highlypersonalized service. Even the best product will fall flat if the service provided is subpar. We know that bespoke service is what can truly make a stay memorable and helps create an emotional connection. We have many stories across our brands of the ways our associates have gone above and beyond for our guests, but it’s also the little moments that can make a big difference, such as marking the page of an overturned book with a bookmark or knowing how a guest likes their morning coffee.

Will you discuss Marriott’s focus on providing its guests with transformative and culturally immersive experiences?

The global luxury traveler is continually evolving, and we know what this traveler wants today are transformative and culturally immersive experiences. This has been brought on by a shifting mindset as a result of the pandemic, as well as by Millennials and Gen Z who desire more experience-driven luxury. We are seeing our guests take a more considered, intentional approach to their travel. They want to foster a deeper connection to

the places they visit, getting to know the people, history, cuisine, and culture. A great example of how we are achieving this is through the recently debuted Rissai Valley, a Ritz-Carlton Reserve, located in Jiuzhaigou, China, a valley on the edge of the Tibetan plateau in the country’s Southwestern Sichuan province. The Jiuzhaigou Valley is a UNESCO World Heritage Site and World Biosphere Reserve, so as a destination it offers an almost untouched natural environment in addition to a rich culture and history. The Reserve portfolio was specifically designed to provide highly immersive cultural experiences that are rooted in human connection, so at Rissai Valley, guests have a distinct sense of place from the moment they arrive and are welcomed with a Zhaxi Dele Tibetan blessing ceremony. The property also has a team of local Tibetan culturalists, linguist artisans, and healers who seek to bring to life the area’s ancient culture, as well as to help create a true connection between guests and the people of Jiuzhaigou. Linking guests to the surrounding villages, the hotel offers Tibetan home visits, incense workshops, nature Yoga and meditation. The destination also informs the hotel’s architecture and design, culinary offerings, and spa and wellness programming, all which incorporate the history and traditions of Jiuzhaigou.

Do you feel that there are strong opportunities for women in leadership roles in the hospitality industry?

Female leaders play an incredibly important role across hospitality, and I would say that over the last couple of decades the entire sector has made great strides in this respect. I feel particularly proud that this is an area where Marriott International has long led the charge, having a substantive history of supporting and growing female leaders. For more than 20 years, Marriott has supported a women’s leadership development initiative, and in fact, since 2000, the representation of women in senior management roles across our company has tripled. Today, 45 percent of Marriott’s global executives are women and 53 percent of our global workforce is female. Additionally, roughly half of our company’s senior leadership team is female, which in addition to my role, includes our Chief Financial Officer, Chief Communications Officer, General Counsel, Chief Customer Officer, and our President of Greater China. I do believe that we continue to need more female General Managers, which I am committed to supporting.

You have spent over 25 years in the hospitality industry. What has made the experience so special for you?

I often talk about the fact that we are so fortunate to work in an industry that is focused on creating indelible memories for our guests and helping them celebrate life’s most meaningful moments. Besides the opportunity to explore new destinations and engage with different cultures, which I love, the people are really what make hospitality so special and unique. Over the years, I feel lucky to have met so many interesting individuals around the world and it’s amazing to feel like you are truly part of a global community focused on elevating experiences. I think that people who work in hospitality at any level are inherently warm, gracious, and caring, and it’s been a joy to make friends in all corners of the world.•

Fig Tree Lounge at JW Marriott Masai Mara Lodge

Real Life Magic

EDITORS’ NOTE Maggie Hardy has been a part of Nemacolin since its beginning in 1987, continually reinvesting her creativity and innovative imagination into Nemacolin for more than 35 years. Since 2002, she has been leading the team as owner and CEO of Nemacolin, and she has overseen 84 Lumber since 1992. Her energetic approach, aggressive goals, and spirited vision have been critical success factors in the operation and growth of the resort. She inherited her father’s mindset that “nothing is impossible” and has embraced that perspective to make “Real Life Magic” a part of Nemacolin’s approach in curating one-of-a-kind, elevated experiences and luxury stays for guests and members. With recent resort recognition in Vogue , the Daily Front Row, Golfweek, Golf Digest, Forbes Travel Guide , Condé Nast , Travel + Leisure , Robb Report , Architectural Digest , and other publications, Hardy’s leadership has positioned Nemacolin to become a world-class destination for luxury travel. In her personal time, Hardy enjoys traveling, outdoor activities, fitness, and spending time with her son, PJ, and her dogs, Tootsie and Ajax.

RESORT BRIEF A getaway like no other, Nemacolin (nemacolin.com) has been creating magical moments in Pennsylvania’s Laurel Highlands since 1987. The four-season playground is nestled on more than 2,200 acres in southwestern Pennsylvania, showcasing a range of Forbes Travel Guide’s award-winning accommodations from the grandeur luxury of The Chateau and the modern sophistication of Falling Rock to the elevated luxury of The Grand Lodge (opening Fall 2023), The Homes, and The Estates. With magic all around, Nemacolin comes to life with show-stopping dining and lounges, two Pete Dye-designed championship golf courses, award-winning Woodlands Spa and Salon, Holistic Healing Center, Orvisendorsed fly fishing, and a collection of outdoor activities. Highlights include snow sports, shopping, wildlife experiences, art tours, magical seasonal events, and fun for all. Nemacolin celebrates and inspires with 35,000 square feet of space for meetings and special events, bringing the most magical moments to life from weddings to corporate retreats.

Will you discuss the history of Nemacolin and how the resort has evolved?

The history of Nemacolin begins with my dad, Joseph A. Hardy III, founder of the 84 Lumber Company. In 1987, he set out to buy a few acres near a lake or stream for me because I loved fishing and spending time in nature, and he wanted me to have a place where I could fish and enjoy the outdoors. Instead of purchasing a couple of acres, my dad fell in love with a former family hunting reserve, and he purchased a large portion of land with a lodge. This was the beginning of something truly magical, a lifetime project he and I shared in together.

Nemacolin has evolved over time, and in 1995 we added the Mystic Rock golf course, a staple of Nemacolin that went on to host the PGA Tour from 2003-2006. In that same year we also added a ski area, adventure center, and PJ’s Ice Cream Parlor, fondly named after my son PJ. Then in 1997, we opened the resort’s second hotel, The Chateau, which honored the 10th anniversary of my family’s ownership of Nemacolin.

As Nemacolin has continued to grow, we opened Falling Rock hotel in 2004 as the clubhouse for the PGA Tour’s 84 Lumber Classic. Since then, it has become a Forbes Five-Star and AAA Five-Diamond hotel – suffice to say our team at Falling Rock truly knows how to deliver luxury.

Nemacolin’s true evolution began in 2014, when we launched a $30 million resort-wide renovation. This project was a huge milestone for Nemacolin and at the time it was one of the largest ventures in the resort’s history, however now it doesn’t even come close to what we’ve accomplished and continue to build upon over these past three years and into the future.

We opened The Peak in 2021 with the intention of providing guests with a hub of adventure offering a year-round pool, entertainment stage, luxury cabanas, and indoor and outdoor recreation. In 2022, we celebrated the 35th anniversary of Nemacolin and earned 22 Forbes Stars for the third year in a row. Then in May of this year we opened Wisteria, which includes associate housing, a market, pub, and rec center. It’s a community that was specifically built for our associates.

Maggie Hardy

An Interview with Maggie Hardy, Owner & Chief Executive Officer, 84 Lumber, and Owner & Chief Executive Officer, Nemacolin

Falling Rock at Nemacolin

This fall, The Grand Lodge will open which will be absolutely amazing. Back in 1987 when my dad first discovered Nemacolin, there was this picturesque old lodge on the property which we are reimagining with all-suite accommodations, butler service, and surprises behind almost every door. The original lodge is an important part of Nemacolin’s beginnings and is the heart of the resort. We are excited to continue honoring this heritage by ensuring the lodge is a part of luxury hospitality for years to come.

What have been the keys to Nemacolin’s growth and leadership in the industry?

Nemacolin’s growth and leadership in the industry can be attributed to the passion and commitment of our associates as well as our unique approach to luxury hospitality. Nemacolin is truly unlike any other resort – we are a family, and when it comes to luxury hospitality, we think outside the box. It is this sense of whimsy and creativity that continues to make Nemacolin such a memorable and magical experience for our guests.

Nemacolin’s focus on luxury, fun, and extraordinary experiences is innovative and contemporary. We are a leader in the industry because we continue to be at the forefront of the conversation by listening to the needs of our guests and associates. With five incredible lodging options: The Chateau, Falling Rock, The Grand Lodge, The Homes, and The Estates on property, we leave nothing more to be desired. My own personal travel influenced much of the lodgings on property, and it is through experiencing fashion, art, and culinary creations on my travels that I’ve been able to appreciate what others are doing to provide luxury services and take note of the direction trends are heading in. This attention to detail and forward-thinking is a key aspect of Nemacolin’s evolution and leadership in the luxury hospitality industry.

How do you define the meaning of a true luxury hospitality experience today?

A true luxury hospitality experience in this day and age is all-encompassing – it begins with stunning rooms and suites and goes above and beyond to include incredible restaurants, stateof-the-art amenities and wellness services, worldclass activities, and much more. The truth is a luxury hospitality experience today means leaving no detail unnoticed. At Nemacolin, we look to inspire, delight, excite, anticipate, surprise, and take care of every guest and member visiting the resort. When you walk into our lobby, guests are inspired by the whimsical floral arrangements by acclaimed designer Ed Libby. We offer indoor and outdoor activities, world-class golf, clay shooting and fly fishing, a long list of wildlife adventures, retail shops, and art classes, with more than 84 choices during every guest’s stay. At Nemacolin, a true luxury hospitality experience means providing guests with unforgettable stays. Every corner of the property holds special surprises for our guests, and our associates go above and beyond to help our guests experience their own bit of magic.

How critical has it been to build the team at Nemacolin?

Building the team at Nemacolin has always been incredibly important to us – the Nemacolin family is made up of our world-class associates and the wonderful guests and members who frequent the property. Nemacolin was my dad’s passion project and a lifetime venture that we shared in together. In 2002, I assumed leadership of Nemacolin, and the Nemacolin team has continued to expand with my son, PJ Magerko Liquorice, serving as the vice president of brand strategy. The majority of the associates who work at Nemacolin live within a 45-minute radius of the resort, so Nemacolin is a true reflection of our surrounding community. The associates are the heart and soul of Nemacolin, and supporting our team members is incredibly important to us. Our associates

contribute and maintain excellent service for our guests and members every day, and the magic of Nemacolin would not exist without our associates supporting our mission. We recently launched one of the nation’s largest residential communities for resort associates, Wisteria, in support of our associate family. The team at Nemacolin begins and ends with our associates, and they were my inspiration in creating Wisteria and my hope is to provide a welcoming neighborhood that will continue to develop a wonderful community of associates. Nemacolin would not be what it is without its associates, our team Nemacolin, and as we continue to expand and grow, we look to do the same with our associate family as well.

Will you elaborate on the creation of Wisteria and how it will support the wellbeing of Nemacolin’s associates?

Family is everything to us here at Nemacolin. We have been welcoming guests and members to the resort for over 35 years, and as our family has grown, what has remained at the center is our associates. I am inspired by my associate family, and my vision for creating Wisteria was to ensure that all our associates have a wonderful neighborhood to call home. My hope is that Wisteria will be a home base and community for our associates, which provides them with greater housing options, a full-service market, a state-of-the-art rec center, and casual eats from The Pub. Many of our associates have traveled to join the Nemacolin team and are far from home. By listening to the feedback of our associates on the market goods that are sold, and the pub dining options available, we hope to provide them with a taste of home cuisine right here at Nemacolin. With Wisteria, we want them to feel that this is their home, away from work, and equipped with all the best amenities to return to in the comforts of their own space.

What are your priorities for Nemacolin as you look to the future?

I’m excited about the future of Nemacolin. We have a lot in store and in a couple of months we will be unveiling The Grand Lodge, an allsuite, elevated interpretation of the resort’s original lodge. We have invested in a thoughtful reimagination of the original lodge to celebrate the heritage of the property while also creating a contemporary build of the historic space. The accommodations are going to be breathtaking. The Grand Lodge will feature 56 butler-serviced suites, personalized amenities, new restaurants and bars, and new spaces for guests and members to enjoy. The moment guests arrive under a glass porte cochère, they are greeted by a dedicated butler team. The stunning lobby features a grand split staircase, crackling fireplace, sumptuous furnishings, and upscale decor infusing the luxurious and magical elements that Nemacolin is known for. The Grand Lodge reimagination is a bridge between the treasured antiquity of Nemacolin and the future landscape of hospitality and luxury. In pursuing this transformation, we hope to provide guests and members with a relaxing and revitalizing space that will honor the property’s history. In the following months, we are also reimagining our notable Italian restaurant, Barattolo, and The Tavern, as the property continues to evolve and our vision grows.•

The Grand Lodge at Nemacolin

HOSPITALITY HOSPITALITY

A Collection of Collections

EDITORS’ NOTE In July 2020, Trey Matheu was appointed to his current position as Managing Director of Nemacolin. He originally joined the property as director of lodging in May 2002. During his career, he served in several senior positions in the hospitality industry, including Food and Beverage Manager at the Keystone Resort in Colorado, Resident Manager at Jackson Lake Lodge in Wyoming, and Resident Manager at Snake River Lodge & Spa, also in Wyoming. He holds a bachelor’s degree in history from Pennsylvania’s Lafayette College.

Will you provide an overview of Nemacolin and what guests can expect when visiting the resort?

The property is completely unlike any other resort, offering guests an environment where luxury meets whimsy, and what we’re really all about here at Nemacolin is fostering memorable and magical moments for every guest and member that stays with us. The resort is really a campus – we are located on over 2,300 acres, with five distinct lodging options that cater to everything from multigenerational and family style accommodations to couples on a search to get away from it all. I think the thing I have always enjoyed about the property is how it has grown organically. To really describe Nemacolin, I use the term “a collection of collections.” We collect and display everything from a world-class art collection to an airplane and car museum, to exotic animals, to a myriad of activities that include 18 incredible restaurants and lounges; two Pete Dye-designed championship golf courses; the award-winning Woodlands Spa and Salon; a Holistic Healing Center; Orvis-endorsed fly fishing; and a collection of outdoor activities. And our activities are featured year-round. In the winter, we host everything from downhill skiing to a yearround heated pool to dog sledding. This year, we have converted an indoor space to add a ninja warrior type of activity for those days when there is inclement weather.

You had been at Nemacolin, moved on to other properties, and returned to Nemacolin. What excited you about the opportunity to come back to Nemacolin?

Nemacolin is truly a family and returning here was like coming home. Nemacolin has always been an integral part of my career history and I am proud every day to work alongside some of the most incredible people in the hospitality industry. Coming back to the resort, I was most excited about the innovative and pioneering atmosphere of the property. Nemacolin is a trailblazer in luxury hospitality, and I am constantly inspired and invigorated by my Nemacolin team. Right now, I’m most looking forward to the upcoming opening of The Grand Lodge. The reimagination is a remarkable feat and I can’t wait for guests and members to experience all the accommodation has to offer from a new restaurant and lounge to 56 incredible suites designed to highlight various magical themes. How valuable has it been in leading the property to have an owner who is focused on continuous improvement and investment in the resort?

Nemacolin’s reputation as a pioneer in the hospitality industry can be attributed to Maggie Hardy’s invaluable expertise and passion for innovation and improvement. With Maggie at the helm, Nemacolin has always been at the forefront of the conversation. Her unconventional ideas help to retain Nemacolin’s whimsical character while also still pushing us forward into new and exciting opportunities. Maggie’s emphasis on supporting her Nemacolin family is unwavering and fosters an incredible drive and work ethic among associates which can be seen in the excellent care that is given to all our members and guests. One of my favorite quotes from her which has become the foundation of my own leadership style is, “I have two bosses – the guests and the associates.” All decisions are made with these two things at the forefront of our mind. From the creation of The Peak to the reimagination of The Grand Lodge to creating Wisteria as our associate community, she includes all aspects of Nemacolin in her plans for growth and expansion. It is an incredible honor and joy to lead Nemacolin with an owner like Maggie Hardy at the helm.

Trey Matheu

An Interview with Trey Matheu, Managing Director, Nemacolin

The Chateau at Nemacolin

What are some of the current developments taking place at Nemacolin?

There are a lot of exciting developments taking place at Nemacolin. In the fall, guests and members can look forward to the opening of The Grand Lodge. This transformation of the resort’s original lodge will offer impeccable butler service, unique amenities, and all-new dining and lounge experiences. An elevated interpretation of the resort’s original lodge, this accommodation will feature exclusive butler service, personalized amenities, and a new restaurant and bar. Our Nemacolin whimsy and magic continues with grand fourposter beds and fanciful boutique embellishments. The Grand Lodge features large bathrooms, many with freestanding soaking tubs, marble countertops and flooring, chandeliers, and elegant gold and brass accents that will create a luxurious atmosphere where guests can unwind after an activityfilled day. The reimagination of The Grand Lodge is Nemacolin’s tribute to the resort’s incredible heritage and paves the way for the future of luxury hospitality. We are also beginning the reimagination of iconic Nemacolin dining venues Barattolo and The Tavern, which have many surprises in store for guests and members upon their respective completions. In addition, we keep adding to our activity offerings – including an obstacle course and a new zip-line highlighting the beauty of the Laurel Highlands.

Will you highlight Nemacolin’s commitment and investment in its associates?

Nemacolin’s commitment and investment in its associates is most evident in the associates only community, Wisteria, which was completed this past spring. Equipped with state-of-the-art amenities and top of the line produce and groceries, Wisteria offers associates housing, The Market, The Rec Center, and The Pub. Produce for The Market is sourced both locally and internationally to provide all of Nemacolin’s associates with the items they need without requiring a visit to specialized markets. The property now has over 200 housing options for associates from townhomes to shared apartments to individual patio homes. The Wisteria community is both a commitment to the current team as well as an investment in the future of Nemacolin.

What advice do you offer to young people interested in building a career in the hospitality business?

The hospitality business is currently in the middle of a paradigm change. We are facing many obstacles to how the business operated in the past that is forcing us to redefine the way the business operates. The industry lost about one third of their employees post-pandemic. That number is slowly shrinking, but an entire generation of mid-level managers were lost. This may possibly be the most opportunistic time to start a career in the last 20 years. My best advice is to always be open and learning no matter what stage of your career you’re in. As hospitality professionals, providing impeccable service is a must. Part of that is listening to any and all feedback and implementing improvements based on that feedback. Whether from guests or your colleagues, you learn something new every day that can and should be instrumental to making you a better hospitality professional.•

“Nemacolin’s commitment and investment in its associates is most evident in the associates only community, Wisteria, which was completed this past spring.”

The Peak pool at Nemacolin

Woodlands Spa and Salon at Nemacolin

HOSPITALITY HOSPITALITY

Dream Makers Culture

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 Leading Hotels of the World where she held senior management positions and implemented the design of worldwide sales strategies and innovative marketing programs.

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 2023 Forbes Five Star Award and the 2023 AAA Five Diamond Award. Additionally, Acqualina has been named the 2023 #1 Beachfront Hotel in the U.S. by TripAdvisor and 2023 #1 Best Resort and #1 Best Hotel in the U.S. by US News & World Report USA Today awarded Acqualina as the 2023 Best Destination Resort.

What have been the keys to the strength and leadership of Acqualina?

We are constantly looking for ways to improve and offer something new to our guests and residents. We have made several enhancements to our guest experience throughout the years and continue to always look ahead as to what we need to enhance or create so that our customers feel they are getting great value and care. As an independently owned and operated property, we know it is important for ownership to be present and walk the grounds and interior spaces to see how we can make them better. We also know that it is important to have many team members in every area of the resort who have a great sense of service and who are recognized for their outstanding service.

The customer journey begins with providing luxury five-star service for each and every guest. Building our customer loyalty remains a strategic pillar for our business. For the resort, we have maintained 50 percent

repeat guests who produce 50 percent of the room nights for years. It is the personalization by the caring personalities of our team members which provide lasting memories for our guests. We also assist our team members with enhanced technology solutions, freeing up time for them to focus on the “WOW stories” and building a bond with our guests and residents. Employee engagement, together with technology, allow us to address how we further exceed customers’ expectations and make a lasting impression. We have created a sense of community providing a feeling of warmth and welcome, security, and luxury service. Our guests keep coming back because they enjoy the elevated level of comfort, amenities, and personalized service they experience while at Acqualina.

How do you describe Acqualina’s culture and values?

We follow the highest standards in everything we do. As a family-owned and operated resort, we remain agile and nimble and constantly innovate and bring new services and amenities. By unleashing the incredible capacity of our team to make a difference and by opening our minds to new designs and technologies and

by working together, we are making Acqualina an extraordinarily vibrant and safe place to live, stay or work.

We are bound by devotion to create a great living experience for our residents, guests, visitors, and team members. Our goal is to create exceptional experiences through happy motivated team members. We believe inspired team members deliver our customer dreams. We constantly strive to do better, and we trust, respect, and recognize each other’s talents.

Will you provide an overview of Acqualina and what guests can expect to experience when visiting the property?

Deborah Yager Fleming

An Interview with Deborah Yager Fleming, Chief Executive Officer & Partner, Acqualina Resort & Residences on the Beach

Acqualina Resort & Residences on the Beach front lawn

Spa Relaxation Lounge

Acqualina is built completely open to the sea with no barrier between our property and the Atlantic Ocean. Our outdoor setting is exceptional and makes one feel as though they have been transported to a Mediterranean island. Acqualina is reminiscent of a Mediterranean Villa atmosphere. Our gorgeous beachfront has over 20 outdoor living room settings in our signature red color on Seashore Paspalum grass. We have three sea level swimming pools, all featuring poolside cabanas, two that are family friendly and the third is for adults only. There is also Acqualina Spa, a 20,000 square-foot spa facility that is very special. The spa has an outdoor swimming pool and heated jet pool with a roman waterfall. There are indoor relaxation lounges. All the spa spaces are intimate and a visit to the spa makes you feel completely rejuvenated.

We have four destination restaurants including one that sits next to the sand called Costa Grill which is open all day and offers Floridian cuisine with Mediterranean influences. It is the perfect dining spot where our guests never feel rushed and are able to linger as long as they want. We also have the newlyopened Avra offering Greek and seafood cuisine, the iconic Il Mulino New York offering authentic Italian cuisine, and Ke-uH with exquisite Japanese food. All of our restaurants have outdoor dining options overlooking the Atlantic Ocean.

Will you discuss Acqualina’s focus on providing personalized service?

We have GEMs (Guest Experience Managers) assigned to each arriving guest and a Dream Makers Culture that empowers

our team members to customize the services based on our guests’ needs. We encourage our team members to identify what would make a guest’s experience extra special. And we recognize our team members for providing great service and reward them through our AcquaDollar program where they can accumulate AcquaDollars and cash them in for prizes, hotel stays, and U.S. dollars. The recognition and care of our employees is very important to us and every day there are team members who are acknowledged on our Employee App. Our ability to succeed is due to all our team members, those who interface with our customers as well as those who don’t have the opportunity to meet customers, yet still provide a valuable service to the operation. Everyone has an important role and is needed for us to achieve our success. Therefore, we are appreciative to all of our team members who deserve to be celebrated and recognized.

Acqualina is committed to continuous improvement. What is planned for the property as you look to the future?

We are working with designers to provide a gorgeous event space on our Mezzanine level adjacent to our board room. In addition, we will be redesigning our fitness center area and introducing a new wellness program called AcquaFit, which will bring new fitness classes, wellness, and nutrition programs as well as an array of branded apparel and fun merchandise. This fall we will also embark on a redesign of our restaurant space to create a sophisticated and chic dining space for breakfast as well as evening dining.

Will you provide an overview of the residences at Acqualina?

Our residential community is comprised of three developments all offering lavish amenities for residents and their families to enjoy. Acqualina started with Acqualina Resort & Residences on the Beach in 2006 where there are 188 residential residences. This was followed by The Mansions at Acqualina which opened in 2015 with 79 residences, and last year we opened The Estates at Acqualina with the debut of our South Tower offering 154 residences. This year we will open the North Tower which has 94 exquisite residences. The Estates features a 45,000 square foot amenity villa including a fitness center and spa with a halo therapy salt suite. There is an ice skating rink, a Formula One simulator, golf simulator, bowling lanes, a movie theater, and a Wall Street Trader’s Club room. In addition, there is a two-story speakeasy/residents club outfitted with a series of tiered seating and dance platforms with a bar and lounge and wine room. The grounds are full of beautifully curated gardens and feature multiple infinity pools, a FlowRider® for surfers, a basketball court, a romantic beachfront restaurant and bar. The South Tower and North Tower lobbies are designed by Karl Lagerfeld. The Estates marks the first and only interior design project in the United States for the late designer and reflects his iconic style and eye for detail, with custom features, finishes and furnishings inspired by the aesthetic of each space and the building as well as by the destination.

What do you tell young people about the keys to being successful in the hotel industry?

The hotel industry is great because you can start from an entry-level position or midmanagement and develop a wonderful career. The first step is to determine which path would be best to follow that will make you fulfilled and allow you to achieve your aspiration. The hotel business offers many different types of careers, and management is always looking to promote from within the organization. If you do a great job, you will get noticed. New positions are always presenting themselves for individuals that are looking for career development opportunities. The key is to understand the goals and the tasks required to be successful with the position you hold. If you stay committed and keep learning and improving your skills, you will be valued and on your way to a successful career. At Acqualina, we promoted 40 individuals in 2022, and in the first six months of 2023 we promoted 16 individuals.

Did you always know that you were attracted to the hospitality industry and what has made the industry so special for you?

I started my career in a hotel management trainee program, then went into hotel sales and marketing roles on property, regional and then in a corporate role always looking for ways to improve and create new opportunities for the companies I worked for and the customers I served. I have always enjoyed travel and hospitality and have spent most of my career positioning independent luxury hotels. I am inspired by an entrepreneurial mindset and creating new experiences without boundaries that result in remarkable moments individuals can enjoy.•

Avra Miami restaurant at The Estates at Acqualina

HOSPITALITY HOSPITALITY

Delivering Exceptional Experiences

EDITORS’ NOTE With more than 20 years of hospitality industry experience encompassing global sales and on-property leadership experience, Louise Bang has gained her expertise working for the world’s leading hotel groups, including Marriott International, The RitzCarlton Hotel Company, and Hilton International. She has vast international experience with a global approach to business, given her unique, in-depth understanding of various cultures and the hospitality industry derived from years of experience working with more than 20 countries. Bang is also tri-lingual in English, Spanish, and Danish, with understanding of Swedish, Norwegian, French, and some knowledge of Arabic. She earned a BS degree with first class honors in hotel and catering management from the University of Surrey and an Executive MBA from Cass Business School.

COMPANY BRIEF Marriott International, Inc. (marriott.com) is based in Bethesda, Maryland, and encompasses a portfolio of nearly 8600 properties under 31 leading brands spanning 139 countries. Marriott operates and franchises hotels and licenses vacation ownership resorts all around the world. The company offers Marriott Bonvoy®, its highly awarded travel program.

Will you provide an overview of your role and areas of focus?

As the regional vice president of sales and distribution for Marriott International’s Caribbean and Latin America region, my role focuses on developing talent and supporting the rapid expansion as the company grows its footprint in the Caribbean and Latin America. I lead the overall sales and distribution strategy for Marriott International’s Caribbean and Latin American hotels and am an eternal cheerleader of travel, inspiring teams and colleagues to exceed expectations and help grow the demand for travel to the region. Additionally, I take the time to envision opportunities that lie further ahead and break down the vision into approachable steps for our team to be successful.

How do you describe Marriott International’s culture and values?

Our core values at Marriott International make us who we are. As we change and grow,

the beliefs that are most important to us stay the same – putting people first, pursuing excellence, embracing change, acting with integrity, and serving our world. Being part of Marriott means being part of a proud history and thriving culture. Our culture and values are more than guidelines –they are the brand’s identity in how we deliver exceptional experiences to our guests and create a positive impact in the travel industry. I’m blessed to be surrounded by amazing, hardworking people, and its impact is most evident in the words I often hear from both current and past colleagues – the joy of working alongside people who strive to do the best every day. Will you highlight Marriott’s business in the Caribbean and Latin America?

Marriott International is the largest international hotel chain in the Caribbean and Latin America region, with a diverse portfolio of hotels and resorts with options that cater to every traveler’s needs and preferences. Our hotels and resorts range from luxury and full-service brands to select-service, extendedstay, and all-inclusive options, offering a wide range of travel experiences for guests. Associates are committed to providing exceptional hospitality experiences that showcase the

unique charm and beauty of each destination, where our guests can take the opportunity to learn, grow, and discover the richness of the region and themselves.

What are your views on the state of the meeting and event business in the Caribbean and Latin America markets?

Whether it’s incentives, a social group, destination meetings, or business events, visitors can experience and embrace both the environment and culture of a specific locale while achieving important goals, and the Caribbean and Latin America markets continue to be top travel destinations for both business and leisure as they offer unrivaled opportunities for groups, meetings, incentives, events, and conferences. The region offers a blend of natural beauty, rich cultural heritage, and vibrant communities, making it an attractive choice for hosting memorable events. As a global nomad and future thinker, I see tremendous opportunities for growth and innovation in this industry in this market. By leveraging the unique offerings and resources available in these destinations, we can create exceptional meeting and event experiences that leave a lasting impact on attendees. For example, for groups looking for a grand event, Peru’s luxury hotel options include JW Marriott hotels in Lima and Cusco, as well as Palacio del

Louise Bang

An Interview with Louise Bang, Regional Vice President, Sales and Distribution, Caribbean and Latin America, Marriott International, Inc.

JW Marriott Cusco

Inka and Tambo del Inka, Luxury Collection hotels. These properties supply multiple conference rooms as well as outdoor activities suitable for team-building exercises or incentive travel. For pleasure travelers, options of city hotels like The Ritz-Carlton, Mexico City, and W Mexico City are conveniently located just steps away from the city’s chicest shopping, allowing seasoned travelers to work and travel at the same time with local museums and attractions within its hotel’s walking distance.

How does Marriott work with its clients to develop memorable meetings and events that create opportunities for emotional and genuine connections to be made?

At Marriott, we recognize the importance of transforming meetings into memories that foster emotional and genuine connections. We work closely with our clients to understand their objectives, preferences, and desired outcomes. Our dedicated event planning teams collaborate with clients to design customized experiences that incorporate local culture, personalized touches, and innovative elements. We leverage our expertise, industry knowledge, and the unique assets of each destination to create immersive experiences that go beyond traditional gatherings. By focusing on the details and understanding the impact of our offerings, we aim to deliver exceptional events that leave a lasting impression on attendees.

Do you feel there are strong opportunities for women in leadership positions in the industry?

The hospitality industry presents tremendous opportunities for women to thrive in leadership positions. At Marriott International, we are committed to gender equality and empowering women to assume leadership roles. We strongly believe in celebrating the unique perspectives that a

diverse workforce and leadership team bring, fostering meaningful connections between our associates, leaders, and guests. Marriott International is committed to gender equality and empowering women to take on leadership roles. We actively promote and support the development of women in various career paths, providing mentorship, training, and networking opportunities. By creating an inclusive environment that values diversity, we can continue to cultivate strong female leaders who contribute to the industry’s success.

What has made the hospitality industry so special to you?

The hospitality industry is special to me for several reasons. I consider myself a global citizen and have lived in Europe, the Middle East, and

the United States. Additionally, I grew up in a very international environment in the south of Spain, where tourism was the primary income source for many. I wanted to make the world my home and got inspired by tourism, an industry that would allow me to be a global citizen and live anywhere in the world. By combining my passion for travel and exploration with my love for creating exceptional experiences for guests, I love what I do – I connect with people from diverse backgrounds and cultures, I nurture the development and growth of my team members, and I witness their achievements and help others make memorable lasting impressions. I also have the opportunity to immerse myself in different destinations, experiencing culture, history, and gastronomy, which I find truly enriching.•

The Ritz-Carlton, Mexico City

JW Marriott Lima

“Being part of Marriott means being part of a proud history and thriving culture.”

HOSPITALITY HOSPITALITY

Be a Disruptor

EDITORS’ NOTE Stratis Morfogen has been an innovator in New York City’s hospitality scene for decades. He brought New York’s famed Fulton Fish Market to the internet in 1997 with the creation of FultonStreet.com, and was the restaurateur behind many wellknown New York establishments including Club Rouge, Gotham City Diner, Hilltop Diner, The Grand, Philippe Chow, and Jue Lan Club, among others. He is the author of Be a Disruptor and Damn Good Dumplings

Where did your interest in the hospitality industry and restaurant business develop?

I’m a third-generation restaurateur. I’ve been an entrepreneur since the age of 18 and always disrupt everything I’ve ever done.

Will you discuss your career journey?

My journey starts with high risk – with an acceptance that failure is ok. With failure, it is a learning vehicle to do better and advance your career goals. I am focused on disrupting everything I do. I like to identify a traditional business – tear it down, reimagine it, rebuild it, and build it better.

Will you highlight your current restaurants?

Brooklyn Dumpling Shop is keeping me quite busy with 20 shops opening this year and another 175 in development across North America. I am humbled to be on the 40/40 List, which is the top 40 U.S. franchises voted by readers of Franchise Times magazine, plus many more accolades applauding the first contactless fast-casual experience.

Brooklyn Chop House is the first to bring Beijing Chinese cuisine to an American Steakhouse. We call it dim sum and chops and it has disrupted the tired steakhouse/chophouse 160-year-old menu.

Where do you see the greatest opportunities for new ventures?

I used to tell family and friends to stay away from the restaurant industry because it’s a tough business – if you do not know the business, you will fail. Now, with the leverage of technology, bringing back the Automat, and advancing the tech into a smartphone-controlled Automat which is capable of accepting third-party delivery

platforms, I tell them all to jump into the hospitality industry. We’ve created a restaurant where we can serve over 300 guests with three employees and one manager to oversee 3-5 shops. This will not only save a business and save an entrepreneur, but this will also save an industry if we can reverse the 7 out of 10 restaurants that fail in the first 30 months, and instead have 7 out of 10 succeed by bringing the payroll from an average of 30 percent down to 20 percent. That’s what we’ve done with technology.

What interested you in writing the book, Be a Disruptor , and what are the key messages you wanted to convey in the book?

I never look at a business and say, “Ok, let’s open it.” I look at a business and tear it down and disrupt the status quo and recreate

it in the way I want to do it and envision the guest experience.

For many years I’ve been asked about writing my story from very close people who knew my story, so I finally did it. I stood up to the mob and their stranglehold on the hospitality business. They terrorized restaurants and nightclubs along the Upper East Side of Manhattan and I took a stand. This story has never been told, and I decided it was time to tell it.

What are the qualities you look for when hiring talent?

A big smile, great energy, and charm. Experience is not enough. I can’t teach you how to smile, but I can teach the rest.

What do you feel are the keys to effective leadership and how do you describe your management style?

Listen – Digest – Engage – Disrupt – Create, and effectively execute with a team that’s smarter than me.•

An Interview with Stratis Morfogen, Restaurateur, Brooklyn Dumpling Shop and Brooklyn Chop House

Stratis Morfogen in front of the smartphone-controlled Automat concept he developed

Stratis Morfogen

GAME CHANGERS

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