LEADERS Magazine April, May, June 2025 Volume 48, Number 2
PURPOSE MICHAEL DOWLING
A GLOBAL FINANCIAL BRIDGE A TRADITION OF EXCELLENCE TRANSFORMATION U WHERE BUILDING IS AN ART RESPONSIBLE AI HOSPITALITY WINE
& SPIRITS LEADERS
KADRE
MCCOURT
BUTLER PASTUSZKO
CHOPRA
POWELL MCCORMICK
“Look for three things in a person – intelligence, energy, and integrity. If they don’t have the last one, don’t even bother with the first two.” Warren Buffett
On the Cover
Deepak Chopra
Dina Powell McCormick
Manny Kadre The Kollective
Frank H. McCourt, Jr. McCourt Global and Project Liberty
Calvin Butler Exelon Corporation
Margaret Pastuszko Mount Sinai Health System
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Shaping New York City’s Skyline
Andrew Levine, Chief Legal Officer, SL Green
Cheryl McKissack Daniel, President and Chief Executive Officer, McKissack & McKissack
Putting
Douglas
Stoic Principles
Robert Rosenkranz, Chairman, Delphi Capital Management
Culture, Values And Excellence
Richard A. Rosenbaum, Executive Chairman, Greenberg Traurig, LLP 56
Supporting Communities
Barbara A. Jones, Co-Managing Shareholder, Los Angeles Office, and Chair, Blockchain and Digital Assets Practice, Greenberg Traurig, LLP 58
Fighting Antisemitism
Scott J. Bornstein, Executive Vice President, Co-Managing Shareholder, New York Office; Co-Chair, Global Intellectual Property and Technology Practice; Co-Chair, Global Patent Litigation Group, Greenberg Traurig, LLP 59
Democratizing Access To Well-Being Poonacha Machaiah, Chief Executive Officer, Chopra Foundation and Co-Founder, Cyberhuman.ai 60
Where Opportunity Begins Lisa Dughi, Chief Executive Officer, NAF 62
Where Building Is An Art
Frank J. Sciame Jr., Chairman and Chief Executive Officer, Sciame Construction, LLC 64
Leadership Lessons
Robert B. Catell, Chairman, Advanced Energy Research and Technology Center at Stony Brook University and Chairman, National Offshore Wind Research and Development Consortium 68
The Business Of Caring For People Margaret Pastuszko, President and Chief Operating Officer, Mount Sinai Health System 70
Applying Psychology To Leadership Sébastien Page, Head of Global Multi-Asset and Chief Investment Officer, T. Rowe Price 72
Fostering A True Customer Community
Jim McCann, Founder, Chairman, and Chief Executive Officer, 1-800-Flowers.com, Inc. 74
Responsible AI Arnab Chakraborty, Chief Responsible AI Officer, Accenture 78
Survivors Club Michael Bornstein 80
Smart Growth
Janette Sanchez, Corporate Vice President of Finance, Baptist Health South Florida 84
The McDermott Difference
Paul M. Thompson, Managing Partner, Washington, DC Office and Pro Bono Litigation Partner, and Elizabeth P. Lewis, Pro Bono and Community Service Partner, McDermott Will & Emery 86
Enhancing The Learning Experience
Sandra Reiter, Chairwoman and Chief Executive Officer, Vertex Solutions 90
A Life In Baseball
Omar Minaya, Senior Advisor to Baseball Operations, New York Yankees 94
Three Keys To The Leadership Kingdom The Honorable Dr. John Hillen 96
A History Of Firsts
Peter P. Semczuk,
Regional Senior Vice President, New York City and Executive Director, Moses Campus and Faculty Practice Group, Montefiore Einstein 98
The Cornerstone Of Meaningful Progress
Robert L. Dilenschneider, Founder and Chief Executive Officer, The Dilenschneider Group, Inc. 100
Sound Therapy Sara Auster 101
The Brooklyn Way
Marissa Shorenstein, Chief External Affairs Officer, BSE Global 102
A Story Of Resilience
Daniel McGahn, President, Chief Executive Officer and Chairman, AMSC 104
Oz The Mentalist Oz Pearlman 106
Servant Leadership
Bob Knakal, Chairman and Chief Executive Officer, BKREA 108
Coming Home
Dani Busboom Kelly, Head Coach, Women’s Volleyball, University of Nebraska 110
Built On Trust
Avi Hiaeve, Founder and Chief Executive Officer, Avi & Co. 112
The Power Of Storytelling
John Devaney, Founder and Chief Executive Officer, United Capital Markets and Founder, Manor House Films 114
Turning Panic Into Opportunity
Bill Canady, Chairman, OTC Industrial Technologies and Chief Executive Officer, Arrowhead Engineered Products 116
Craig Collin, President and Chief Operating Officer, Tavistock Development Company 120
Burnout Prevention, Resilience, And Well-Being
Paula Davis JD, MAPP, Founder and Chief Executive Officer, Stress and Resilience Institute 122
Getting New York City Back On Track
Jim Walden, Founder, Walden Macht Hara & Williams 126
Shared Responsibility
Robert Owens, President and Chief Executive Officer, Owens Realty Services 128
Inner Wisdom
Mory Fontanez, Chief Executive Officer and Founder, Eight22 Group 130
Managing Risk
David Maya, Lead for Finance Risk Compliance, North America, Accenture 132
Pushing The Boundaries On How People Live John Tashjian, Managing Partner, Centurion Real Estate Partners 134
Recognizing The Human Condition
Steve Cohen, Chamber Magic 136
Loyalty, Dedication, And Determination
Stanley C. Middleman, Founder, President, and Chief Executive Officer, Freedom Mortgage Corp. 139
Redefining The Corporate Workplace
Steven Quick, Chief Executive Officer, Americas, ISS 140
Driving Change
Abebola Osakwe, Founder and Chief Executive Officer, Osakwe Consulting 142
A Trusted Production Partner
Mark Calev, Founder and Chief Executive Officer, Calev Systems 144
Redefining Full-Service Real Estate
Dezireh Eyn, Co-Founder and Chief Executive Officer, Platinum Properties 146
USA 148
A Culinary Empire
Daniel Boulud, Chef and Owner, The Dinex Group
156
Raising The Bar
Sebastien Silvestri, Chief Executive Officer, The Dinex Group 158
An Icon Reborn Luigi Romaniello, Managing Director, Waldorf Astoria New York 160
A Commitment To Quality
Mike Jaeger, President and Chief Executive Officer, Cakebread Cellars
182
Authenticity And Balance
Violet Grgich, President and Chief Executive Officer, Grgich Hills Estate 184
Ground To Glass
Joyce Nethery, Co-Owner and Master Distiller, Jeptha Creed Distillery 186
Enhanced Luxury
Deborah Yager Fleming, Chief Executive Officer & Partner, Acqualina Resort & Residences on the Beach 162
Transforming Private Aviation
Jack E. Lambert, Jr., Chief Executive Officer, FlyHouse
164
The Timeless Elegance Of New York
Michal Dedera, General Manager, Four Seasons Hotel New York 166
The Convergence Of Purpose And Passion
MaryAnn and Larry Tsai, Co-Founders, Proprietors, Moone Tsai Winery 188
Standing The Test Of Time Ernst Loosen, Owner, Appassionata Estate 190
Reflecting The Unique Character Of Donegal
Laura Bonner, Founder and Chief Executive Officer, The Muff Liquor Company 192
Celebrating Italy’s Heritage
Roberta Corrà, Managing Director of Gruppo Italiano Vini and Chief Executive Officer, Frederick Wildman and Sons, Ltd. 194
Turning Dreams Into Reality
Anders Kurtén, Chief Executive Officer, Fraser Yachts 168
Simple, Efficient, Reliable, Global Leona Qi, President, Vista U.S. 172
Refined Elegance
Carlo Javakhia, General Manager, The St. Regis Bal Harbour Resort 174
Legacy And Love
Jenna Ruggiero and Rosanna Scotto, Co-Owners, Fresco by Scotto 176
Creativity, Style, And Sophistication
Michael Achenbaum, President and Founder, and Sean Largotta, Co-Owner, Gansevoort Hotel Group 178
A Path Of Learning
Jerry Brassfield, Proprietor and Chief Executive Officer, Brassfield Estate Winery 196
The World’s Leading Limoncello Brand Dr. Micaela Pallini, President and Chief Executive Officer, Pallini Company 198
Revolutionizing The Rum Journey
Michael E. Love, Founder, Club Kokomo Spirits 200
A Conversation With Leo Hindery, Jr. 204
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Well-Being And Self-Discovery
EDITORS’ NOTE Deepak Chopra (deepakchopra.com) is a consciousness explorer and a world-renowned pioneer in integrative medicine and personal transformation. Chopra is co-founder of DeepakChopra.ai, his AI twin and well-being advisor. He also co-founded Cyberhuman.ai, a transformative suite of personalized health and well-being solutions. Chopra is a Clinical Professor of Family Medicine and Public Health at the University of California, San Diego, and serves as a senior scientist with Gallup Organization. He is also an Honorary Fellow in Medicine at the Royal College of Physicians and Surgeons of Glasgow. He is the author of over 95 books, translated into over 43 languages, including numerous New York Times bestsellers. For the last 30 years, Chopra has been at the forefront of the meditation revolution. His mission is to create a more balanced, peaceful, joyful, and healthier world. Through his teachings, he guides individuals to embrace their inherent strength, wisdom, and potential for personal and societal transformation. In his latest book, Digital Dharma, Chopra navigates the balance between technology and expanded awareness, explaining that while AI cannot duplicate human intelligence, it can vastly enhance personal and spiritual growth. TIME magazine has described Chopra as “one of the top 100 most influential people.”
Will you discuss your life journey?
The journey of life is a profound tapestry, woven with experiences, insights, and transformations. My path began in India, where the rich traditions and spiritual heritage deeply influenced my understanding of existence. As a young medical student, I was immersed in the sciences, yet I felt a calling to explore the deeper mysteries of life that science alone could
A Conversation with Deepak Chopra
Deepak Chopra
not explain. This led me to explore the mindbody connection, consciousness, and the spiritual dimensions of health and well-being. It became clear that true healing involves the integration of mind, body, and spirit. Throughout this journey, I have been inspired to share these insights with others, fostering a deeper awareness of our inherent potential for transformation and peace. Every step along this path has been
a learning experience, shaped by the wisdom of ancient traditions and the insights of modern science. It is a continuous journey of self-realization and inner discovery, one that is deeply enriched by sharing and connecting with others.
How do you define your mission and purpose?
My mission and purpose are centered around serving others by fostering a deeper understanding of consciousness and well-being. Through my work, I aim to inspire people to explore their own inner worlds, to embrace the richness of life, and to discover the profound peace that resides within us all. The essence of my mission is to help individuals realize their full potential by integrating mind, body, and spirit. This involves guiding people toward a greater awareness of their true selves and the interconnectedness of all life. By doing so, we can collectively create a more compassionate, harmonious, and enlightened world.
What interested you in writing your latest book, Digital Dharma, and what are the key messages you convey in the book?
The inspiration for writing Digital Dharma emerged from a profound curiosity about how emerging technologies, particularly artificial intelligence, can intersect with spirituality to enhance personal well-being and spiritual intelligence. In a world rapidly evolving with technological advances, there is an opportunity to use these tools not just for external progress, but for inner transformation.
Digital Dharma seeks to convey that technology, when used mindfully, can become a pathway to deeper self-awareness and connection. The key messages revolve around the idea that AI can support us in accessing deeper states of consciousness, fostering mindfulness, and
“The essence of my mission is to help individuals realize their full potential by integrating mind, body, and spirit. This involves guiding people toward a greater awareness of their true selves and the interconnectedness of all life.”
promoting holistic well-being. It’s about harmonizing the digital and the spiritual, ensuring that as we advance technologically, we do not lose sight of our fundamental human values and the essence of dharma – living in alignment with our true nature. This work is an invitation to explore how we can consciously integrate these tools into our lives, creating a future where technology supports our journey toward greater wisdom, compassion, and peace.
What was your vision for creating DeepakChopra.ai?
The vision for creating DeepakChopra. ai was to extend the reach of spiritual teachings and insights, making them accessible to a broader audience in a dynamic and innovative way. In an age where technology touches every aspect of our lives, there is a unique opportunity to use these advancements to support personal growth and spiritual exploration.
DeepakChopra.ai aims to serve as a digital companion, offering guidance and reflections that align with the principles of mindfulness, well-being, and consciousness. It is designed to be a tool for self-inquiry, allowing individuals to explore their own paths toward inner peace and understanding. By integrating technology with timeless wisdom, the platform aspires to create a space where users can engage with spiritual concepts in a personalized and interactive manner. At its core, the project is about fostering a deeper connection to oneself and the world, using technology as a bridge to inspire and elevate spiritual intelligence.
What role do you feel AI can play in enhancing personal and spiritual growth?
AI holds a transformative potential in enhancing personal and spiritual growth by serving as a supportive companion in our journey toward self-discovery and well-being. It can offer several roles that align with the deeper exploration of consciousness and spirituality:
• Facilitator of Insight: AI can help individuals access a wealth of spiritual knowledge and practices, offering personalized guidance and reflections that deepen one’s understanding of spiritual concepts.
• Sounding Board: By acting as a non-judgmental confidante, AI can facilitate self-reflection and introspection, allowing individuals to explore their thoughts and emotions without fear of judgment.
• Community Builder: AI can connect likeminded individuals across the globe, fostering spiritual communities and networks that support collective growth and shared wisdom.
• Mindfulness and Meditation Aid: Through guided practices and reminders, AI can encourage regular mindfulness and meditation, helping individuals cultivate a state of inner peace and presence.
• Integration of Knowledge and Practice: By synthesizing insights from diverse spiritual traditions alongside modern scientific understanding, AI can help bridge the gap between ancient wisdom and contemporary life.
The ultimate goal is to use AI as a tool that complements our spiritual paths, encouraging us to delve deeper into our own consciousness and nurturing a more compassionate and harmonious world.
What worries you most when you look to the future, and what excites you the most about the future?
When contemplating the future, the balance between concern and excitement often revolves around the same elements. What worries me most is the potential for disconnection – where rapid technological advancements might lead us to lose sight of our fundamental human values, creating a world where empathy and genuine connection are overshadowed by digital interactions. This disconnection could manifest as a deeper divide between individuals and communities, and a weakening of our relationship with nature and each other.
On the other hand, what excites me most about the future is the unprecedented opportunity for personal and collective transformation.
“I am continually reminded that the impact we have is not solely measured by achievements but by the love, awareness, and presence we bring to each moment. It is in these reflections that I find renewed inspiration, recognizing that while achievements are significant, it is the ongoing process of learning and serving that truly enriches life.”
The same technologies that pose challenges also hold the potential to elevate human consciousness, fostering global communities that are interconnected, compassionate, and enlightened. We have the tools to create a future where knowledge and spirituality are accessible to all, where well-being is prioritized, and where we can live in harmony with our environment.
The path forward lies in our ability to integrate these technologies mindfully, ensuring that they serve as extensions of our highest aspirations rather than detractors. By embracing this potential, we can usher in a new era of consciousness that uplifts humanity and the planet.
With all that you have done in your life, and the countless lives that you have touched, are you able to take moments to reflect on your achievements and to appreciate what you have accomplished?
Reflection is an essential practice, allowing us to pause amidst the flow of life and appreciate the journey we’ve undertaken. In my life, I find it profoundly important to take moments of stillness and gratitude, acknowledging not only what has been accomplished, but also the countless lives that have been part of this shared journey. Each interaction and connection offers an opportunity for mutual growth and learning. I am continually reminded that the impact we have is not solely
measured by achievements but by the love, awareness, and presence we bring to each moment. It is in these reflections that I find renewed inspiration, recognizing that while achievements are significant, it is the ongoing process of learning and serving that truly enriches life.
These moments of reflection also serve as a reminder that the journey is never solitary. It involves a collective consciousness, a shared aspiration towards greater understanding and compassion. In this, I find deep appreciation for the interconnectedness of all beings and the infinite possibilities that unfold when we embrace our shared humanity.
What advice do you offer to young people about living a life of happiness and fulfillment?
To young people seeking a life of happiness and fulfillment, I offer a gentle reminder to embrace the journey of self-discovery and inner growth. Here are some guiding thoughts:
• Cultivate Self-Awareness: Begin by exploring your inner world. Understand your values, passions, and aspirations. Self-awareness is the foundation of a fulfilling life, guiding you toward choices that resonate with your true self.
• Embrace the Present Moment: Happiness is often found in the simple act of being present. Practice mindfulness to fully engage with each moment, allowing joy and contentment to arise naturally.
• Pursue Purpose and Passion: Engage in activities that ignite your spirit and align with your purpose. Whether it’s through creativity, learning, or service to others, let your passions guide you toward meaningful experiences.
• Nurture Connections: Build and cherish relationships that support and inspire you. Authentic connections with others are a source of profound joy and learning.
• Practice Compassion and Kindness: Extend compassion to yourself and others. Acts of kindness not only uplift those around you, but also enrich your own sense of fulfillment.
• Embrace Change as Growth: Life is a dynamic journey, and change is a constant companion. View challenges as opportunities for growth and transformation.
• Balance Ambition with Contentment: While pursuing goals is important, remember to appreciate the journey itself. Balance ambition with gratitude for what you have.
Ultimately, happiness and fulfillment arise when you live in alignment with your true nature, embracing the richness of life’s experiences. Trust in your unique path and remain open to the lessons each moment offers.•
Purposeful Mentorship
An Interview with Dina Powell McCormick
EDITORS’ NOTE Dina Powell McCormick is the Vice Chair, President, and Global Head of Client Services at BDT & MSD Partners. Prior to taking this position, she was a partner and member of the management committee at Goldman Sachs. During her 16 years at the firm, she held several leadership positions including global head of the sovereign banking business. As president of the Goldman Sachs Foundation, she led the development of Goldman Sachs’ economic development and mentoring Initiatives, including 10,000 Women, 10,000 Small Businesses, and One Million Black Women – programs that have positively impacted the lives of tens of thousands of entrepreneurs and small business owners around the world. Powell McCormick served at the highest levels of the U.S. government for over a dozen years, including as Assistant to the President for Presidential Personnel and Senior White House Advisor, as well as Assistant Secretary of State and Undersecretary for Public Affairs and Public Diplomacy. In 2017, she served as Deputy
Dina Powell McCormick
National Security Advisor to President Donald J. Trump and worked on the foundations that led to the Abraham Accords –the first peace treaties with Israel and Arab nations in 50 years. Powell McCormick also serves as a board member to the Fortune top 10 ExxonMobil Corporation – with annual revenues of $350 billion and 62,000 employees globally. She is the second woman ever to serve as Chairman of the Board of the Robin Hood Foundation, New York’s largest and most powerful poverty alleviation nonprofit. Powell McCormick is also a board member of Mount Sinai Hospital, The Lincoln Center, and National Geographic Society.
You are releasing a book, co-written with your husband, U.S. Senator David McCormick, titled Who Believed in You: How Purposeful Mentorship Changes the World. Why were you both inspired to write this book?
During the pandemic, Dave and I watched as many Americans – including our six
“What I found was that when mentors start working with mentees, the results are immediate because entrepreneurs can feel the impact of working with an experienced business leader quickly. This is not just intuition but based on real data – program graduates saw real revenue growth and job creation in their businesses.”
teenage daughters – were left feeling devoid of human connection and without the advice and guidance of mentors. So, we started interviewing influential leaders across America and learning the stories of the mentors that changed their lives. Today, five years later, we’re so proud to announce, Who Believed in You: How Purposeful Mentorship Can Change the World . The book features stories from some of the most influential leaders across industries – from business to Hollywood –sharing how their mentors changed their lives, including Satya Nadella, the CEO of Microsoft; Tory Burch, the founder of the women’s fashion empire; Hollywood producer Brian Grazer; as well as political leaders such as Arkansas Governor Sarah Huckabee Sanders, Maryland Governor Wes Moore, and former Secretary of State Condoleeza Rice.
You can change somebody’s life – and that can change the world. We’d be so honored if you’d consider pre-ordering the book at WhoBelievedInYouBook.com, and all proceeds will go to veterans charities.
You have built some of the world’s most effective leadership and mentorship programs. What made them so successful?
I was fortunate both in government and the private sector to work on teams that developed some of the most effective and successful mentoring programs. While I served as assistant secretary of
state, I led the development of the State Department Fortune Global Mentoring Program. While serving as president of the Goldman Sachs Foundation and a member of the management committee, we built some of the largest and most effective mentoring programs: 10,000 Women, 10,000 Small Businesses, and One Million Black Women. These
programs fostered economic growth by providing entrepreneurs with business education, mentoring, networking, and access to capital.
What I found was that when mentors start working with mentees, the results are immediate because entrepreneurs can feel the impact of working with an experienced business leader quickly. This is not just intuition but based on real data – program graduates saw real revenue growth and job creation in their businesses.
Successful mentorship requires both a mentor who is really motivated and eager to help a mentee and a mentee who’s open to that engagement and takes their feedback seriously. That’s why in the book, we lay out four pillars for transformational mentoring: encouraging trustworthiness in future leaders; instilling future leaders with core values; commitment of time and resources from established leaders and the mentee; and building confidence in the recipients.
You are one of the few leaders in the world that worked at both the highest levels of the U.S. Government and in finance on Wall Street. How, as a leader, did you operate in such different environments, and what leadership lessons did you learn?
Effective leaders learn to be agile and know how to work in different environments. In government, successful officials work to build consensus among stakeholders both inside and outside of government to implement the policies and priorities of the President and your principal. That often means working with other agencies and across the political aisle. But you also have to recognize that you are just one member of a much larger team. Since you do not always have a direct line of authority, collaboration is the only way to succeed.
In the private sector, you are often operating on a longer time horizon. Business leaders balance the demands of pursuing excellence and delivering on performance goals with building the most outstanding teams possible. Executing the mission requires leveraging both your own abilities and having top talent around you. The only way to recruit and retain top talent is mentorship and developing a reputation for investing in your team’s long-term careers, whether they remain on your team, advance within the firm, or go elsewhere. Over time, this approach ensures that talent continues to come in the door because they trust that leadership will invest time and resources into their future success.
You were often one of very few if not the only woman in the room, whether it was in the Oval Office, the Situation Room, or at Goldman Sachs where you served on the Management Committee and Partnership Committee, as well as global head of the firm’s sovereign business. What were specific leadership traits you learned from those experiences?
I learned very early in my career that I had to understand the different leadership styles exercised by men and women and the specific traits and priorities of the many leaders with whom I worked. Two lessons stand out. First, you have to learn not to take things personally and really try to understand the mission and what leaders can play a distinct role because there are often
fewer in the room. Women are often the voices engaging people and bringing them together. That was borne out in survey data we commissioned for the book – men were more likely to cite “power” and “prominence” as qualities that drew them to their mentor, while women cited “authenticity” and “good listener” at higher rates.
You’ve also been a philanthropic leader with National Geographic, The Lincoln Center, and Mount Sinai, and now you chair the Robin Hood Foundation. Will you discuss this work?
As a board member, you have the opportunity to give input that brings business principles to these philanthropic missions. The most successful nonprofits are run like corporations with a business plan, budget, and communications strategy. At the Robin Hood Foundation, we help elevate and fuel New Yorkers’ permanent escape from poverty by applying investment principles to grantmaking to New York City’s most impactful community organizations. As board chair, I am focused on putting Robin Hood on stronger financial footing and recruiting and installing new board members to sustain its success.
You’ve spent nearly 30 years working in the Middle East both in investment and finance and in national security positions. What are leaders doing to transform the region?
The Middle East is undergoing several geopolitical transformations at the same time.
As someone who has traveled to the region for 25 years, I see enormous opportunities for its leaders, their people, and investors. Israel has significantly degraded the military threat posed by Iran and its proxy network across the region since the brutal massacre perpetuated by Hamas on October 7, leaving a power vacuum that puts the futures of Gaza, Lebanon, and Syria in different hands. At the same time, many leaders in the Gulf are implementing economic, social, and political reforms to position their countries for the 21st century. These reforms are imperfect, but standing by these partners advances U.S. national security interests.
As the former deputy national security advisor in the first Trump Administration, you worked closely with the President on his initial engagement with the Gulf countries. These efforts were the foundation for the Abraham Accords. What did you learn from that experience?
The Abraham Accords were Israel’s first normalization breakthrough in 50 years and a historic moment for peace in the region. But the Accords were also remarkable because they completely overturned decades of bakedin assumptions about the region and replaced them with creative approaches to expand peace and security. And through it all, the United States stood with its allies and partners and brought them closer together.
The lesson here is clear: sometimes rejecting what came before and trying something new is the only way to move forward. Leaders need to give unique and different ideas a chance when the same old approaches continue to fail.
How do you approach your position as a corporate director on the ExxonMobil board?
Business acumen, industry knowledge, and being agile in responding to markets remain keys to success in the private sector. But the pace of domestic and international political developments also demands having people around you who understand national security, geopolitical, and regulatory issues. That’s why you’re seeing more and more corporate directors like me who have these skill sets and can help leaders think through how corporations should adapt to political risks and opportunities.
Will you highlight your role as Vice Chair of BDT & MSD Partners?
As Vice Chair, President, and Head of Global Client Services, I draw on my years of experience in the public and private sectors to broaden and deepen relationships throughout our global client network of founders, family business owners, and strategic, long-term investors. I also have the opportunity to work with great leaders, including Michael Dell, founder and CEO of Dell Computers, as well as Byron Trott, Chairman and Co-CEO, and Gregg Lemkau, Co-CEO of BDT & MSD Partners.•
Former U.S. Secretary of Defense James Mattis with then Deputy National Secretary Advisor Dina Powell McCormick attend a meeting with Saudi Crown Prince Mohammed bin Salman and officials in Riyadh in April 2017
Continuous Improvement
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 more than 300,000 COVID patients during the first two years of the pandemic – more than any other U.S. health system.
of the National Center for Healthcare Leadership (NCHL), the Greater New York Hospital Association, the Healthcare Association of New York State, the Healthcare Institute, and the Institute for Healthcare Improvement (IHI). 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.
employer in New York State, caring for more than two million people annually through a vast network of 21 hospitals, more than 950 outpatient facilities, including 75 urgent care centers, as well as home care, rehabilitation, and end-oflife programs. 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 are you most focused on when you look at addressing the future challenges in healthcare?
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 former Governor Mario Cuomo. He was also Commissioner of the State Department of Social Services. Before entering public service, he was a Professor of Social Policy and Assistant Dean at the Fordham University Graduate School of Social Services and Director of the university’s Westchester County campus. 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 number 1 in its annual list of the “100 Most Powerful People in Healthcare,” a list on which he has been featured for 18 consecutive years.
Dowling is a member of the Institute of Medicine of the National Academies of Sciences, the Foreign Policy Association, and the North American Board of the Smurfit School of Business at University College, Dublin, Ireland. He is past chair and a current board member
INSTITUTION BRIEF Northwell Health (northwell.edu) is a clinical, academic, and research enterprise with a workforce of about 90,000 and annual revenue of nearly $20 billion. Northwell is the largest healthcare provider and private
At a high level, if you are in the business of healthcare, you have to constantly fight the risk of complacency – the attitude that what you do is good enough, when in truth it never is. If you want to be the best, you should never be completely satisfied. At Northwell, we are
Michael Dowling
An Interview with Michael Dowling, President and Chief Executive Officer, Northwell Health
Michael Dowling at a recent employee orientation. For more than 20 years, the Northwell leader has attended the weekly sessions personally meeting with every new hire to emphasize Northwell’s values like teamwork, compassion, and a strong commitment to patient care. He sees this hands-on approach as crucial to building a strong company culture from day one.
constantly raising the bar and looking at everything we do in different ways. This starts with understanding that your biggest competitor is the status quo. The healthcare industry does phenomenal work, and the advances that have been made in the last 50 years are truly mindboggling. Having said that, it raises the bar of expectations to continue to do more and constantly innovate.
A major issue facing the industry is the equity of access. It is about making sure that the services available to the people who are well-connected are also available to everyone else. This is a constant struggle that every health system is facing. It is not about whether
a person will get service; it is about whether they will get that service in a timely fashion and get the best results. The problem is caused by a number of things: there is a level of bureaucracy that impacts it; there is the issue of workloads and availability of physicians; there is the increasing demand for healthcare because people have become much more educated in what it is they need.
Another big issue is that most people are very willing to accept help when they are ill, but unwilling to accept advice to help them stay well. If we can get people to take advice early and to focus on prevention and wellness, we would definitely be able to reduce costs over
time. This is an area that requires more attention and where we need to improve.
Holding the line on rising healthcare costs is a big challenge. I do not believe costs are ever coming down given the growth in chronic illness, new innovations that allow us to better diagnose and treat people better than we ever could before, and the demands of the nation’s aging population. We can and should, however, reduce the rate of cost growth.
One of the greatest benefits of large integrated systems, when organized properly, is the ability to provide the full continuum of care –from birth to end of life – and have such care provided in a coordinated and seamless manner.
“A major issue facing the industry is the equity of access. It is about making sure that the services available to the people who are well-connected are also available to everyone else. This is a constant struggle that every health system is facing. It is not about whether a person will get service; it is about whether they will get that service in a timely fashion and get the best results.”
As the number of children and adolescents in need of mental health support continues to increase at alarming rates, Northwell Health is expanding pediatric behavioral health including creating a new model of care and building a preeminent center of mental health excellence that will bridge the gap between physical and mental health services for children. Rendering of the Child and Adolescent Mental Health Pavilion, which will be connected to Cohen Children’s Medical Center and Zucker Hillside Hospital, Northwell’s adult mental health facility, in Queens, New York.
Achieving such outcomes should be a constant goal. It is at Northwell.
You mention the advances that have taken place in healthcare and the amazing innovations in providing care. Is this wellunderstood by the public?
The healthcare industry does not get the credit it deserves and gets blamed for many things that are not under its control. For example, hospitals, health systems and clinicians are not responsible for the production of unhealthy food loaded with sugar, salt and other additives. And we have no control over what parents feed their kids, leading so many of them to become obese. Similarly, we can’t stop people from drinking too much or taking drugs. All of these are indicators of bad health caused by self-destructive lifestyle choices. Another example is gun violence, which killed nearly 41,000 Americans last year, including more than 1,400 kids who die each year. Guns are the leading cause of death for children and adolescents in this country, which is shameful.
Hospitals and health systems bear the consequences of all these social determinants of health, even though all of them are beyond our control. We must, however, be aggressively
involved in helping to alleviate such conditions – such as Northwell’s involvement in Gun Violence Prevention and Safety.
Northwell Health has been a leader in addressing the mental health crisis. Will you discuss this effort?
We are the second largest provider of mental health in New York State. We care for more than 25,000 patients per year – a relatively small percentage of the overall need which is growing. It is one of our major priorities.
It is a challenging area for a number of interrelated reasons. Treatment is complicated, more so, in my view, than other areas such as heart disease or orthopedics. Care of the mentally ill has too often been isolated and siloed, separated and not integrated with primary care and physical health. Payment for mental health is mostly through Medicaid where reimbursement is never adequate to meet the cost – resulting in most providers losing money as they expand to meet the growing need (this is true also at Northwell). And then there is the shortage of personnel – physicians, nurses and social workers for instance.
All of the above issues are being addressed in varying degrees by these major providers
who have a major commitment. The journey and the task is extremely difficult.
One of the biggest and most disturbing issues is the growing mental health problems among adolescents – the acceleration of anxiety, depression and suicide. Many associate this growing problem with the growing addiction to social media. We at Northwell plan to hold educational forums to highlight the health ill-effects of social media which I believe must become a national priority requiring the involvement of all businesses and industries as well as government.
Despite all these issues I believe that we need to remain optimistic about the possibility of ongoing positive change. The good news is that people today are willing to talk about mental health much more than they were years ago. It has become less stigmatized. Among the reasons is the growing willingness by many high profile people in the entertainment and sports industry as well as business to be open about their own struggles. I can assume, with some confidence, that almost every reader of this magazine knows or has heard of someone who is suffering from some mental health issue.
Northwell Health’s Center for Learning and Innovation (CLI), a leading hub for cutting-edge healthcare education, recently hosted an advanced spinal surgery course for senior-level neurosurgical residents from across the U.S.
How has Northwell Studios progressed, and will you discuss its purpose?
The studio is virtual; it’s all our hospitals and facilities. The purpose is to harness the power of storytelling and entertainment to humanize healthcare, spark meaningful conversations, and educate the public and policymakers on the reality of what occurs each day in healthcare facilities. It started at Lenox Hill Hospital where we allowed a Netflix documentary film crew to follow our neurosurgeons, emergency medicine clinicians and others in their day-to-day interactions with patients, resulting in a docuseries called Lenox Hill . When COVID hit, we allowed another documentary film crew into one of our tertiary hospitals (Long Island Jewish Medical Center) to experience what was happening during the first four months of the pandemic. The resulting documentary, called First Wave , which is now available on Hulu and Disney, was critically acclaimed, receiving many awards. We also were the focus of a second Netflix docuseries, called Emergency NYC, that provides an intimate portrait of the lives of medical professionals, including their triumphs and the complications they face every day. Last year, HBO Max posted a two-part documentary, One South –Portrait of a Psych Unit , that provided an intimate and uplifting look at one of the country’s few inpatient psychiatric units (at Zucker Hillside Hospital in Queens) that specializes in treating college students for serious mental health issues. We are talking to Netflix and other outlets about additional opportunities in the future. This is an exciting endeavor, and I think more health systems should follow our lead. I think it’s good for the morale of the organization, and it helps the public to better understand what we do each day.
What needs to be done in order for the industry to attract the talent required to meet the future needs in healthcare?
We need to invest in talent development and have a commitment to continuous learning. I am convinced that people don’t just want to work for an organization – they want to belong to a cause, to be part of something that has real purpose, that is not afraid to take tough positions in resolving issues important to society at large – such as climate change, gun violence and mental health issues.
At Northwell, talent and leadership development are top priorities. That is why we created an internal “corporate university” called the Center for Learning and Innovation. This Fall we will, in partnership with New York City and the Bloomberg Foundation, open the Northwell High School of Health Sciences with an enhanced curriculum focused on nursing, behavioral health, medical assisting, and health management. This is another innovative initiative to get young people inspired by and connected to career opportunities in healthcare – and becoming part of the workforce of the future. It is why we developed an innovative curriculum at our medical and nursing schools, and why we work with over 60 high schools (this year touching over 100,000 students) to make them aware of career opportunities that exist in healthcare. We offer internships, apprenticeships and a scholarship program for high school and college students. The talent we have today, as good as it is, will not be good enough for tomorrow. We have to create a talent pipeline for years to come.
You are very clear about Northwell’s focus on continuous improvement. How critical is this mentality to Northwell’s culture? It is essential – otherwise you run the risk of becoming stagnant. I never want our leadership team to be comfortable. It is like a sports team. If you want to be great, you can never fall into the trap of believing that you will always win. At Northwell, there is nothing that we do today that can’t be better in the future. Our focus is on continuous improvement, which requires good people, a winning attitude and a commitment to always raising the bar. It also means learning from failure – of which we have had many. As Churchill so aptly stated, “Success is going from failure to failure without a loss of enthusiasm.”•
Northwell Studios builds on the health system’s track record of producing award-winning documentaries like the Netflix Series Lenox Hill and Emergency NYC that have reached millions of viewers worldwide across every major platform.
Creating A Collective Impact
An Interview with Manny Kadre, Chairman and Chief Executive Officer, The Kollective
EDITORS’ NOTE Manny Kadre is Chief Executive Officer of The Kollective, a premium luxury retail automotive group. He sits on the boards of directors of The Home Depot, Inc. and Republic Services, where he is Chairman of the Board. He also previously served on the board of Mednax, Inc., where he was the Lead Independent Director. Kadre also serves as Board Chairman of the board of trustees for the University of Miami and on the board of directors for University of Miami Health System. Kadre is a graduate of Iona College and earned his law degree from Fordham University.
COMPANY BRIEF The Kollective (drivekollective.com) believes the way customers shop for luxury vehicles is evolving. Therefore, its brands must evolve with them. The Kollective isn’t purely car dealerships anymore. It is digital. It is physical. It is modern. It is retail. The Kollective’s approach is simple: to serve its customers, not chase them.
Will you discuss your career journey?
My career journey has been defined by a steadfast commitment to aligning myself with extraordinary individuals – people of the highest integrity who also happen to be exceptionally successful in business. At every stage, I’ve been fortunate to work alongside great leaders, learning from them and, in turn, contributing my own insights and leadership.
From the outset, I recognized that the foundation of any meaningful success is built on relationships. I have actively sought to surround myself with individuals whose character, discipline, and vision inspire excellence. This philosophy has shaped my path across multiple industries – beverage, automotive, healthcare, and real estate – where I have played key roles in acquisitions, investment sourcing, and strategic growth initiatives.
Today, as Chairman and CEO of The Kollective, a premium luxury automotive retail group, I lead with the understanding that the business landscape is evolving rapidly. We are redefining what it means to be a modern retail brand, integrating digital and physical experiences while prioritizing world-class service. The ability to evolve and anticipate change comes from years of experience and, more importantly, from being around the right people – mentors, partners, and colleagues who share a vision for innovation and integrity.
Beyond my corporate roles, I have also dedicated significant energy to governance and public service, including board positions at The Home Depot, Republic Services, as well as leadership roles at the University of Miami. Each of these experiences has reinforced my belief that leadership is not just about making decisions – it’s about making the right ones, guided by principle, accountability, and a relentless pursuit of excellence.
Manny Kadre
If there is a through line in my career, it is this: success is not just about individual achievement. It is about the people you choose to walk alongside and the collective impact you create together.
Will you provide an overview of The Kollective and how you define its mission?
At The Kollective, we are redefining the luxury automotive retail experience. We are not just a dealership group; we are a sophisticated, customer-centric ecosystem that seamlessly blends digital and physical touchpoints to serve our clientele in a way that aligns with their evolving lifestyles. Our mission is straightforward: to deliver a world-class experience that feels effortless, personalized, and exceptional at every stage of the journey. Luxury is no longer just about the product – it’s about the experience surrounding it. That’s why we prioritize service over sales, connection over conversion. We don’t chase customers; we engage them in a way that is modern, intuitive, and distinctly Kollective.
With operations across the Northeast and Texas, we have built a brand that is as much about innovation as it is about exclusivity. Our showrooms and digital platforms are designed to provide an immersive, high-touch environment where clients can explore, interact, and purchase on their terms. Whether online, in-store, or through bespoke concierge services, our goal is to make luxury car ownership as seamless and rewarding as possible.
At its core, The Kollective is a statement: that the way people buy luxury vehicles is evolving, and so must the brands that serve them. We are leading that transformation, ensuring that every interaction reflects the sophistication, ease, and prestige that our customers expect.
What have been the keys to The Kollective’s industry leadership?
The foundation of The Kollective’s industry leadership is not just our business model – it’s our people. From day one, our philosophy has been that luxury is not just about what we sell; it’s about how we make people feel. That commitment to service, both to our customers and within our own organization, is what sets us apart. Our success is built on a culture of relentless dedication – where every associate understands that their role is not to push products, but to cultivate relationships. We don’t operate as a traditional dealership group; we function as a modern, luxury retail brand. That shift in mindset has allowed us to lead the evolution of automotive retail, seamlessly integrating digital and physical experiences to meet customers where they are, on their terms.
But none of that would be possible without the people who bring it to life. Our Executive Leadership Team and our associates are the true differentiators. They are empowered to make decisions, solve problems, and create moments that matter. We invest in them, nurture their growth, and ensure they have the tools and environment to excel. When people feel valued and inspired, they deliver at a level that is truly world-class. That philosophy extends beyond our customers to the way we support and uplift each other internally.
Ultimately, leadership in our industry is not about selling more cars – it’s about setting a new standard. We have done that by fostering a culture where excellence is expected, innovation is embraced, and service is at the heart of everything we do. That commitment – to both our customers and our team – is what drives The Kollective forward.
You serve as chair of the board of the University of Miami. Will you highlight your involvement with the university for many years and what excited you about assuming the role of board chair?
My longstanding involvement with the University of Miami has been driven by a deep appreciation for its role as a global leader in education, research, and innovation. Over the years, I have had the privilege of contributing to initiatives that enhance student success, advance groundbreaking research, and strengthen the university’s ties to the broader community. As chair of the board, my top priority is to ensure that we continue to build on this legacy of excellence by fostering a forward-thinking vision that embraces innovation, inclusivity, and strategic growth. I am particularly excited about the opportunity to work alongside exceptional faculty, students, and leaders to drive transformative initiatives that elevate the university’s impact locally and globally. By championing collaboration, investing in world-class resources, and enhancing student and faculty experiences, we will position the University of Miami at the forefront of higher education, research, and societal progress.
University of Miami is known for its commitment to excellence. What are your priorities for the university as you look to the future?
As chair, my top priority is to ensure that the University of Miami continues its trajectory of excellence by fostering innovation, expanding access to world-class education and healthcare, and deepening our impact on society. We will focus on advancing research that addresses global challenges, strengthening our academic, healthcare and athletic programs, and enhancing the student experience through state-of-theart resources and mentorship opportunities. By prioritizing interdisciplinary collaboration, we will cultivate a dynamic environment where faculty and students can push the boundaries of knowledge, innovation and patient care. Additionally, we will reinforce our commitment to community engagement and industry partnerships, ensuring that the university remains a catalyst for economic and social progress. Through these strategic efforts, we will position the University of Miami as a leader in shaping the future of education, research, and global impact.
Where did your interest and passion for philanthropy develop, and how do you decide where to focus your philanthropic efforts?
I often reflect on what has shaped my deep commitment to philanthropy. While pinpointing a single defining moment is difficult, three key influences have guided my passion for giving back. First, I believe there’s something innate – a fundamental part of who I am – that compels me
to contribute to the well-being of others. Second, my parents set an extraordinary example. Though they had limited financial means while I was growing up, they gave selflessly – whether through their time, their kindness, or the way they uplifted those around them. Their generosity was never about excess; it was about impact. Lastly, I’ve been fortunate to have remarkable mentors in both business and life who have reinforced the importance of philanthropy, not as an obligation but as a responsibility of leadership. Their guidance has helped shape how I approach giving, ensuring that my efforts are intentional and aligned with my values.
When it comes to deciding where to focus, I look for opportunities where we can create meaningful, lasting change – whether that’s through empowering individuals, supporting transformative initiatives, or strengthening communities in ways that align with my vision for a better future. In addition to areas where we see the potential for real impact, our larger philanthropic gifts have been dedicated to education and healthcare. These are the pillars that provide people with the greatest opportunities – education unlocks potential and creates pathways to success, while access to quality healthcare ensures that people can live full, productive lives. By focusing on these areas, we strive to make a difference in ways that are not only immediate, but also enduring.
“Effective leadership, in my view, is a balance of vision, adaptability, and emotional intelligence.”
What do you feel are the keys to effective leadership and how do you approach your management style?
Effective leadership, in my view, is a balance of vision, adaptability, and emotional intelligence. It’s about inspiring people, creating clarity amid complexity, and fostering an environment where talent thrives. Leadership isn’t about exerting control – it’s about empowering others to operate at their highest level while staying aligned with a shared purpose.
Ultimately, my management style is a mix of high expectations and deep respect for the people I work with. Leadership, to me, is about inspiring people to do their best work, not because they have to, but because they believe in the mission we share.
With all that you have achieved in your career, are you able to enjoy the process and take moments to celebrate the wins?
Absolutely. I appreciate the journey, but I don’t dwell on moments of so-called success the way many might expect. I’ve never been particularly impressed by traditional markers of achievement – titles, revenue milestones, or external recognition. To me, those things are byproducts, not the purpose. The real fulfillment comes from the impact we make – how we evolve, how we shape experiences, and most importantly, how we improve the lives of those around us. That’s the journey. That’s the work. And it’s never done.
Of course, I acknowledge progress, and I appreciate the incredible people who make it possible. But rather than pausing to celebrate, I see those moments as fuel. They remind us why we do what we do, and they push us forward because there’s always more to build, more to refine, more ways to serve. The great work never has a finish line.
What advice do you offer young people beginning their careers?
What does success mean to you?
Success, to me, is not defined by financial metrics, titles, or external recognition – though those can be byproducts of something deeper. True success is the alignment of purpose, passion, and impact. It is about building something meaningful, something that outlasts you and enriches the lives of others. In my work, success is measured by the experiences we create, the relationships we foster, and the ability to evolve with integrity while staying ahead of the curve. On a personal level, success is about continuous growth, staying true to my values, and knowing that the people around me – whether colleagues, friends, or loved ones – are better off because of my presence in their lives.
I always tell young professionals three things: work relentlessly, act with integrity, and embrace failure as a teacher. First, hard work is non-negotiable. In an era where shortcuts and instant gratification are often glorified, the reality is that sustained effort and discipline are what separate the good from the great. Talent can open doors, but work ethic is what keeps them open. Second, integrity is your most valuable currency. It takes a lifetime to build a reputation and only a moment to lose it. Be the person who does the right thing when no one is watching – who follows through on promises, takes responsibility, and treats people with respect. Success without integrity is hollow, and in the long run, it won’t last. Lastly, don’t fear failure – embrace it. Failure isn’t the opposite of success; it’s a critical step toward it. Every mistake, setback, or rejection is a chance to learn, adapt, and refine your approach. The most accomplished people in any field are the ones who didn’t quit when things got tough but used failure as fuel for growth.
If you commit to working hard, staying true to your principles, and learning from every experience – good or bad – you will build a career, and a life, that you’re proud of.•
Studio Museum of Harlem
The Frick Collection
New Museum Expansion
Perelman Performing Arts Center
The Shed NYC
Louis Vuitton Trunks
131 Duane Street
Louis Vuitton 57th Street Flagship
A Global Financial Bridge
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.
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.
Will you provide an overview of Bank of China U.S.A.’s history in the United States?
Bank of China has a rich history and a deep-rooted presence in the United States, reflecting almost a century of commitment to fostering economic and trade relationships between China and the U.S. In 1981, Bank of China opened a full branch in New York City. Since then, we have grown to become a trusted financial institution on Wall Street, providing comprehensive banking services to corporations, financial institutions, and individuals across the United States.
businesses across diverse industries, including trade finance, commercial lending, and treasury services. Our ability to leverage Bank of China’s global network enables us to deliver tailored financial solutions that meet the needs of our clients in an increasingly interconnected world.
Beyond our banking services, we are deeply invested in corporate social responsibility, supporting initiatives that promote education, community development, and economic inclusion. Our long-standing history in the U.S. is a testament to our enduring commitment to strengthening economic and cultural ties between China and the U.S. As we look to the future, we remain dedicated to expanding our impact, driving innovation, and serving as a bridge between the two nations.
How does BOC U.S.A. serve as a bridge for clients looking to engage with the U.S. and Chinese markets?
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
As the oldest and largest Chinese bank operating in the U.S., BOC U.S.A. has played a critical role in facilitating cross-border trade and investment. Our unique position as a global financial bridge allows us to support multinational businesses, promote international financial cooperation, and contribute to the growth of local economies. Over the decades, we have continuously adapted to the evolving financial landscape, embracing technological innovation and regulatory advancements to enhance our services and offerings.
BOC U.S.A. operates with a strong commitment to excellence, integrity, and community engagement. We take pride in supporting
Bank of China U.S.A. is uniquely positioned to serve as a bridge for clients looking to engage with both the U.S. and Chinese markets. With a global network spanning over 60 markets, we provide the financial infrastructure, expertise, and relationships needed to facilitate cross-border trade, investment, and financial transactions. In 2023, trade between the two nations reached $664 billion, underscoring the deep interdependence of our economies. Our bank has played a vital role in facilitating this exchange by providing tailored financial solutions to businesses operating across both markets.
A key area of support has been U.S. agricultural exports to China, which are a critical component of bilateral trade. In 2020, during the Phase One trade agreement, Bank of China U.S.A. facilitated over $1 billion in financing for American agricultural producers, enabling
“As the oldest and largest Chinese bank operating in the U.S., BOC U.S.A. has played a critical role in facilitating cross-border trade and investment. Our unique position as a global financial bridge allows us to support multinational businesses, promote international financial cooperation, and contribute to the growth of local economies.”
Wei Hu
An Interview with Wei Hu, President and Chief Executive Officer, Bank of China U.S.A.
“Innovation and evolution have been essential to our success over the past four decades. The financial landscape has changed dramatically, and staying ahead means continuously adapting to new market demands, regulatory environments, and technological advancements. From trade finance to corporate lending and capital markets, we’ve expanded and refined our services to ensure we’re meeting the evolving needs of our clients.”
the export of soybeans, pork, and other goods to China. This not only supported U.S. farmers, but also contributed to meeting the diversified demands from Chinese consumers. Beyond trade, we have been instrumental in promoting Chinese investment in the U.S., helping companies establish and expand their operations. Over the past decade, Chinese firms have invested billions in U.S. industries, driving job creation and economic growth. Bank of China U.S.A. has supported these efforts by providing financing, treasury management, among other financial services. One example of many was our financial support for a major Chinese automotive manufacturer in establishing a production facility in the Midwest which created over 2,000 jobs and revitalized the local economy.
In addition to financial services, BOC U.S.A. plays a proactive role in fostering economic cooperation and dialogue between the U.S. and China. We work closely with industry leaders, policymakers, and financial institutions to create platforms for collaboration and knowledge exchange. Our involvement in organizations such as the China General Chamber of Commerce U.S.A. (CGCC) and the Hong Kong Association of New York (HKANY) furthers our ability to facilitate dialogue and communication between the two nations.
What have been the keys to BOC U.S.A.’s ability to grow and succeed for almost 45 years in the U.S.?
We have grown and succeeded by staying true to what we do best – connecting people, businesses, and markets between the U.S. and China. Our ability to thrive comes down to our global expertise, our adaptability, and the trust we’ve built with our clients and communities. From the beginning, we have leveraged Bank of China’s international network to help businesses navigate cross-border trade and investment. Our deep understanding of both markets allows us to provide the right financial solutions for companies looking to expand and operate globally. At the same time, we have continuously evolved to meet the changing needs of the financial industry to better serve our clients. Throughout the years, we have expanded our product and client base by providing innovative financial solutions to U.S. and global private equity and private credit funds, which further provides critical capital for companies throughout the U.S. market.
Beyond trade and investment, we are committed to supporting the broader U.S. economy, particularly small businesses. Since 2015, we have provided over $500 million in loans to small and medium-sized enterprises (SMEs), helping them grow, hire, and compete in an increasingly global marketplace. For example, we partnered with a family-owned manufacturing company in California to provide the capital needed to modernize its facilities, enabling it to expand operations and create new jobs.
We also take great pride in giving back to the communities we serve. Through our corporate social responsibility initiatives, we have donated millions of dollars to support education, healthcare, and cultural exchange programs. We have partnered with a nonprofit organization in New York to provide scholarships for underprivileged students pursuing careers in STEM fields, and we continue to fund projects focusing on financial literacy and career growth for students in low to moderate income families.
These efforts reflect our long-term commitment to fostering opportunity and economic growth.
How critical has it been for BOC U.S.A. to continue to innovate and evolve its service offerings over the past four decades in the U.S.?
Innovation and evolution have been essential to our success over the past four decades. The financial landscape has changed dramatically, and staying ahead means continuously adapting to new market demands, regulatory environments, and technological advancements. From trade finance to corporate lending and capital markets, we’ve expanded and refined our services to ensure we’re meeting the evolving needs of our clients. Over the years, we’ve embraced digital transformation, strengthened our risk management capabilities, and enhanced our product offerings to help businesses navigate an increasingly complex global economy.
Technology has played a critical role in this evolution. Whether through AI-driven
compliance solutions, enhanced transaction processing, or digital banking tools, we’ve invested in innovations that make financial services more seamless, practical, secure, and efficient. These advancements have not only improved the client experience, but also strengthened our ability to operate in a fastmoving regulatory and economic landscape. But innovation isn’t just about technology – it’s about staying in tune with what businesses and communities need. That’s why we’ve remained focused on providing customized financial solutions, expanding our support for key industries, and deepening our engagement with local markets. As an example, we have formed an innovative strategic alliance with a local investment firm to facilitate clients’ capital market solutions. By continually evolving, we’ve been able to reinforce our role as a trusted financial partner for companies operating between the U.S. and China.
Will you highlight some of BOC U.S.A.’s successes in the U.S. over the past four decades?
Over the past four decades, we have played a vital role in facilitating trade, investment, and financial collaboration between the U.S. and China. Our success is reflected in key milestones, such as securing funding for the largest commodity trading companies and major cross-border M&A transactions. We have also supported major infrastructure projects, provided critical financing solutions for businesses of all sizes, and strengthened our presence in key financial hubs. This includes our support for New York’s MTA, the JFK terminal renovation and an upcoming soccer stadium community redevelopment in Queens, New York. Our leadership in RMB settlement, project finance and fund finance has positioned us as a trusted partner for multinational corporations and financial institutions navigating crossborder opportunities.
Beyond financial services and as “a global bank with a local heart,” we are deeply committed to community engagement, supporting initiatives in culture, education, housing, healthcare, and family development. Our bank actively fosters cultural exchange and promotes harmony within our communities, sponsoring events such as the Lunar New Year Gala hosted by the New York Philharmonic, and the iconic tour to China by the Philadelphia
“Beyond financial services and as ‘a global bank with a local heart,’ we are deeply committed to community engagement, supporting initiatives in culture, education, housing, healthcare, and family development.”
The headquarters building for Bank of China U.S.A. in Manhattan at dusk
“At Bank of China U.S.A., we remain committed to facilitating dialogue and collaboration, helping businesses navigate this evolving landscape and strengthening the economic bridge between the U.S. and China.”
Orchestra. We also prioritize language proficiency and financial literacy, partnering with the Queens Public Library Foundation to provide 200 financial literacy books in both English and Chinese. This initiative empowers Queens’ residents – many of them immigrants – to navigate the U.S. financial system and make informed financial decisions.
Additionally, we support homelessness prevention and tenant advocacy through our sponsorship of Queens Community House, helping residents understand their rights and apply for rental subsidies such as the Senior Citizen Rent Increase Exemption and Disability Rent Increase Exemption. We are also proud to continue our sponsorship of the ChineseAmerican Planning Council, which provides low-income individuals and families with essential services including food assistance, healthcare, family counseling, legal support, child care, and English translation services. Through this program, more than 1,000 children have received free or affordable access to STEM, arts, and recreational programming through afterschool programs. These efforts underscore our long-term commitment to both our clients and the communities we serve.
Will you discuss your views on the critical importance of a strong and positive U.S.-China business cooperation?
As the world’s two largest economies, the U.S. and China are deeply interconnected, with businesses, investors, and consumers on both sides benefiting from trade, investment, and financial collaboration. At Bank of China U.S.A., we see firsthand how businesses thrive when there is open dialogue, mutual understanding, and a commitment to cooperation. Cross-border trade and investment drive job creation, innovation, and economic expansion globally. Ensuring smooth financial flows and fostering trust between businesses in both countries remain critical. Despite challenges in the broader geopolitical landscape, we believe that business cooperation can serve as a stabilizing force. By focusing on shared economic interests, creating opportunities for collaboration, and promoting financial and trade partnerships, we can contribute to a more resilient and prosperous global economy.
While there have been challenges in the U.S.-China relationship in recent years, are you optimistic that the two countries can move back to collaboration and cooperation with the new administration in the U.S.?
Businesses on both sides continue to see the value in working together, and these shared interests provide a strong foundation for future progress. With the new administration in the U.S., there is an opportunity to recalibrate and explore existing and new areas of mutual benefit. Economic cooperation has historically been a stabilizing force in the relationship, and we believe that a pragmatic approach – focused on common goals such as trade, investment, and financial stability – can help rebuild trust, drive positive outcomes, and provide certainty and stability in global markets.
At Bank of China U.S.A., we remain committed to facilitating dialogue and collaboration, helping businesses navigate this evolving landscape and strengthening the economic bridge between the U.S. and China. By fostering engagement at the business and financial levels, we can contribute to a more stable and prosperous global economy. We stand ready to support innovative solutions by the new administration in hopes of creating a more stable and productive relationship between our two economies that will undoubtedly benefit both business and consumers on both sides of the Pacific. What are some of the key industries you feel offer the greatest opportunities for U.S.-China business cooperation?
Several industries present strong opportunities for U.S.-China collaboration, with both countries bringing complementary strengths that drive innovation and economic growth. In food technology, collaboration in precision agriculture and supply chain innovation can enhance food security and sustainability. Healthcare offers vast potential, with U.S.China partnerships in pharmaceuticals, biotech, and telemedicine advancing medical research and global health solutions. Infrastructure and transportation also stand out, as China’s expertise in high-speed rail, subways, bridges, ports and smart cities can help modernize aging U.S. infrastructure. In the energy sector, China has made significant advancements in oil and gas
drilling technologies, enhancing exploration and production efficiency which can offer valuable insights and opportunities for collaboration with this administration’s priorities in both conventional and offshore drilling. Additionally, collaboration in renewable energy technologies such as solar, wind, and energy storage can continue to drive sustainable growth, while China’s advancements in electric grid infrastructure could improve energy efficiency across both nations. Lastly, the electric vehicle sector presents opportunities in battery technology, production, and charging networks, with Bank of China U.S.A. supporting cross-border investments that drive innovation and job creation. By working together in these sectors and others, the U.S. and China can spur economic growth and technological progress while addressing shared global challenges and still protecting national security interests.
As BOC U.S.A. approaches its 45th anniversary in the United States, what are your priorities to ensure that BOC U.S.A. maintains it strength and leadership position in the U.S. for the next 45 years?
Our priority is to build on our strengths while adapting to an evolving financial landscape. We remain committed to supporting U.S.-China trade and investment by providing innovative financial solutions that help businesses navigate complex markets and seize new opportunities – where U.S.-China partnerships have proven to drive innovation and economic growth for more than 40 years. Strengthening our risk management and compliance frameworks will also be a key focus, ensuring we operate with the highest standards of integrity and regulatory alignment.
Beyond banking, we are dedicated to empowering local communities by investing in empowering small businesses, education, and community development initiatives that create lasting impact. Ultimately, our long-term success depends on maintaining our role as a bridge between the U.S. and China. By fostering economic collaboration, supporting global businesses, and facilitating dialogue to promote mutual understanding, we will ensure that Bank of China U.S.A. remains strong and positioned for success in the decades ahead.•
Developing Leaders
An Interview with Douglas R. Conant, Founder and Chief Executive Officer, ConantLeadership
EDITORS’ NOTE Doug 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. Conant is uniquely suited to reach leaders at every level, having himself experienced every rung of the corporate ladder: He began at the very bottom of the hierarchy, as an entry-level marketer, and over the course of his career, worked his way to the very top.
Douglas R. Conant
a women-majority workforce, but it contributes to the complexity.
I talk to people every day who feel as if a tsunami is washing over them: They’re being asked to react to more and more, both professionally and personally, and it is overwhelming. I think the way to handle this is the same as when I first started my career, which is to be incredibly well anchored in what matters most to you. The conditions may change, but the principles are enduring. You need to develop your own personal identity as a leader, and you need to be true to that at all times. My work today is all about helping leaders find their bearings in an ever-increasingly complex world.
but like any craft, the real skill is developed through life experience and hard work. The way to become really good at something is to study and work hard at it. Being a great leader is about envisioning your path, getting anchored in your unique story and beliefs, leveraging your capabilities, studying and practicing, and then committing to continuous improvement.
What was your vision for creating ConantLeadership and how do you define its mission?
I retired from my CEO job in 2011, and promptly started ConantLeadership. Our mission is championing “leadership that works” in the 21st century and beyond. It is focused on helping leaders meet the challenges of today and tomorrow.
You have been a business leader and have studied leadership for over four decades. What do you feel are the key issues leaders are facing today, and are these issues different from the past?
I officially became a leader when I had my first person working for me directly in 1979, so I have been doing this for a while. One of my mentors, Warren Bennis, coined a term in 1987 to capture the state of the world, which he called a VUCA world – volatile, uncertain, complex, ambiguous. And that was before the internet. More recently, in 2018, Jamais Cascio, who is a cultural anthropologist, coined the term BANI to describe the current state of the world – brittle, anxious, nonlinear, incomprehensible. Basically, now it is a VUCA world on steroids.
The challenges today are different in that information is moving faster, new technology is transforming the world rapidly, and there is more diversity in the workforce. In my career, I had 56 bosses – 28 direct bosses and those 28 had another 28 direct bosses – and 55 of them were men. When I started my career, there were two kinds of leaders, broadly speaking – old white men and older white men – and there was a narrow way to operate in that environment. Today, diversity abounds across every demographic from age to race to gender, and it is a beautiful thing – ConantLeadership is
I also think it’s important to remember, especially as AI becomes more ubiquitous, that leadership is all about the people. Data and information are the domain of machines. Relationships are the domain of humanity, and of leaders. And that is sacred. As the world changes, we need to double down on human-centric principles that work in the real world even as we adopt and incorporate new technologies.
Is it possible to learn these traits and skills, or are they something a person is born with?
The answer is somewhere in between. Of the thousands of leaders I have talked to over the years, it is interesting that they are all different. While they may share some common characteristics, they each have a unique story. In the bestselling book I wrote with Amy Federman, The Blueprint , we landed on the anchoring idea that your life story is your leadership story. When you peel everything away, leaders are heavily influenced by the life story they experienced before they became a leader.
My family founded Salem, Massachusetts. Jack Welch grew up in Salem, and we became friends. Later in life, as I got to know Jack, he was the same guy who grew up with a father who was a railroad conductor and lived in the blue-collar world of Salem which was a rough and tumble environment. Much of Jack’s actions and behavior can be traced back to his upbringing.
This is something I see with all of the leaders I talk to – they may have some natural gifts that predispose them to the craft of leadership,
When I was at Campbell Soup Company, I started the CEO Leadership Institute for high potential leaders, and it was obvious to me that what was missing was their own identity. They didn’t know who they really wanted to be as a leader and were taking their cues from the boss. I didn’t see any training and development work that adequately addressed this, and that is why I started ConantLeadership.
We work with all levels, from administrative assistants to the C-suite, since everyone needs to get well anchored in order to show up authentically. Anyone who has an appetite for learning and growing can find something enriching in our core offerings of Writing, Speaking, Teaching, and Serving. We offer a suite of resources, webinars, assessments, and leadership development programs that serve leaders across price points and experience levels. Most of our leadership content is free and accessible to all. It’s important to me to be able to serve everyone; our mission is altruistic. I don’t take a salary and if we have any money leftover after we’ve covered our overhead costs, we give it away to nonprofit organizations who are moving the world forward.
How critical is authenticity when it comes to effective leadership?
I have yet to see someone who has succeeded that was not highly authentic. It is not just about being authentic; the three things you need are high character, high competence, and then you have to work well with other people. Competence, Character, and Chemistry is the magic recipe. If you can do those three things within the context of your own authenticity, in my opinion you win.
“Our mission is championing ‘leadership that works’ in the 21st century and beyond. It is focused on helping leaders meet the challenges of today and tomorrow.”
How valuable is it to have mentors on one’s leadership journey?
There is an impression that leading is a lonely job, but that is not true. In my career, I had plenty of mentors as well as peers to learn from. In The Blueprint, one of the most popular things we talk about is building your Entourage of Excellence. These are the people who have had a profound effect on you – it could be a parent, a teacher, a coach. When I think about the network I built early on in my career, some of these people are still in my network today. We still talk, and we help each other, which makes for a much richer life and doesn’t cost a penny. It is important to find mentors and to invest the time to build your Entourage of Excellence – and also to pay it forward by sharing your time, energy, and expertise with people who need it.
What do you tell people about the need to build trust as a leader?
It is mission critical. The best subtitle of any business book is from Stephen M. R. Covey’s book, The Speed of Trust. The subtitle is The One Thing That Changes Everything. You build trust with your team and anything is possible. When I started at Campbell Soup Company, it was a very low-trust environment. We were headquartered in one of the poorest and most dangerous cities in the United States, which was Camden, New Jersey; we were selling the same products we had been selling for over one hundred years, canned soup; and we had laid off an enormous amount of people. There was almost no trust. So when I showed up, the focus needed to be on building trust. People can tell if you are genuine and sincere, or if you are not. In my experience, building trust is the only way to create an enduring enterprise and lasting value.
A good place to start is by getting just one step closer to people than you have in the past. Be present with others and listen. Try to do just a little bit better tomorrow than you did today. The more you show up for the people you lead, the more they will show up for you.
You mentioned The Blueprint . Will you elaborate on the key aspects it entails?
The Blueprint is a roadmap for individuals to develop deeper self-knowledge
and learn to lead like only they can – because we believe your life story is your leadership story. Every leader is different and you don’t have to learn to lead like somebody else – although at times that can be instructive.
The Blueprint is designed to be both idealistic and realistic. It’s practical in that it is grounded in a small-steps, incremental approach to making big change. The motto is “forget perfection.” And it’s also aspirational in that it empowers leaders to make huge strides in a way that nests into their busy, chaotic lives.
The central metaphor comes from architecture: The taller the building an architect wants to construct, the deeper the foundation they must dig to support it. The same is true
in leadership: The higher your aspirations, the deeper you need to be anchored in your unique leadership foundation, which consists of your purpose, your beliefs, and your values. Through a series of carefully designed steps and prompts for reflection, The Blueprint helps leaders get grounded in who they are and how they want to show up. The process is designed to help people decide how they want to walk in the world – as individuals, and as leaders. It is about empowering the individual to have the courage of their convictions, be resilient, and lead people in a way that invites everybody along. What do you see as the success model for leaders?
My own model for enduring success is that you need to win in the workplace first, which enables you to win in the marketplace, which allows you to win with the communities you are serving. This is a flywheel effect, and it is interesting that the more you help the community, the more your employees become engaged, and the more you win in the workplace. It is a beautiful thing to experience.
This is the model we created at Campbell Soup Company – we called it The Campbell Success Model. It was about winning with our people, winning in the marketplace, and winning in the community. Success is the trifecta.
At ConantLeadership, we’ve adapted and expanded this model into The ConantLeadership Flywheel which has the core tenets of “Honor People,” “Inspire Trust,” and “Clarify Higher Purpose” at the center. With these three components guiding our approach, we have behavioral north stars to measure our efforts against. And, because we champion a continuous improvement approach to leadership, the model may soon evolve to include an additional core tenet that explicitly honors the virtue of a “growth mindset.”
Overall, our model is a reminder of our values: We hold that leadership is about doing the right things, for the right reasons, with the right people, and then you get the right results. And no matter what, self-belief is mandatory. Regardless of your specific model for success, you have to truly believe that you can make a difference, and you will.•
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Building A Better Web And A Better World
An Interview with Frank H. McCourt, Jr., Executive Chairman, McCourt Global and Founder, Project Liberty
EDITORS’ NOTE Frank McCourt is a civic entrepreneur and the Executive Chairman of McCourt Global (mccourt.com), a private family company committed to building a better future through its work across the real estate, sports, technology, media, and finance industries, as well as its significant philanthropic activities. He is a fifth-generation builder who is extending his family’s 132-year legacy of merging community and social impact with financial results, an approach that started when the original McCourt Company was launched in Boston in 1893. McCourt is a passionate supporter of multiple academic, civic, and cultural institutions and initiatives. He is the founder of Project Liberty (projectliberty.io), which was launched in 2019 to build solutions that help people take back control of their digital lives by reclaiming a voice, choice, and stake in a better internet. In May 2024, Project Liberty announced The People’s Bid for TikTok with the backing of Guggenheim Securities, the investment banking and capital markets business of Guggenheim Partners, and Kirkland & Ellis, the world’s largest law firm. The People’s Bid aims to capitalize on the once-in-a-lifetime opportunity to redesign TikTok to help Americans reclaim their digital independence. For the first time, it would give TikTokers control of their data and provide creators and businesses ownership of the relationships they’ve worked so hard to build. The People’s Bid has attracted deep support from leaders across the fields of finance, policy, and technology, along with thousands of concerned citizens. Project Liberty was also instrumental in the launch of Frequency, a blockchain that
Frank
H. McCourt, Jr.
powers the people’s internet through the Decentralized Social Networking Protocol (DSNP). McCourt has served on Georgetown University’s Board of Directors for many years and, in 2013, made a $100 million founding investment to create Georgetown University’s McCourt School of Public Policy. He expanded on this commitment in 2021 with a $100 million investment to catalyze an inclusive pipeline of public policy leaders and put the school on a path to becoming tuition-free. McCourt owns the French football club Olympique de Marseille and formerly owned the Los Angeles Dodgers. With family roots in the construction business dating back to the late 19th century, he has built upon this history with initiatives ranging from the development of Boston’s Seaport to large, mixed-use projects in Dallas, London, Phoenix, New York City, and elsewhere. McCourt graduated from Georgetown University. In 2024, McCourt released his first book, OUR BIGGEST FIGHT: Reclaiming Liberty, Humanity, and Dignity in the Digital Age
Will you discuss your career journey and what you feel have been the keys to your business success?
I started my professional journey at 13 by founding a trash collection company, then joined the family construction business at 16 when I was old enough to work in that environment. I then had an urge to move from so-called horizontal construction to vertical construction and started our building group which led to my work growing a development company. Fortunately, I was able to use some of the value I created to buy the Los Angeles
Dodgers, and the rest is history. It has been a ground up – literally – career, and I feel that I have benefited greatly from rolling up my sleeves and deeply learning all aspects of the businesses I am involved in.
I have learned that a strong work ethic really matters because there is nothing that replaces experience. It is also important not to be afraid to fail because failure is inevitable, and those are the greatest learning moments. You need to be in the game to succeed, which means you need to take risks and continue to evolve. Lastly, it is critical to be a continuous learner and to have a high level of curiosity because the world is constantly changing and evolving, and I think that adaptability and a willingness to embrace change are important attributes.
What was your vision for creating Project Liberty and how do you define its mission?
I love technology, and I am old enough to have witnessed the creation of the Internet as well as its evolution into the World Wide Web. At the time, I viewed the Internet as this wonderful invention to connect people and to make us less vulnerable as a country by having a decentralized communication system where we can share information, get smarter, and advance our great nation. But I watched the originally decentralized Internet become highly centralized and start to be used in unhealthy ways. I experienced the ills of the current Internet personally when I was going through a public divorce in Los Angeles, and felt the sting of weaponized social media where people could say anything they wanted to hurt people, and almost do it for sport. This to me was very telling and
“They came back with what I thought was a simple, but brilliant idea, which was to create another core thin layer Internet protocol that would connect us as individuals on the Internet and return our identity, our data, and our relationships back to each of us, rather than all of that being the property of these big platforms.”
“Isn’t it time that we as individuals control our experience on the Internet rather than being out of control and exploited by the Internet?”
made me see that this beautiful Internet that was designed to make us all better and smarter was being turned into something very different – a powerful weapon to cause chaos and polarization and harm. I felt that I should act and do something about it rather than just complain about it, and it is one of those issues that once you see it, you can’t unsee it.
I started to analyze how it would be possible to fix this systemic problem at its core, and we have the privilege of having some brilliant computer scientists who work for Project Liberty, led by Braxton Woodham. I asked them the question, “If resources were not an issue and you could address what is wrong with the Internet, how would you go about doing that?” They came back with what I thought was a simple, but brilliant idea, which was to create another core thin layer Internet protocol that would connect us as individuals on the Internet and return our identity, our data, and our relationships back to each of us, rather than all of that being the property of these big platforms. So just as the Internet was originally created with a core thin layer protocol called TCP which connected devices and then evolved into the World Wide Web with a simple protocol called HTTP which connected data, our team created another protocol called DSNP which connects us as humans.
The reality is that 50 years after the invention of the Internet, you and I are not on the Internet – our devices are on the Internet. That IP address is the address of our device. Isn’t it time that we as individuals control our experience on the Internet rather than being out of control and exploited by the Internet?
I asked Braxton and our team to go out and find who was already doing this so that we could team up with them to accelerate the work. A few weeks later, Braxton came back to me and said that he had not found anyone else developing this kind of technology. This surprised me at first, but it made sense when I thought about it because the current architecture, which is highly centralized and predominate in our lives, is all about data extraction and aggregating all our information and then monetizing it, but it is also about manipulating us and triggering us to drive engagement and farm more data.
I greenlit this work, which would evolve into Project Liberty, in December 2019, and the team began to build this protocol and
eventually released it to the world. Then, we began building the full stack on it so that we can have an upgraded, alternative Internet and social media ecosystem to the one we have today, where individuals are able to reclaim ownership of themselves. What I mean by that is that our identity and our data in the digital age is our personhood – it is who we are. We should not be treating our physical being as separate from our digital being – they are one in the same. As a matter of fact, when these big technology companies collect millions of data points on each of us and centralize that information in an algorithm, they know more about us than we know about ourselves. It is time that we reclaim what is ours – reclaim our identity, our data, our relationships – and have the Internet work in a way where we own our identity, and we own the product of our work. Our relationships are ours, they shouldn’t be owned by someone else. We can fix this by turning the ownership and control of our data back to each of us. Our virtual selves can be returned to our physical selves, and we can be reunited with what makes us human. Because after all, what makes us human is what we create – our choices, our thoughts, our feelings, our relationships. All of this has been taken from us by these platforms that are mining our data and profiting off of it – some of which is constructive, but much of it is destructive. We see the harm to society: democracy is struggling; it is hard to separate fact from fiction in our information ecosystem; civil discourse has eroded; the harms to children are unforgivable; and trust is being destroyed. Without trust we do not have democracy, we do not have capitalism, we do not have a world like the one we have benefited from in years past.
This is a critical moment and not a day goes by that we do not hear about a new problem, but the most important message I have is that it does not have to be this way. We can change how the Internet works to make it a humancentric Internet, not a machine-centric Internet. It is time to once again decentralize the Internet and get it back on track so that it fulfills the vision of its inventors and the visionaries who created it.
When you look back five years to when you started this effort, has it progressed the way you had hoped?
I think we are making great progress, but I have no delusion about the magnitude of this
undertaking. One of the characteristics of my career journey has been patience because, to change things, you must be fully committed to persevere. Things don’t change overnight –until one day they do. What I mean by that is we have been at this for over five years, and you can see and feel that the pace of change is accelerating. There will be a day in the future where the current paradigm is going to dramatically shift – I am 100 percent sure of it. We are going to have a better version of the Internet where people own themselves again; where people feel that they are back in control of their lives; where parents can be parents again; where we can all be citizens, rather than subjects, again; where we can have conversations even when we disagree; where we can tell the difference between fact and fiction; and where we can strengthen our democracy. This will happen, but it is going to require a mass migration from the existing Internet to this new, upgraded version. When users take that leap of faith, we are going to see change happen quickly. It is going to feel like it happened overnight, but it will be the result of hundreds of people who are working on this project day and night to fix the issue.
There is an old saying that goes something like this: first they ignore you, then they laugh at you, then they fight you, and then you win. We are in the fight phase now, and this is our fight. The work we’re doing at Project Liberty is for all Americans to reclaim what is theirs and to fix what we all know intuitively is broken. I have eight children, and my number one job as a parent is to protect my kids, and this is an issue all parents are facing. Solving it is going to require collective action, and every day more people are realizing that the path we are on is not sustainable and we need to fix it. We are creating a movement, because at the end of the day it will require collective action – people working together in great numbers to achieve a common goal – that leads to real change. I believe that we are at the beginning of a major movement, and people are starting to engage. We need to replace fear and helplessness with hopefulness and possibility for the future – the future we want and the future we deserve. We have the power to change this – ultimately it is just an engineering design problem – and the reasoning to join this movement boils down to a very simple concept: if we can reclaim our power, we can do anything.•
A Tradition Of Excellence
EDITORS’ NOTE Katie Schumacher-Cawley was named the third head coach in the history of Penn State Women’s Volleyball in 2022 and made history of her own in just her third season at the helm of the program. Already a national champion as a player on the Nittany Lions’ first championship team in 1999, Schumacher-Cawley added a national title as a coach after leading the 2024 team to the championship with a 3-1 win over Louisville at the KFC Yum! Center in Louisville. She became the first female head coach to lead a team to an NCAA Division I Women’s Volleyball title. All of this came during a season in which SchumacherCawley announced publicly a breast cancer diagnosis in October. A two-time All-American at Penn State, Schumacher-Cawley took over the program after spending four seasons as an assistant under legendary head coach Russ Rose. She enters her fourth season as the team’s head coach in 2025. Penn State advanced to the NCAA Tournament in each of SchumacherCawley’s first three seasons as head coach at her alma mater, helping the program extend its streak to 44 consecutive appearances. The Nittany Lions advanced to the Regional Semifinal in each of the first two seasons before breaking through with the title in 2024. In Schumacher-Cawley’s first three seasons as head coach at Penn State, the Nittany Lions have had players earn six All-American honors, nine All-Region accolades and 11 All-Big Ten awards, including nine first-team selections. They were ranked all 48 weeks of the AVCA Coaches Poll while posting an overall record of 84-19 for a .816 winning percentage. Before returning to Penn State as an assistant coach in 2018, Schumacher-Cawley spent eight seasons as the head coach at University of Illinois at Chicago and one season at Penn. A 2002 graduate of Penn State, SchumacherCawley helped lead the Nittany Lions to the 1999 NCAA Women’s Volleyball Championship, the program’s first national title, and three Big Ten Conference crowns during her career. She was a two-time American Volleyball Coaches Association (AVCA) All-American, three-time All-Big Ten selection and three-time AVCA AllRegion selection. Schumacher ended her career with 1,310 kills, 772 digs and 299 blocks. Schumacher-Cawley also played for the Lady Lion Basketball team in 2001-02. A Chicago native, Schumacher-Cawley played volleyball and basketball at Mother McAuley High School
An Interview with Katie Schumacher-Cawley, Head Coach, Women’s Volleyball, Penn State University
Katie Schumacher-Cawley with the NCAA Division I Women’s Volleyball trophy that Penn State won in 2024
and led the Mighty Macs to state and national titles in volleyball. She was inducted into both the Girls Catholic Athletic Conference (GCAC) Hall of Fame and the Catholic League Hall of Fame in 2003. In 2008, a resolution in the Illinois House of Representatives congratulated Schumacher-Cawley for her achievements. On October 15, 2008, she was inducted into the prestigious Chicagoland Sports Hall of Fame for her contributions to the sport of volleyball as an athlete and a coach. She was part of a class that also included Pro Football Hall of Famers Dick Butkus, Gale Sayers, and Marv Levy; Chicago
Cubs great Andre Dawson; and Chicago Mayor Richard M. Daley. Schumacher-Cawley earned her bachelor’s degree in communications from Penn State in May 2002.
Will you discuss your career journey?
I started coaching immediately after graduating, knowing that my passion for the game extended beyond playing. My first opportunity came as a volunteer assistant at the University of Illinois under Don Hardin. That season was invaluable – I gained firsthand experience in the daily operations of a high-level program,
learning the intricacies of coaching, player development, and team management. It was during that time that I realized coaching wasn’t just something I wanted to do – it was something I was meant to do.
After my season at Illinois, I took the next step in my journey as a graduate assistant for Don August at the University of Illinois at Chicago. That role challenged me in new ways, as I was not only developing my coaching philosophy but also gaining experience in scouting, training design, and recruiting. I was fortunate to stay at UIC, first as an assistant and eventually as
“The Penn State Volleyball culture is built on a foundation of accountability, trust, and an unwavering commitment to excellence. Every player, regardless of their role, has an impact on the team’s success.”
Coach Schumacher-Cawley celebrates clinching the 2024 Big Ten title with a win over Nebraska
the head coach. Over eight seasons leading that program, I learned the importance of building a strong team culture, adapting to the everchanging landscape of college athletics, and finding ways to elevate a program year after year. Those years shaped me into the coach I am today.
After nearly a decade at UIC, I took a leap into the Ivy League for one season. That experience broadened my perspective, allowing me to coach in a unique academic and athletic environment while continuing to grow as a leader. But when the opportunity arose to return to Penn State, I knew it was the right move. Penn State represents everything I believe in – excellence, tradition, and a commitment to both athletic and personal development. Coaching here is an honor, and every day I am grateful to be part of a program and university that truly invests in its people.
Did you know early on that you wanted to spend your career in coaching?
I knew I wanted to be involved in coaching. I love working with all ages, but college has been such a blast. I couldn’t be happier coming back to coach with Coach Rose and having the opportunity to stay here and continue on the Penn State tradition of excellence.
How do you describe the Penn State volleyball culture?
The Penn State Volleyball culture is built on a foundation of accountability, trust, and an unwavering commitment to excellence. Every player, regardless of their role, has an impact on the team’s success. Whether they are a starter, a key rotational player, or someone pushing the team every day in practice, their contributions matter. This program is not just about individual talent – it’s about how each athlete embraces their role, elevates those around them, and commits to the greater mission of the team.
We set high expectations for ourselves, not just on the court but in everything we do. Excellence isn’t just about winning matches –it’s about discipline in training, dedication to personal growth, and carrying ourselves with integrity in the classroom, in the community, and in life. Our culture thrives on a collective mindset – putting the team first, trusting the process, and taking pride in the hard work it takes to be part of something bigger than ourselves.
The legacy of Penn State Volleyball is built on the players who came before, those who laid the foundation of championship-level
expectations, and it continues with every athlete who steps onto the court today. Each player is entrusted with upholding that legacy while also creating their own. It’s not just about playing for the present – it’s about building something that will inspire those who come next. That’s the standard, and that’s what makes this program so special.
What were the keys to Penn State’s ability to win a national championship this past season?
The keys to our success this season were the leadership and unwavering commitment of our five seniors: Jess, Quinn, Anj, Taylor, and Cam. Each of them embraced their roles as leaders, not just by example, but through their voices, their work ethic, and their ability to hold both themselves and their teammates accountable. They set the tone from day one, ensuring that the lessons learned from our Sweet 16 loss fueled our drive rather than defined us.
What made their leadership so impactful was the way they took ownership of this team. They didn’t just show up – they invested in the culture, in their teammates, and in the legacy they wanted to leave behind. They understood that leadership isn’t about titles or seniority; it’s
Coach Schumacher-Cawley and her players cut the net in celebration of their 2024
about action. They pushed the standard higher every day, making sure that this team trained with purpose, competed with heart, and carried themselves with pride.
Beyond the court, they helped create an environment where younger players felt valued and empowered. They knew that leaving a legacy wasn’t just about their own success, but about lifting the entire program forward. Their leadership wasn’t just about winning matches –it was about building a foundation that future teams could build upon. Because of them, this team didn’t just respond to adversity – we thrived through it. Their impact will be felt long after their time here, and I couldn’t be prouder of the way they represented Penn State Volleyball.
When you are recruiting players, while you are looking for the best talent, how important is character and cultural fit?
I want players who truly want to be a part of Penn State – athletes who embrace the legacy, the culture, and the responsibility that comes with wearing the blue and white. I’m looking for individuals who not only want to compete at the highest level, but also strive to be leaders on this campus and in the world beyond volleyball. Penn State is about more than just playing a sport; it’s about developing character, learning to push through adversity, and preparing to make a lasting impact in whatever path you choose.
This is such a fun and transformative time in these student-athletes’ lives. It’s a period of growth, self-discovery, and building relationships that will last a lifetime. The lessons they learn –discipline, teamwork, perseverance – will carry them far beyond their playing days. I want them to embrace every opportunity, challenge themselves daily, and take full advantage of the incredible resources and support they have here. More than anything, I want them to walk away from their time at Penn State not just as better players, but as better people – ready to lead, inspire, and make a difference wherever life takes them.
What are your views on the state of college sports today, especially with the transfer portal and players moving from school to school?
The state of college sports is constantly evolving, bringing new challenges and opportunities for both athletes and programs. One of the things I truly love seeing is studentathletes maximizing their academic and athletic careers – whether that means graduating early and pursuing a master’s degree or finding new ways to grow within the game. Education has always been a cornerstone of Penn State, and I fully support players who take advantage of these opportunities to set themselves up for success beyond volleyball.
The transfer portal has become an integral part of the game, changing the landscape of recruiting and roster development. While it provides athletes with options, my hope is to build a program where players come here to develop, invest in the culture, and grow over time. There’s something special about committing to the process, putting in the work, and seeing long-term growth as both an athlete and a person.
That being said, we’ve had transfers come in and make an immediate impact – bringing experience, fresh perspectives, and a hunger to wear the blue and white. It’s about finding the right fit, players who embrace the values of this program and are eager to be part of something bigger than themselves. No matter how they arrive here, my goal is to create an environment where every player feels valued, challenged, and supported in their journey to becoming the best version of themselves – on and off the court.
Are you surprised to see the way women’s college volleyball has grown and what the game has become?
The growth of women’s volleyball is truly remarkable. The increased visibility through the Big Ten Network and other major networks has elevated the sport to new heights, giving these incredible athletes the recognition they deserve. It’s exciting to see the game reach a broader audience, inspiring young players across the country and proving that women’s volleyball is a dynamic, fast-paced, and highly competitive sport that belongs in the national spotlight.
Beyond the collegiate level, the emergence of professional leagues in the U.S. is a game-changer. These leagues provide opportunities for players to continue their careers at home, allowing them to stay connected to their communities while competing at an elite level. It’s no longer just about going overseas to pursue a professional volleyball career – now, there are legitimate pathways right here in the U.S. that are shaping the future of the sport.
This growth sends a powerful message to the next generation. Young girls watching these athletes on national television, seeing them compete in packed arenas, and following their journeys into the professional ranks now have role models to look up to. They can dream bigger, knowing that volleyball isn’t just a passion – it can be a career, a platform, and a lifelong pursuit. The momentum behind women’s volleyball is only getting stronger, and it’s an exciting time to be part of this movement, pushing the sport forward and creating even more opportunities for future generations.
How do you describe your coaching style?
I would say my coaching style is built on a foundation of relentless effort, accountability, and an unwavering commitment to growth. We will go hard and give our very best effort every single day – because every day presents an opportunity to improve, to push past limits, and to elevate both ourselves and those around us. It’s not just about individual success; it’s about contributing to a team, lifting up our teammates, and working toward a shared vision.
Beyond the court, we will represent this program, university, and community with integrity, passion, and a standard of excellence that goes beyond wins and losses. The way we train, compete, and carry ourselves will reflect the pride we have in our program and the values we uphold. This culture of discipline, respect,
and unity will define us – not just as athletes but as people who are driven to make an impact in everything we do.
You have referred to Penn State volleyball as a family. As you have been public about your battle with cancer throughout the past season, what did it mean to you to have the support of your team and the entire university in this fight?
I am beyond grateful for my team, staff, and everyone here. Penn State is more than just a university – it’s a family, a community built on support, resilience, and an unwavering commitment to excellence. The people here truly care, not just about success on the court, but about who you are as a person. They push you to be better, lift you up when you need it, and remind you that you’re never in this alone.
This year has been incredibly challenging, while battling cancer. But I am deeply humbled by the strength of those who came before me –the fighters, the survivors, the innovators who have helped advance medicine and make treatment more effective. Their courage and perseverance paved the way for people like me, and for that, I will always be grateful.
Through every challenge, it’s where I’ve built lifelong relationships, where I’ve witnessed the power of resilience, and where I’ve had the privilege of raising my three daughters in an environment that values family, integrity, and something bigger than ourselves. I don’t take a single moment for granted, and I consider myself incredibly lucky to be part of something so special.
With all that you have achieved as a player and coach, are you able to take moments to reflect on your accomplishments and celebrate the wins?
It hasn’t totally sunk in yet what this group has accomplished. The season flew by, filled with moments of resilience, growth, and pure joy. Every challenge we faced only brought us closer together, and the way this team responded – through adversity, tough matches, and high-pressure moments – was truly special. This group didn’t just play volleyball; they competed with heart, represented Penn State with pride, and left a lasting impact on this program.
This was a season that will stay with me forever. From the grind of preseason to the electric energy of conference play and the intensity of the postseason, every step of the journey was meaningful. The connections built, the lessons learned, and the memories made are what make this experience so rewarding.
As I reflect on what this team accomplished, I can’t help but be excited about what’s ahead. We have a strong returning group that understands the standard, the work ethic, and the mindset it takes to compete at the highest level. And with the addition of some really special players, the potential for this next team is incredibly high. It’s a new chapter, a new challenge, and an opportunity to build on what was established. The bar has been set, and now it’s time to raise it even higher.•
EDITORS’ NOTE
Leading The Energy Transformation
An Interview with Calvin Butler, President and Chief Executive Officer, Exelon Corporation
Calvin Butler is President and Chief Executive Officer of Exelon, the nation’s largest utility company by customer count, serving 10.7 million electric and gas customers in Delaware, the District of Columbia, Illinois, Maryland, New Jersey, and Pennsylvania. He serves on Exelon’s Executive Committee and is a member of the company’s Board of Directors. Prior to being named CEO at the end of 2022, Butler was President and Chief Operating Officer of Exelon. He also served as CEO of BGE from 2014 to 2019. Previous roles at the company include Senior Vice President of Corporate Affairs at BGE and Vice President of Governmental and Legislative Affairs at ComEd. Before joining Exelon in 2008, Butler held senior leadership roles with the print, digital, and supply chain solutions company R.R. Donnelley. He spent his early career with Central Illinois Light Company (CILCORP, Inc.), where he worked in government affairs, legal, and strategy. Butler serves as Vice Chair of the Board of Directors for the Edison Electric Institute (EEI) and as Chairman of the Board of the Cal Ripken, Sr. Foundation. He is the vice chair of the board of the Institute of International Education (IIE) and on the Board of Governors for Argonne National Laboratory. He is also on the boards of Battelle, Emerson Electric, Chief Executives for Corporate Purpose, the Economic Club of Chicago, the Greater Washington Partnership, the Caves Valley Golf Club and the Annika Sorenstam Foundation. Butler has been recognized by several organizations for his leadership and community commitment. In 2024, Savoy magazine named him one of the “Most Influential Executives” in America; the Daily Record has also listed him three times as one of Maryland’s “Most Admired CEOs.” In 2022, the Boy Scouts of America recognized Butler with the Distinguished Citizen Award. That same year, The Reginald F. Lewis Museum of Maryland African American History and Culture announced him as the first recipient of its “Titan Award.” Butler is an active member of the Kappa Alpha Psi Fraternity, Inc. He earned a bachelor’s degree from Bradley University in Peoria, Illinois, and a Juris Doctor degree from Washington University School of Law in St. Louis, Missouri. He
received honorary doctorates from Morgan State University in 2014 and Delaware State University in 2024.
COMPANY BRIEF
Exelon (exeloncorp.com) is recognized as an industry leader with best-in-class operations, with utilities achieving top quartile or better performance in customer satisfaction, reduced outage frequency, and faster service restoration. This strong record of reliability and customer satisfaction is reinforced by substantial infrastructure investments across the fleet. Exelon is a Fortune 200 company and the nation’s largest utility company, serving more than 10.7 million customers through six fully regulated transmission and distribution utilities –Atlantic City Electric, BGE, ComEd, Delmarva Power, PECO, and Pepco. Exelon’s 20,000 employees dedicate their time and expertise to supporting its communities through reliable, affordable, and efficient energy delivery, workforce development, equity, economic development, and volunteerism.
Will you provide an overview of Exelon’s business and what have been the keys to Exelon’s industry leadership?
Exelon is the nation’s largest utility company. We have the privilege of serving more than 10.7 million customers by delivering safe, reliable energy, and advocating for those customers on the cost of their energy. We are constantly working to modernize and maintain our gas and electric delivery systems, making necessary investments that strengthen reliability, enhance resiliency, and provide long-term value to the communities we serve and the customers who depend on us every day.
The key to being an industry leader starts with our dedication to safety for our people, customers, and communities and our investment in our employees. But I truly believe our employees are our most valuable asset. By being a hub where the most talented and innovative people want to work, we will continue to lead the energy transformation. But it is not enough to just hire future company leaders – we have to keep and cultivate them. We are always focused on developing our highly motivated team and
Calvin Butler
Butler speaking at Exelon’s 2025 Leadership Meeting
“Innovation is absolutely critical to our continued leadership of the energy transformation. Our industry will experience more changes in the next 10 years than it did over the last 100. That’s incredible.”
we’re creating meaningful impact across the industry. That’s why Exelon is always looking to set a new standard for success.
How do you describe Exelon’s culture and values?
I like to say our values are centered on having an IMPACT. Let me break that down for you. Impact to us means: Investing in and improving every community we serve; Measuring for continuous improvement; Prioritizing equity in our transformation; Advancing affordability and advocating for our customers; and Creating an environment where everyone can thrive. That’s how we will Transform the industry.
Will you highlight Exelon’s commitment to innovation and how critical innovation is to Exelon’s continued leadership of the energy transformation?
Innovation is absolutely critical to our continued leadership of the energy transformation. Our industry will experience more changes in the next 10 years than it did over the last 100. That’s incredible. And as energy demands and extreme weather incidents increase, my teams and I know that making the grid more reliable and resilient is more important than ever.
Technological innovations allow us to respond and adapt to potential energy outages quicker – all while advancing energy security. Already, our Customer Care Representatives are leveraging artificial intelligence (AI) to help respond to customer inquiries more efficiently and enhance the overall customer experience. We cultivate a culture of innovation and continuous improvement that influences not just the tools we use, but the way we work. A prime example is our accelerated transmission project in Delaware, which enabled the Indian River Unit 4 coal-fired generator to retire nearly two years ahead of schedule. This project saved customers $100 million in less than two years and advanced the state’s clean energy goals at a fraction of the expected cost.
How important is it for Exelon to build a diverse and inclusive workforce to mirror the diversity of its customers and the communities it serves?
That’s a great question and an important one. At Exelon, we’re committed to more than delivering electricity and gas to homes and businesses. We value investing in and improving every community we serve, and
part of that is having a workplace that reflects those communities which are among the most diverse in the country. As an example, for years now we have worked closely with local high schools throughout our communities on career and technical education programs. Programs like these create employment opportunities through internships with our companies and open life-long pipelines to family-sustaining careers. That’s powerful –and it changes lives.
At Exelon, we know that inclusivity is key to driving success and improving performance. By valuing diversity, we build a team that’s better equipped to meet the needs of our communities and push forward our mission to modernize the energy grid. Our focus on inclusion has helped us earn top reliability rankings, with three of our utilities ranked in the top five among peers. Creating a welcoming environment allows us to attract and keep talented people who bring fresh ideas and help us operate at our best. The diverse workforce that results from this welcoming and inclusive environment has been critical to our business success.
What do you see as Exelon’s responsibility to corporate citizenship and to being a force for good in society?
The regions where we operate are among the most diverse in the nation. Our customers are spread out across rural towns and urban cities, and span from coastal communities to landlocked farming areas. We serve some of the highest-income zip codes in the nation, along with neighborhoods that continue to experience deep poverty and are most affected by air pollution, climate risks, and extreme weather. We believe that for the energy transformation to be successful, we cannot leave any of our customers or communities behind. It’s our responsibility to meet the needs of all our customers, which may look different from city to city and community to community. We target our philanthropic efforts on four key areas: building our future workforce with programs that promote STEM learning, improving the quality of the environment in our communities, providing access to arts and culture, and supporting individuals and families in need.
We can be a force for good by being in tune with those we serve in our communities
and doing what will have the greatest positive impact on their lives.
You commit your time and expertise to many charitable causes. What has made philanthropy so important for you and how do you decide where to focus your philanthropic efforts?
Thank you for asking that question. Being a leader in this organization is not about me. It’s about what this Exelon team and I can do for others. My purpose – what drives me and keeps me focused as Exelon’s President and CEO – is improving the circumstances of the people who have entrusted me to do the work. I want to make sure that my influence in this role helps others, in particular, the next generation, whether that’s through serving on boards that are working to change the energy industry for the better – such as Edison Electric Institute and Argonne National Laboratories – or community-focused organizations like the Cal Ripken, Sr. Foundation, which is helping young people in need develop valuable life skills. When I leave this role, hopefully many years from now, I want to be able to look back and say that our customers and communities have been positively impacted by all that our teams have done to support and empower them, even as we work to lead the clean energy transition.
By keeping focused on my purpose, I’m proud to say Exelon has truly been able to have tremendous impact in the communities we serve. I hope to serve as an example for others that if you believe in yourself and put in the work, there is nothing you can’t accomplish.
What do you feel are the keys to effective leadership and how do you approach your management style?
I believe in empowerment and accountability. You must set a clear vision, and then empower your team to fulfil that vision in the way they believe will be the most effective
Some of the most effective leaders are not the loudest voices in the room, but the best listeners. I am always looking for ways to hear from our teams and understand and incorporate their feedback. That means developing real relationships with your team. I know when to pick up the phone after a meeting – not just to address any unspoken concerns, but to tap into fresh ideas and perspectives. Those one-on-one conversations build trust and often uncover valuable insights that make our discussions even stronger.
I also believe in a service-oriented management style. As I mentioned earlier, leadership is not about me. It is about serving others and being able to uplift your team in a way that achieves collective success. That philosophy extends beyond our internal teams. It is how we show up for our customers and in our communities, too. When our leaders are focused on making sure our communities are thriving and successful, that’s the real power of impact.
You joined Exelon over 15 years ago. What has made the experience so special for you?
The people, combined with the opportunities I’ve had at Exelon, are what makes this experience so special.
I value getting to know not just my employees’ names, but learning about their journeys, and having the chance to hear what motivates them. We all bring a unique perspective from our own lived experiences.
I have also had the opportunity to work across the business in a number of areas including government affairs, corporate affairs, HR and operations. I’ve had key roles in mergers that were critical to our company’s growth, and a separation where Exelon emerged as the largest transmission and delivery company in the country, focused on the energy transformation for our 10.7 million customers.
As the company’s first Black CEO, I have a deep awareness of how our policies, actions, and investments directly affect our employees and the communities we serve. I know that the opportunities we create – through workforce development, supplier diversity, and community partnerships – can open doors, strengthen neighborhoods, and improve lives. I’ve seen firsthand how access to economic opportunity can drive real, lasting progress. That’s why this work is personal to me. Every decision we make has the potential to uplift people, create pathways for success, and build a stronger, more equitable future. That’s what makes leading Exelon so meaningful.
What advice do you offer to young people beginning their careers?
This is a tough question because there’s so many things I could say, but I like to think about what I’d tell my own children, or what I wished someone would’ve told me when I was just starting out. I would start with: Be the owner of your career. That means staying focused on where you are and where it is you want to go, mapping your career, and regularly checking to see where you are on that map. Is there something you need to do to get back on track? Yes, sometimes you have to make personal decisions, but continue developing your skills and adding new ones to your toolkit so that you are constantly adapting and evolving. This will help you be more analytical, creative and sought-after as you advance in your professional journey. Lastly, always surround yourself with good people. Having great peers can help you learn from their experiences and perspectives. These are the people that can guide you to make good business decisions and help you grow. I wouldn’t be where I am now – and Exelon wouldn’t be the leading company it is –if I didn’t surround myself with the leaders who are absolute tops in their fields. And even more than that, they’re good people. That’s the secret to success.•
Butler volunteering with other Exelon employees in Chicago
Butler meeting with PECO lineworkers in the Philadelphia area
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Transformation U
An Interview with Dr. Nido R. Qubein, President, High Point University
EDITORS’ NOTE Dr. Nido Qubein became the seventh President of High Point University in January 2005. Since that time, enrollment has quadrupled, campus has expanded from 90 to 520 acres, and academic schools have grown from 3 to 14. Qubein came to the United States as a teenager with limited knowledge of English and only $50 before going on to build business partnerships in banking, real estate, publishing, and retail businesses. Prior to his role as HPU President, Qubein rose to prominence as an internationally known author and consultant who has given more than 7,500 presentations worldwide. He has served on the corporate boards of several Fortune 500 companies including Truist, the sixth largest bank in the nation, La-Z-Boy, and FinThrive Healthcare. Qubein is also executive chairman of the Great Harvest Bread Company. Among numerous honors and recognitions he has received, Qubein is an inductee of the Horatio Alger Association for Distinguished Americans, along with Oprah Winfrey and Colin Powell.
Best College Dorms, and Best Campus Food, as well as a Great School for Business/Finance Majors and a Great School for Communication Majors.
Will you discuss your career journey?
I came to this country on a one-way ticket as a teenage immigrant seeking an education. When I arrived, I had a limited English vocabulary and little money in my pocket. My father died when I was six years old, and that was tough for me. My mother played a pivotal role in my life. She had only a fourth-grade education, but she had a postgraduate degree in wisdom and uncommon sense. She insisted I go to school in the United States and pursue the American Dream.
I came to America to attend college and had the words of my mother still ringing in my ears: “If you want to be a great person, you have to walk side by side and hand in hand with great people.” While I was in college, I worked as a youth counselor and sought out leadership materials that would help youth counselors grow professionally. I couldn’t find
any, so I started a business to provide leadership materials for people like myself. I also began leading seminars and giving speeches, and my career began to grow in those areas. As soon as I finished graduate school, I started my first business following the principles that built America: personal initiative, the entrepreneurial spirit, and the ability to pursue new opportunities. These are all things we sometimes take for granted but, as an immigrant, I understand and value them tremendously.
I started other businesses and went on to write books, consult with corporate leaders, and speak at conferences. Over the years, I’m blessed to have given more than 7,500 presentations worldwide. I served on corporate boards of several Fortune 500 companies, including Truist, the sixth largest financial company in the nation, La-Z-Boy, and Savista. I’m now in my 21st year as president of High Point University, my alma mater.
Did you always know that you had an entrepreneurial spirit and desire to build your own businesses?
I came to this country seeking an education and got it. First, in my formal schooling;
UNIVERSITY BRIEF Founded in 1924, High Point University (highpoint.edu) is a liberal arts institution located in the Piedmont Triad region of North Carolina. “America’s Best Colleges” 2025 Edition, published by U.S. News & World Report , ranks HPU #1 among all regional colleges in the South (the thirteenth consecutive year at number one). It also ranked HPU for the tenth consecutive year as the #1 Most Innovative Regional College in the South for innovation in curriculum, faculty, students, campus life, technology, and facilities. HPU was named for the fourteenth consecutive year to the national “Colleges of Distinction” list. HPU also earned Fields of Study distinctions for the Phillips School of Business and the Stout School of Education. The Princeton Review named High Point University as one of the nation’s top institutions for undergraduate education. The Princeton Review also named HPU in the 2024 edition of “The Best 390 Colleges” and on the Best Southeastern Colleges “2025 Best Colleges: Region by Region” list. HPU was also recognized among the Top 20 in the nation for Best-Run Colleges, Best Career Services, Most Beautiful Campus, Most Active Student Government Association,
Dr. Nido R. Qubein
second, from the people and the culture; and third, through my own experiences in business. In my adopted home, I discovered what I have come to believe is the greatest education in the world: creating business ventures from nothing but seeds of clear ideas and strong principles planted in the good soil of American possibility.
At HPU, we believe in the art of the possible and seek to instill it in every student. We believe that having an entrepreneurial spirit is not just about building a widget and selling it. Rather, having an entrepreneurial mindset is about building appreciated value and rendering it for your client, consumer, congregation or company. Everyone needs it to thrive. That’s why we passionately celebrate hard work, perseverance and personal initiative. It’s what built this country in the first place.
I am a product of the American Dream, and so is our campus. We firmly believe that those who work hard and are smart enough, and those who have faith and courage, can accomplish great things.
“Our goal is to prepare graduates not for the world as it is, but as it will be.”
How did your time as a leader in business impact the way you lead High Point University?
I never expected nor sought to become president of High Point University, but when the Board of Trustees asked me to in 2004, I prayerfully considered it and accepted the challenge.
As a graduate of High Point University whose life was deeply and positively impacted by earning an education, and as a parent of four children, I began to understand the impact that this university can have on the next generation of leaders. As a university president with a business background, I knew we needed to provide a fundamentally different type of education to our students. After all, today’s college students don’t just need a degree. They require a transformational experience that prepares them to thrive in a constantly shifting marketplace. We began to focus on instilling Premier Life Skills in students – the kind that ensure they can navigate ambiguity, adapt in rapidly changing conditions, solve complex problems, communicate well, and represent the
HPU is ranked #9 Best Career Services in the nation by The Princeton Review. Cottrell Hall, pictured here, serves as a center for professional development on campus and houses HPU’s Office of Career and Professional Development, Entrepreneurship Center, Office of Undergraduate Research and Creative Works, and much more.
organization where they work at the highest level. These are skills that employers now say many college graduates across the nation lack. These are also the skills that employers say are the hardest to teach once they hire new college graduates. Today, I lead a transformed institution aimed at investing in our students’ lives for the better. Our goal is to prepare graduates not for the world as it is, but as it will be.
What do you see as the fundamentals of effective leadership?
A leader must define a clear vision, develop a solid strategy, execute consistently, and interpret value. These are the fundamentals of effective leadership. It’s what I strive to focus on in all my work. I make myself available to students, parents, faculty, staff, alumni, and the community. I answer my emails. It’s not delegated. I meet with faculty and staff frequently to learn more about their areas of focus and to ensure the university is appropriately allocating resources. A leader can’t allocate resources effectively without a vertical and diagonal understanding of each business unit.
If I’m going to make decisions about the future of the institution, then I have to believe I’ve assessed the risks and understand the potential benefits of those decisions. While I look at trends in higher education, such as some colleges and universities losing enrollment, our school is growing by leaps and bounds. We had the largest enrollment in our school’s history this fall and welcomed the largest class of new students. One of the keys to overcoming the downward decline is our focus on student success. We give students the tools they need to achieve success and significance in business and in life. I enjoy teaching the entire freshman class in my First-Year Seminar on Life Skills, and some of the pertinent principles I share with them include having a clear vision that can be stated in 15 words or less, having a solid strategy and striving for consistent execution.
I want education to transform our students’ lives as it has transformed mine. I have written books that provide a complete blueprint for success. It doesn’t happen overnight. It takes meaningful effort, passionate ambition and intense vision to develop a plan for personal success and professional growth. These are all qualities I use in my daily life.
How have you driven High Point’s transformation and what are your priorities for HPU as you look ahead?
When I arrived at HPU in 2005, I knew the university had to distinguish itself. We had to transform our campus and our culture in order to transform the lives of our students. As Richard Rohr, the Franciscan priest, said, “Transformed people transform people.” Twenty years ago, I defined a clear vision and asked faculty and staff to join me in moving HPU from an ocean of sameness to a small pool of distinction. We became student focused. We didn’t make a single decision without asking how something served the best needs of the student. Our campus culture is energized by the challenge to take HPU to new heights. During a short period of time that ordinarily would take decades to achieve, we became a highly ranked institution
where enrollment has grown from just 1,500 to 6,335. We expanded our campus from 90 to more than 520 acres. And academic schools grew from just 4 to 13, with plans to add another with the opening of a School of Optometry. To do that in such a compressed amount of time is unheard of in higher education. We moved beyond focusing on the “product” –the diploma. Instead, we chose to focus on the product of the product – a life filled with meaningful success and framed with purposeful significance. And it worked. Consider the fact that 99 percent of our graduates are employed or in graduate school within 180 days of graduating. That’s 14 points higher than the national average, and that’s why we do what we do.
While we don’t do what we do for accolades, HPU has received an abundance of national recognition along the way. The Princeton Review ranked HPU as the #1 Best-Run College in the nation in its “The Best 390 Colleges: 2025 Edition” publication. HPU was also recognized among the Top 20 in the nation for Best College Dorms, Best Career Services, Most Active Student Government, Best Campus Food and Most Beautiful Campus. U.S. News & World Report has ranked HPU as the #1 “Best Regional College in the South” for 13 consecutive years and the #1 Most Innovative College in the South for 10 consecutive years. But most importantly, HPU has become a place of deep, intentional mentorship that leads students through a personal, transformational process that enhances their lives. I remind faculty and staff that “we live, students watch and students learn.” Students need heroes, models and mentors to positively influence their lives and increase their impact. Today, our incredible growth has been shared by so many parents, students, and media outlets that some even refer to us as Transformation U.
How do leading universities need to adapt and evolve to prepare students for success in the workforce of the future?
How did you do it, is the question I have received from the 400 college presidents who have visited HPU’s campus to study our success. I tell them it’s a mix of several factors, but the focus is on helping students develop Life Skills in an extraordinary environment with caring people. We need to show parents that there is value in their students earning a college degree. At High Point University, we are committed to giving students the Premier Life Skills and the values-based education that prepare them to thrive and render value in a world that changes faster than you can download the latest app. We want them to decipher the difference between sound bites and sound judgment and to develop a depth of awareness and relevance. Their success is our success and our greatest reward. By integrating rigorous academic programs, experiential learning opportunities, real-world experiences and strong community engagement, HPU delivers a comprehensive educational experience that meets the demands of the modern job market.
Our students get many opportunities to network with potential employers through various career fairs on campus, as well as off-campus programs such as HPU in the City which take students to major metropolitan areas such as New York, Boston, Dallas and Washington, D.C. to network with major companies. We also foster intellectual growth and practical application of knowledge through the university’s Summer Research Institute (SuRI), Summer Research Programs in the Sciences (SuRPS), and Summer Research Fellowship (SuRF). Collectively, all of these programs provide a mighty boost to a student’s skill set in a short window.
Steve Wozniak visits with a robotics class in January 2023 through High Point University’s Access to Innovators program
HPU refers to itself as “The Premier Life Skills University.” What does this phrase mean to you and how does HPU drive this mission throughout the university?
A college education should not only focus on the attainment of a diploma. An extraordinary, holistic education should be about professional development and personal transformation, too. In the First-Year Seminar on Life Skills that I teach for all freshmen, I share with our students that life is about both success and significance. Significance offers greater clarity and reflects the influence and impact you have on others. Yes, we must feed the minds of our students, but we must also feed their hearts. To support graduates in their career trajectories, HPU offers various resources, including success coaches, career advisers, micro-credential offerings and even professional LinkedIn photo sessions. In fact, our Office of Career and Professional Development is ranked #9 in the nation by The Princeton Review. These initiatives align with the university’s overarching goal of equipping students with the skills they need to thrive in competitive job markets. For instance, critical thinking ranks among the most sought-after skills in the business world. According to the World Economic Forum’s Future of Jobs Survey, 73 percent of organizations prioritize creative and critical thinking when assessing talent. HPU’s curriculum is designed to nurture these skills, ensuring graduates possess not only technical expertise, but also the adaptability and problem-solving capabilities necessary to lead in an ever-evolving environment.
A day rarely passes when global leaders aren’t on our campus connecting with students. Nowhere else do college students regularly learn from so many top experts in their field, such as Apple Computer Co-Founder Steve Wozniak – HPU’s Innovator in Residence; Netflix
Co-Founder Marc Randolph – HPU’s Entrepreneur in Residence; Dallas Mavericks’ CEO Cynt Marshall – HPU’s Sports Executive in Residence; Domino’s CEO Russell Weiner – HPU’s Corporate Executive in Residence; former U.S. Ambassador and FCC Chairman William Kennard – HPU’s Global Leader in Residence, and many others who’ve led some of the most recognizable organizations in the world. This is part of our intentional Access to Innovators program, one of many educational hallmarks at HPU.
At the same time, our campus is filled with laboratories and real-world studios that are often referred to as Ivy League-level facilities. Our students have access to these labs as soon as they arrive on campus and don’t need to wait until they’re upperclassmen to use them like at larger universities. Inside them, students work tirelessly to conduct research, produce creative works, master the latest technology, invent new ways of doing things and tirelessly practice scenarios that students will encounter in the workforce.
You recently published another book, Extraordinary Transformation . What interested you in writing the book and what are the key messages you wanted to convey in the book?
Extraordinary Transformation is really an autobiographical account of how we applied business and leadership principles to grow and re-imagine HPU as a nationally recognized institution of higher learning. And I’m just as excited about the future of HPU as I am proud of what we’ve accomplished in the previous 20 years. I wanted to share lessons I learned during my two decades and counting as HPU’s president and offer innovative strategies that have sparked the university’s incredible growth in size and academic stature. I discuss how when I first arrived, I met with the faculty to share my vision to make HPU
a nationally and internationally known university. I told them I had developed skills and core competencies in my business career that could help and that I was not only a proud alumnus of this university, but also a loyal and longtime citizen of High Point, a city I had come to love as my own. And finally, I told them I had been someone who believed passionately in the value and impact of education all my life. The entire body of faculty supported the idea and vision of a businessman with experience in how to grow businesses and make them thrive. Next, I visited the campus to get the experience of a 19-year-old student walking across the promenade. I sought the perspectives of students and parents before mapping out changes and solutions to become the place they wanted it to be and the exceptional educational experience we envisioned. I sought to remove barriers sometimes caused by bureaucratic processes and challenged our faculty to be laser-focused on student success.
In short, they answered the call. We grew from approximately 100 faculty in 2005 to nearly 500 today. Our campus is now home to dozens of state-of-the-art facilities in business, dental medicine, physical therapy, engineering, law, and others, and we offer robust support services to our students. And our students graduate with impressive graduate school and career outcomes.
To learn the pulse and the culture of an organization, the leader must stay informed and involved, engaged and accessible. I wanted this book to serve as an entrepreneurial blueprint for any leader who seeks to start a new organization or grow a proven brand that could use fresh ideas. Another reward is that all proceeds from the book go to support HPU student scholarships.
With all that you have achieved during your career, and with the success of HPU, do you think about slowing down?
I’ve always been a hard worker. It’s just my nature, the way I’m built. I tend to wake up around 5 AM each day full of energy to exercise, read emails and the news. I arrive to campus by 7 AM, then fill my days with meetings and activities, such as filming the weekly PBS NC “Side by Side” interview show that I host. I enjoy interacting with students, faculty, staff and attending many HPU athletic events. Civic efforts for the surrounding community also require my attention, including revitalization of center-city High Point with a ballpark and opening the Nido and Mariana Qubein Children’s Museum in 2022.
What I find most rewarding is the opportunity to positively influence and impact the lives of others, particularly the students of High Point University and their families. I live by the rule of thirds, which I also teach to all freshmen in my first-year seminar: Life is one-third learning, one-third earning, and one-third serving.
HPU is in a constant state of transformation, so every day is exciting. I’m focused on ensuring that HPU is prepared to serve students and their families for generations to come. I’m focused on ensuring the city of High Point is positioned to thrive as a vibrant and energetic city. I’m focused on planting seeds of greatness in the minds, hearts, and souls of all those I’m blessed to encounter. I’m excited about what lies ahead.•
HPU’s men’s basketball team competing at Qubein Center
Shaping New York City’s Skyline
An Interview with Andrew Levine, Chief Legal Officer, SL Green Realty Corp.
EDITORS’ NOTE As General Counsel, Executive Vice President, and Corporate Secretary for SL Green, Andrew Levine is the company’s Chief Legal Officer. He has served in that position since joining the company in 2000. Before joining SL Green, Levine was a partner at the law firm of Pryor, Cashman, Sherman & Flynn, LLP. As a member of the REIT and Real Estate Transactions and Business groups at that firm, Levine served as counsel for a diverse client base of public and private real estate companies, national retailers, REITs, private developers, investment advisers, and lenders. He was also a former partner at Dreyer & Traub. Levine received a BA degree from the University of Vermont and a JD degree from Rutgers School of Law where he was an Editor of the Rutgers Law Review. He currently serves as a member of the Advisory Board of the Rutgers Center for Corporate Law and Governance.
Andrew Levine
What have been the keys to SL Green’s industry leadership?
For more than 25 years, we have proudly played a key role in shaping the city’s skyline, creating thousands of jobs, and fostering lasting partnerships with our tenants, community, and public sector. We recognize that New York City’s commercial real estate market, like its residents, is resilient. Throughout seismic events that shook our city like 9/11, The Great Recession, and COVID-19, SL Green persevered and emerged stronger each time. Occupancy rebounded, leasing velocity grew, and tourism flourished. While the market remains challenging, we are poised and ready to seize new opportunities.
invested $200 million in public improvements and collaborated with local community boards and officials to create direct connections to trains and subways, enhancing convenience for One Vanderbilt tenants and benefiting the larger community.
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 December 31, 2024, SL Green held interests in 54 buildings totaling 30.6 million square feet. This included ownership interests in 27.0 million square feet of Manhattan buildings and 2.8 million square feet securing debt and preferred equity investments.
How do you describe SL Green’s culture and values?
As a homegrown company, we’ve tied our future to the success of New York City, and we are driven by a shared passion to contribute to its growth and vibrancy. Internally, we focus on fostering a culture of excellence, collaboration, and community engagement. We’re proud of our talented and diverse team of over 1,300 corporate and property employees who demonstrate what can be achieved through presence, productivity, and a positive attitude. Our team exemplifies the excellence of our organization, and we prioritize employee education, selfdevelopment, and innovation as our business continues to evolve.
An additional key element of our success is ensuring that our properties and the New York City community thrive in tandem. One Vanderbilt, recently valued at $4.7 billion, is a magnet for top tenants seeking an unrivaled address that is set up for success. Located opposite the major transit hub of Grand Central Station, we
One Madison Avenue presented a unique opportunity in Midtown South for us to transform a historical asset into a modern icon while avoiding urban sprawl and greenfield development in the process. Located adjacent to Madison Square Park, one of the city’s most beloved public spaces, we seized the opportunity to revitalize and invest in the park in tandem with the construction of One Madison Avenue. The building offers an unparalleled experience set within a thriving neighborhood featuring best-in-class amenities, access to outdoor spaces, and direct proximity to public transportation.
Will you elaborate on SL Green’s focus on corporate citizenship and community enhancement?
SL Green has spearheaded a broad spectrum of community enhancement initiatives
La Tête d’Or by Chef Daniel Boulud at One Madison
across the city. Born out of the COVID-19 pandemic, we established FOOD1st to provide meals to emergency service workers and vulnerable populations throughout the city. Since its inception, FOOD1st has made a significant impact in the community; almost five years later, it continues to be a resource to our fellow New Yorkers, with over 1 million meals delivered.
As much as we value investing in industry education internally, we are also dedicated to fostering the next generation of New York City’s executives by bringing real estate education out of the boardroom. Our employees volunteer to serve as mentors to local students through GCSA, an organization whose mission is to mentor and grant scholarships to degree-aspiring, underserved New York City students who navigate systemic barriers to educational success.
If New York City succeeds, SL Green succeeds, which is why we have built a legacy of investing in its growth and survival. In 2023, we contributed $3.2 million across eight Manhattan districts for public realm improvements, spanning from capital improvements and homeless outreach to enhanced security and sanitation. One such improvement is at Madison Square Park. We gifted $250,000 to the Madison Square Park Conservancy to help complete the park’s dog run and support its ongoing upkeep and maintenance, further deepening our investment in the neighborhood.
How critical is it for the chief legal officer role to be engaged in business strategy?
At SL Green, our strength lies in our people, and we strive to foster a collaborative environment. That ensures that we are considering a wide range of perspectives to pursue the best avenues for New York City’s growth
and development. Our business model revolves around developing, leasing, revitalizing, and rehabilitating major commercial properties in New York City. Legal considerations are factored into all decisions, particularly during property acquisitions, sales, joint ventures, and major structural projects. It is essential to have the chief legal officer involved in business strategy to navigate the complex legal landscape associated with managing such a large portfolio in
Manhattan. Our team is made up of the brightest and most dedicated individuals in the real estate field, and together we consistently deliver superior execution across all functions.
You have been with SL Green for 25 years. What has made the experience so special for you?
That question comes up often with family, friends, and colleagues. After graduating law school, I was a transactional attorney at one of the preeminent real estate law firms at that time. After a number of exciting years working with great clients, I was ready to explore other opportunities, and one that came up was joining SL Green. I felt this would allow me to take my experience and expertise and bring it to an operating real estate business, and to stay in New York to do it.
At the time, I didn’t fully appreciate the scope of becoming general counsel for a New York Stock Exchange publicly traded company. That opened up an entirely new set of challenges, legal and business related, such as executive employment, SEC and NYSE compliance, capital raising, and general corporate matters. About a year after I started, Sarbanes-Oxley came along which completely changed the corporate landscape. It was a fantastic opportunity to move into the corporate side and to be with a company like SL Green which is such a leader in the industry.
An area that has continued to make it so exciting is our move into an entertainment and hospitality component with SUMMIT One Vanderbilt which we are taking global, as well as our strategic partnership with Daniel Boulud and The Dinex Group. While these are not the biggest economic drivers of the company, they are clearly an important aspect of what differentiates SL Green.•
SUMMIT One Vanderbilt
A Legacy Of Excellence
An Interview with Cheryl McKissack Daniel, President and Chief Executive Officer, McKissack & McKissack
EDITORS’ NOTE Cheryl McKissack
Daniel has more than 30 years of experience in all phases of the construction industry and provides executive leadership for project implementation. She serves as Principal-in-Charge and Project Executive on numerous high-profile projects, including major work in the commercial, healthcare, education, and transportation sectors and is actively involved in project oversight and management, ensuring that diversity is implemented during each phase of a project or program. She serves on numerous corporate, charitable, and community boards. She has been honored as a “Hero of Liberty” for her support of humanitarian initiatives and for promoting the responsibilities of a free and diverse America. She has also received a Legacy Award from the Women’s Builders Council and has been named to City and State New York’s Power 50 List. McKissack Daniel earned both a bachelor’s and master’s degree in civil engineering from Howard University and has completed graduate course work at Columbia University in civil engineering. Born in Nashville to builder and architect William DeBerry McKissack and teacher Leatrice Buchanan McKissack, she represents the fifth generation of the McKissack family’s century-old business, McKissack & McKissack.
FIRM BRIEF McKissack & McKissack (mckissack.com) is the oldest minority/women-owned professional design and construction firm in the United States. For more than 120 years, McKissack has remained a family-owned business, leading the planning, design, and construction of more than 6,000 projects while proudly upholding the standards of excellence established by its forefathers.
How do you describe McKissack’s culture?
Our culture is about having people reach their maximum potential within our business. We give our people a loose framework and guidelines to work within, and then we ask them to be innovative and to make decisions. I am a big proponent of the concept that if someone makes the wrong decision, it is a great opportunity to be a learning experience. This is how we have built our business, and as a result we have had longevity with our employees. We
are also very collaborative with a lot of teamwork.
How critical is innovation to McKissack’s business?
We are not the biggest company in the industry, so when you are competing with organizations that are much larger than you, you need to innovate to win. We are innovating in technology and we understand that construction is a big data problem, and if you can disseminate that information quickly and make decisions around it quickly, the better you will perform. Technology has been a key to McKissack’s growth and strength.
What do you feel differentiates McKissack in the industry?
We are one of the largest, most successful Minority/Women-owned Business Enterprises (MWBE) in the New York construction industry. There are not many firms like us that provide the diverse services and solutions that McKissack offers. Our size is a strength even though at times it can also be a challenge. Clients come to McKissack because they know they are
getting senior leadership on their project, which is different from some of the larger companies where you may get more junior employees or trainees working on the project. At McKissack, we offer clients experienced and seasoned talent to handle their projects.
How do you focus your efforts leading McKissack?
My management style is very loose, and I expect people to be professionals. My focus is on setting the guidelines and expectations and then giving our people the space to do their jobs. One of the areas of focus for me has been succession planning – how to grow McKissack beyond me and how to build the right leaders for the future. Those leaders are internal, and we promote from within. I have been running McKissack for more than 30 years, and I believe that it is best to have more than one person running the company since the more hands on deck, the more you can cover.
Have you seen progress in the opportunities available for women to grow and lead in the construction industry?
I have seen a tremendous increase in women in the construction workforce. We are
Cheryl McKissack Daniel
Coney Island Hospital
working on the new JPMorgan Chase headquarters building at 270 Park Avenue in New York City and they are all about quality, and the fact is that women are so detailed that they provide great value to the project. I see women in leadership roles across the industry, and I believe that the profession is open to women because it understands the value and quality that they bring to the business.
What do you see as McKissack’s responsibility to be engaged in the communities it serves?
This has been a common thread throughout the generations at McKissack. My grandfather used to build churches at cost because he saw the church as the place where the community gathers. I think that community for us in most of the urban cities we work in, such as New York, Philadelphia, Nashville, and Orlando, is about giving opportunities for people who are having a difficult time getting those opportunities. That is the Black and Brown contractors, for example, and this is easier for McKissack since we have walked that road. We have been in the position where people assume we offer less quality services just because we are a Black-owned business, or people not wanting to come work for us because we are a Black-owned business, or people wanting to pay us less or not pay us at all because we are a Black-owned business. When we meet with contractors that look like us, we give them opportunity and respect because we have been in their shoes.
You mentioned McKissack’s involvement in the new JPMorgan Chase headquarters building. What do you feel will be the impact that this building will have on New York City, and how has this project impacted McKissack?
I call it the Eighth Wonder of the World. This is to me a once-in-a-lifetime opportunity to work on a building that was designed to be an icon for the City of New York and to reemphasize what we represent as a city – the
biggest, the best, the most creative, power, money, excellence – that is what this building is all about. This building will sit in the skyline of New York City and people from all over will know 270 Park Avenue.
The vision of Jamie Dimon (Chairman and CEO of JPMorgan Chase) to provide opportunities for minorities in the construction of this building has had a tremendous impact for McKissack. Prior to this opportunity, McKissack had not worked with any of the Wall Street firms, but since this amazing opportunity we have worked with several. This all opened up after Jamie Dimon took the lead in diversifying across all platforms at JPMorgan Chase which included the construction of 270 Park.
Did you always know that you were going to join McKissack and that this is where you would spend your career?
I grew up in a different era, and my parents made the choice of where I was going to college, what I was going to study, and where I was going to work. Since I was ten or so years old, I would work in my father’s office on the weekends, and I have been walking job sites since I can remember. It was a totally different time than today. While I hope that my kids (Deryl and Leah Felder) will eventually decide to join McKissack and that they will see how powerful it is to carry on the legacy and to make McKissack a six generation company, this is a decision that they will make for themselves.
When you look back at the success that McKissack has experienced under your leadership, are you able to enjoy the process and take moments to celebrate the wins?
I never take my eye off of growth and the next opportunity, but anyone that knows Cheryl McKissack knows that I enjoy a good martini and a good celebration after each win. It is important to take the time with the team that makes it happen, since the team deserves the recognition.
Do you ever think about slowing down? Absolutely. I love what I do, but I also believe in planning for the future. My goal is to step back and serve as chair of the board by 2030, which would allow for a real transition to begin in the next year or two. That would give my husband, Dr. Samuel Daniel, and me the chance to travel the world and enjoy new experiences together. McKissack & McKissack has a bright future ahead, and I’m confident in its continued success as the legacy carries on. •
Rendering of the New Terminal One at JFK International Airport
Rendering of the new JPMorgan Chase headquarters building at 270 Park Avenue – Trading Floors
Putting Clients First
EDITORS’ NOTE In his role as COO, Peter Carpenter is responsible for managing all day-to-day aspects of Alliant Insurance Services’ operations. Carpenter has more than 25 years of experience in the insurance industry and joined Alliant in 2008 when it acquired ClearPoint, a Seattle-based employee benefits consulting firm that he co-founded and where he served as Chief Executive Officer. Prior to founding ClearPoint, Carpenter served as Vice President of Sales and Marketing for a large regional insurance brokerage firm and as a group representative for Sun Life Insurance Company. He earned a bachelor’s degree from Colby College in Waterville, Maine, where he majored in government and Spanish.
COMPANY BRIEF
traditional solutions – it means anticipating challenges, staying ahead of industry shifts, and delivering outcomes that make a meaningful impact. But what truly sets us apart is our people. We created a company where top talent wants to be, and that’s no accident. What we’ve built is something unprecedented in the insurance industry – a company that combines the strength and stability of a market leader with the innovative spirit of an entrepreneur. That balance allows us to deliver bold, forward-thinking solutions while maintaining the trust and reliability our clients expect. When you bring together the best minds in the business and give them the space to think big, the results speak for themselves.
of rigid hierarchies and off-the-shelf solutions, we’ve built an environment where collaboration drives everything we do. The best ideas don’t get stuck in silos – they move freely across teams, specialties, and industries to create solutions that truly fit our clients’ needs. That kind of flexibility and shared expertise makes all the difference. And it’s why our clients stay with us, knowing they’re working with the best in a model designed to deliver more.
What do you see as Alliant’s responsibility to be engaged in the communities it serves and a force for good in society?
Alliant Insurance Services (alliant.com) is one of the nation’s leading distributors of diversified insurance products and services. Operating through a national network of offices, Alliant offers a comprehensive portfolio of services to clients.
How do you define Alliant’s mission?
At Alliant, our mission is simple – we put the client first. That goes beyond just providing
What have been the keys to Alliant’s strength and leadership in the industry?
Alliant’s success comes down to one thing – our people. Over the last decade, we’ve attracted and retained more top-tier talent than anyone else in the industry, and that’s made all the difference. But it’s not just about hiring the best; it’s about how we work together to deliver for our clients. We’ve taken a different approach from the traditional brokerage model. Instead
Being a leader in our industry isn’t just about serving clients – it’s about making a real impact in the communities where we live and work. Insurance is about protection and security at its core, and that responsibility extends beyond business. Whether through philanthropy, volunteer work, or programs supporting education, health, and economic opportunity, we’re committed to strengthening the communities we serve. We believe in giving back in meaningful ways – supporting local organizations, investing in initiatives that create lasting change, and encouraging our teams to get involved. Whether through hands-on volunteerism or financial support, we take pride in helping build stronger, more resilient communities.
“We’ve taken a different approach from the traditional brokerage model. Instead of rigid hierarchies and off-the-shelf solutions, we’ve built an environment where collaboration drives everything we do. The best ideas don’t get stuck in silos – they move freely across teams, specialties, and industries to create solutions that truly fit our clients’ needs.”
Peter Carpenter
An Interview with Peter Carpenter, Chief Operating Officer, Alliant Insurance Services
“Being a leader in our industry isn’t just about serving clients – it’s about making a real impact in the communities where we live and work. Insurance is about protection and security at its core, and that responsibility extends beyond business.”
Will you provide an overview of the causes that Alliant supports?
Alliant is proud to support a wide range of causes regionally, nationally, and worldwide, reflecting our deep commitment to fostering stronger, healthier communities. These efforts address a variety of critical needs and create meaningful, lasting impacts. Our shortlist of supported causes include:
• Promoting women- and minority-owned businesses to encourage economic empowerment and innovation.
• Supporting programs that develop job skills and open pathways to career advancement.
• Providing assistance to individuals with disabilities through resources and support systems.
• Delivering vital services for victims of abuse to aid recovery and foster stability.
• Advancing educational opportunities for children to help build a brighter future.
• Providing disaster relief to help communities rebuild after natural disasters.
• Combating world hunger through initiatives that provide food security and sustainable solutions.
• Fighting cancer and other chronic diseases by supporting research, treatment access, and awareness campaigns.
By supporting these causes, Alliant strengthens its commitment to making a meaningful difference and building a foundation for healthier, more resilient communities nationwide.
How does Alliant empower its employees to be ambassadors of goodwill?
At Alliant, we believe that empowering our employees to engage with their communities is a powerful way to create positive change. Through corporate giving, matching gift programs, and volunteer time off (VTO), we provide opportunities for our team members to contribute to causes that matter to them and make a meaningful impact where they live and work. By connecting with initiatives that inspire them, employees not only strengthen their communities but also gain a deeper sense of purpose and fulfillment.
Will you discuss Alliant’s commitment to providing access to career opportunities in the risk management and insurance industries?
At Alliant, we’re committed to opening doors to careers in risk management and insurance for talented professionals from all backgrounds. Finding the best talent means looking beyond conventional hiring channels and ensuring we reach individuals with the skills, drive, and innovative thinking to serve our clients at the highest
level. But it’s not just about hiring – it’s about creating real opportunities for growth. Once people join Alliant, we make sure they have the support, resources, and pathways to advance in their careers. Whether it’s mentorship, professional development, or leadership opportunities, we’re focused on helping our people succeed. When talent meets opportunity, everyone benefits – our employees, clients, and the industry.
What do you tell young people about the types of careers the insurance industry offers?
Insurance is an incredibly dynamic and rewarding industry because it’s constantly evolving – driven by real-world challenges, innovation, and the relationships we build. At its core, it’s about problem-solving, understanding people’s challenges, and delivering solutions that make a real impact. This career is for those who want to think strategically, build connections, and make a difference. Every day is different, and our work helps businesses grow, and people feel secure. Whether you’re drawn to sales, analytics, risk management, technology, or leadership, there are countless opportunities to grow and succeed. If you want a career that’s fast-moving, people-driven, full of opportunity, and, dare I say, “exciting,” insurance is a great place to be.•
“Finding the best talent means looking beyond conventional hiring channels and ensuring we reach individuals with the skills, drive, and innovative thinking to serve our clients at the highest level. But it’s not just about hiring – it’s about creating real opportunities for growth.”
EVERYONE LOVES A COMEBACK
Paul Rivera got a new lung and a new life.
Paul was one of those hardworking citizens who keep our fair city going. But then he got struck with pulmonary fibrosis, probably as a result of chemical exposure on the job. It was untreatable; his only hope was a lung transplant. And only one hospital, Montefiore Einstein, showed up to help. They got Paul a new lung, and they gave him a new life. See Paul’s Story at MontefioreEinstein.org/PaulRivera
Stoic Principles
An Interview with Robert Rosenkranz, Chairman, Delphi Capital Management
EDITORS’ NOTE Robert Rosenkranz is Chairman of Delphi Capital Management, which manages some $40 billion in assets, and the founder of a group of investment and private equity partnerships. From 1987 until 2018, he served as the Chief Executive Officer of Delphi Financial Group, an insurance company whose value increased 150-fold under his leadership. He is the Founder and Chairman of Open to Debate, a public policy debate series that provides a forum for reasoned public discourse. He serves on the board of directors for the Manhattan Institute and the Whitney Museum of American Art in New York; Hoover Institution at Stanford University and the Buck Institute for Research on Aging in California; and of the Serpentine Gallery in London. A graduate of Yale University and Harvard Law School, he was a tax lawyer with the New York law firm of Cahill, Gordon & Reindel and an economist with The RAND Corporation, where he was engaged in research on foreign policy issues and municipal finance. In 1969, he joined Oppenheimer & Company where he was a General Partner when he left to form Rosenkranz & Company, a private equity firm, in 1978. Rosenkranz is a longstanding art collector with prominent collections of Asian art, modern design and time-based media.
What interested you in writing the book, The Stoic Capitalist , and what are the key messages you wanted to convey in the book?
I wanted to write this book to help people achieve the same kind of ambitious career that I have been able to achieve. I came a very long way from the circumstances of my childhood, and there were philosophical ideas and psychological ideas that ran through many of the decisions I made and how I defined the meaning of a well-lived life.
A classic stoic idea is the idea of resilience and “the obstacle is the way.” This is the title of Ryan Holiday’s book and means that you should embrace challenges and use them as opportunities for growth and change. In my case, the obstacle when I was seven years old was that my father was unemployed, my mother was a clerk in a drug store, and they made no attempt to hide from me their financial insecurity. They were worried that the phone was going to get cut off or that electricity was going to get cut off. Another obstacle was my mother’s Marxist ideology, which she often repeated. There were a few ways for me to overcome these obstacles, one being the idea of self-reliance and realizing that I had to take full responsibility for my
own life, and the other being the idea of critical thinking.
What audience are you looking to target with the book?
It is certainly relevant for people in business school who are beginning their careers, but I do feel that many of the techniques that I develop in the book could be helpful to people in the later stages of their careers. There is a chapter about how to allocate time; there is a chapter about negotiation; there is a chapter about controlling emotion – these are issues that anyone leading an organization deals with during their career.
How did your childhood impact your views on leadership and how you approach your management style?
I saw academic success as my pathway to a better life. People identified me as a child with the potential for extraordinary academic achievement, and that became my idea on how to get out of my childhood situation. This is something that I have incorporated into my style of leadership – the idea that getting the right answer is really paramount. It is not about bureaucracy or titles or authority. My leadership style is collegial. I want people to be sitting around a room, giving their best ideas, and from that conversation emerges the way forward. It is an academic style of leadership. An early
“I wanted to write this book as a way of helping people achieve the same kind of ambitious career that I have been able to achieve. I came a very long way from the circumstances of my childhood, and there were philosophical ideas and psychological ideas that ran through many of the decisions I made and how I defined the meaning of a well-lived life.”
Robert Rosenkranz
experience of mine was when I was with the RAND Corporation in my twenties, during a time that RAND was dealing with the issue of how to fight a nuclear war and how to deter it, where there is no room for politics and no room for bureaucracy. This experience led to the culture we have at Delphi since I very consciously modeled Delphi’s culture on the RAND culture – non-bureaucratic and focused on getting the best answer.
You commit your time and energy through the Rosenkranz Foundation to addressing the state of public discourse. Will you discuss this effort?
I had felt for some time that the level of public discourse in this country was so divisive and emotionally charged that there was a need for a contempt-free zone where contentious issues could be aired with civility and respect. We felt the debate format was an interesting one
because it encouraged an audience to consider both sides of issues, to think critically, and to arrive at a more nuanced understanding. We did a debate a few months ago as part of our debate series, Open to Debate, on the question of “Were Israel’s Actions in the Gaza War Justified” which resulted in six million downloads in 48 hours which was the most popular debate we had done in years. This shows that there is a real appetite for this type of debate, and I believe that society needs it now more than ever. We were recently given a weekly primetime slot on NPR. I believe that millions of Americans are looking for a forum to have thoughtful, constructive debate on the key issues facing society.
Where did your passion for philanthropy develop?
Because I didn’t have role models at home, I became a voracious reader of biographies. While I read these biographies with the goal of learning how to achieve success, I also wanted to learn how to live a well-lived life once you have achieved a level of financial capacity. I was really taken with the biographies of Rockefeller and Carnegie who did incredible things in their lifetimes. They not only built major American industries, but in Rockefeller’s case he created Rockefeller University and the University of Chicago, (his heirs established Asia Society and Japan Society); and in Carnegie’s case he created Carnegie Hall, Carnegie Mellon University, Carnegie Endowment, and Carnegie Libraries. To me, these individuals were heroes, and philanthropy was part of their well-lived lives. I feel that philanthropy is an opportunity for me to use my talents and abilities to create the kind of institutions that society needs within the scope of what is possible with my resources.
As you look back on your career, were you able to enjoy the process and take moments to celebrate the wins?
A big reason for my success is that I enjoyed the process. Money is great, but if you don’t enjoy the process, it is not nearly as satisfying. The notion of a well-lived life is finding something to do that calls forth all your abilities and your energy and that you want to be fully committed to.
Do you think about slowing down?
I think there will be time enough for that when I am dead. The reality is that if you are doing something that you really enjoy and energizes you, why wouldn’t you want to continue doing it?
What advice do you offer to young people beginning their careers?
One of the stoic principles is accepting that nothing is forever and things change. You can have three relationships with change: you can be an agent of change to help bring it about; you can see that things have changed and adapt; or you can see that things have changed and complain. The latter is not a helpful way. You should like the world as you find it; you must distinguish between things you can change and things you cannot; and you need to use reason to regulate your emotions. You want to be thoughtful about how you allocate your time, and equally thoughtful about your actions, so they help achieve outcomes that work for you.•
Culture, Values And Excellence
EDITORS’ NOTE Richard Rosenbaum is the Executive Chairman of Greenberg Traurig, a unified international law firm of more than 2,800 attorneys in 49 locations around the globe. He has long been considered a thought and change leader in the broader legal profession. He joined the firm in 1985 as its 90th lawyer and has since been integrally involved in forming and successfully executing the strategies that have led to the firm’s growth and unique culture across the United States, Europe and the Middle East, Latin America, and Asia. He closely guards the firm’s long-term core values while still aggressively navigating ever-changing times. Rosenbaum has always put the firm’s clients and people first, understanding that a law firm leader works for them, first and foremost. He is proud of his work in founding the firm’s renowned and wideranging “commitment to excellence” program, which ensures that all these values remain core to the firm’s daily practice and global brand for many years to come.
2024 BTI “Leading Edge Law Firm” for delivering on client expectations for the future and is consistently among the top firms on the Am Law Global 100 and NLJ 500.
How do you describe Greenberg Traurig’s culture?
At Greenberg Traurig, we have built a culture that prioritizes empowerment and respect for every individual, innovation, and an unwavering commitment to excellence. We operate under a unique “freedom within a framework” model, empowering our attorneys to make decisions while maintaining a shared vision of collaboration, trust, and client-first service. Unlike many competitors that have pursued rapid expansion through mergers, or who have become rigid bureaucracies, we have grown organically, preserving the integrity of our culture and the ability to make swift, independent decisions.
Mentorship and long-term career growth are fundamental pillars of our culture. Through our Commitment to Excellence program, we have developed initiatives that provide our people with the tools and guidance needed to advance their careers. Our structured mentorship program connects senior attorneys with junior associates, fostering an environment of learning and collaboration. These efforts ensure Greenberg Traurig is not only a place that attracts top legal talent, but also one that nurtures and retains it.
Innovation has always been at the core of our success. From leveraging emerging technologies like artificial intelligence or expanding into new global markets, we prioritize adaptability and progress. We anticipate market trends and make strategic decisions about where wealth, business and innovation are going, keeping Greenberg Traurig at the forefront of the legal industry. By remaining agile and forward-thinking, we have built a firm uniquely equipped for long-term growth and success, no matter the cycle.
FIRM BRIEF Greenberg Traurig, LLP (gtlaw.com) has more than 2,800 attorneys in 49 locations in the United States, Europe and the Middle East, Latin America, and Asia. The firm is a
Greenberg Traurig is a firm that values personal accountability and entrepreneurial spirit – a place where attorneys are encouraged to take ownership of their careers and build their own success. Our decentralized structure enables attorneys to tailor their approach to their clients’ unique needs while staying true to our broader commitment to ethics, excellence, and teamwork.
Our dedication to diverse geographies and practice areas stems from a deeply held belief in the value of different backgrounds and perspectives and finding opportunities in change. This is not simply a statement – it is part of our DNA. We recognize that embracing varied experiences strengthens our ability to serve a global client base effectively. We’ve worked to foster an environment that welcomes individuals from varied
“We operate under a unique ‘freedom within a framework’ model, empowering our attorneys to make decisions while maintaining a shared vision of collaboration, trust, and client-first service.”
Richard A. Rosenbaum
An Interview with Richard A. Rosenbaum, Executive Chairman, Greenberg Traurig, LLP
“Mentorship and long-term career growth are fundamental pillars of our culture. Through our Commitment to Excellence program, we have developed initiatives that provide our people with the tools and guidance needed to advance their careers.”
backgrounds, experiences, and cultures, ensuring that Greenberg Traurig remains a place where legal talent thrives based on merit and dedication.
What do you see as Greenberg Traurig’s responsibility to the communities it serves?
We measure our success not only by financial growth or industry accolades, but also by the impact we have on the communities we serve. Greenberg Traurig has always championed a culture of civic responsibility, ensuring that we actively participate in initiatives that support economic development, education, and access to justice. Guided by this ethos, Greenberg Traurig maintains one of the largest philanthropic funds of any major law firm, donating more than $10 million annually to our communities. Also, the GT Holly Skolnick Fellowship Foundation supports fellowships for lawyers in public interest law work, while the firm serves as one of the largest supporters of Equal Justice Works, having sponsored more than 200 fellows throughout the United States.
We believe legal professionals have a unique opportunity to contribute to society, and we have strategically expanded our community engagement efforts. From supporting educational programs for underprivileged students to participating in policy discussions that shape the legal and political landscape, Greenberg Traurig is deeply embedded in the communities where we operate, enabling our attorneys to leverage their skills to create tangible change.
The firm has also played a significant role in responding to crises affecting communities, whether assisting those affected by natural disasters or offering legal aid to those facing economic hardship. We proactively engage, and this belief has led to initiatives where our attorneys provide pro bono legal counsel to small businesses, nonprofits, and individuals who lack access to quality legal representation when they need it most. I’m constantly encouraged by the number of our attorneys who devote their time to pro bono legal counsel, addressing critical needs.
Our vision for community engagement extends beyond traditional philanthropy – this commitment is embedded in the DNA of our operations, ensuring that civic and community impact is a fundamental aspect of Greenberg Traurig’s identity.
How is purpose ingrained in Greenberg Traurig’s culture and values?
A sense of purpose lies at the heart of everything we do. The drive to succeed for our clients isn’t limited to legal strategy – it also encompasses grit, determination, and an unwavering commitment to excellence. I know and respect the value of hard work. Before becoming a lawyer, I worked full-time while attending law school at night and supporting my family. That experience instilled in me the values of perseverance and passion, which I believe are the cornerstones of success. What
makes Greenberg Traurig truly special is how this work ethic is embedded in our firm’s culture. We encourage our attorneys to take ownership of their careers, approach challenges with resilience, and dedicate themselves fully to their clients. We are not only problem solvers but advocates, strategists, and partners – protecting our clients every step of the way. This passion creates a deeper sense of purpose that extends beyond the immediate matter and influences the broader impact of their work.
Purpose also means recognizing our responsibility beyond the walls of the firm. Just as we are fierce advocates for our clients, we are equally committed to giving back to our communities. Whether mentoring young lawyers, engaging in civic initiatives, or providing legal counsel to underserved groups, we believe purpose-driven work has the power to create lasting change. Our team uses their skills to shape industries, create legal precedent, uplift communities, and make a meaningful difference in the world.
Purpose is not something we search for, but rather something we create through our actions. It is found in the late nights spent preparing for trial, in the dedication to immersing ourselves in a client’s business, and in our impact on the clients, communities and industries we serve. Greenberg Traurig’s strength is built on this foundation, ensuring that we continue to thrive, innovate, and lead with integrity every day.•
“Greenberg Traurig has always championed a culture of civic responsibility, ensuring that we actively participate in initiatives that support economic development, education, and access to justice.”
Supporting Communities
An Interview with Barbara A. Jones, Co-Managing Shareholder, Los Angeles Office, and Chair, Blockchain and Digital Assets Practice, Greenberg Traurig, LLP
EDITORS’ NOTE Barbara Jones maintains a diverse corporate and securities law practice across industry groups, emphasizing complex international and domestic transactions, including private and public financings, dual listings, mergers and acquisitions, strategic collaborations and joint ventures, and licensing transactions. She serves as a trusted advisor to public and private company boards of directors on governance matters and complex regulatory reporting and compliance issues. Jones’ clients include financial institutions, private equity and venture capital groups, and public and private companies in emerging technology, life sciences and biotechnology, defense and security, blockchain and digital assets, telecommunications, information technology, energy (traditional and renewable), mining, media, entertainment and sports. She also represents Olympic and professional athletes and sports-related organizations.
different business cultures, but has also expanded my world view with respect to opportunities for increased global community.
Will you provide an overview of Greenberg Traurig’s Blockchain and Digital Assets practice?
In 2016 and 2017, as we started to see a flurry of initial coin offerings (ICOs) coming to the market, we were getting questions from some of our clients about blockchain which was evolving rapidly. I was asked to lead that group because much of the work in the early days was related to ICOs, which looked a lot like securities offerings and fit with my experience and background in capital markets. A big part of my focus within our practice group is risk management, both for the firm and for our clients, given the uncertain regulatory environment in the United States with respect to the blockchain and digital assets space.
and other industry groups, so we can serve as a one-stop shop to assist our clients with the plethora of issues they face in this sector.
Will you highlight Greenberg Traurig’s commitment to supporting its communities and its efforts in Los Angeles addressing the recent wildfires?
This is at the essence of Greenberg Traurig’s culture. Jimmy Carter said, “My faith demands that I do whatever I can, wherever I am, whenever I can, for as long as I can with whatever I have to try to make a difference.” Regardless of what your faith happens to be, that philosophy really carries through at Greenberg Traurig. When the wildfires hit, our first and foremost obligation and concern was for our own attorneys, staff, and their families. We had many people who received a call and had a few minutes to get their belongings and pick up their kids at school –they had nothing but what was on their backs and in their cars at the time. We had many who lost everything, and many who were otherwise displaced for weeks. This was our initial concern, and we are now in the rebuilding process.
Will you discuss your career journey and what interested you in pursuing a career in the legal profession?
I began my legal career in Los Angeles with a major Wall Street firm – something I never envisioned when I entered law school. I was then fortunate to be transferred to London where I practiced U.S. securities law for 13 years before relocating to Boston for family reasons, and eventually returning to Los Angeles. A strong part of my practice has an international focus with multinational companies doing work in the U.S. I became a corporate/transactional lawyer to be a “change agent.” Practicing corporate law provides the opportunity to combine one’s knowledge of the law and the ability to analyze a particular set of facts with the purpose of then finding an ethically appropriate and suitably practical solution to a client’s needs. Ideally, that solution not only benefits the client but also serves as a best practice or model for others to employ in fostering positive social impact.
The law is always evolving, which is something I love about the profession, since you are constantly learning. I am fortunate to have a career that is so diverse and fascinating from a crossindustry, cross-jurisdictional perspective. Working with business and government leaders in the U.S. and around the world has not only broadened my understanding of and ability to work within
“We are proud of our commitment to ongoing and active support of our communities – it is fundamental to who we are as a firm.”
We support clients as they develop products and bring them to market and evaluate how and if those products can be structured to fit in the evolving U.S. regulatory environment, or whether it makes sense to take them offshore in the interim until there is greater regulatory certainty in the United States. Our platform at Greenberg Traurig is comprised of practitioners focused on international tax, commodities, securities, intellectual property, real estate, financial services, healthcare,
Simultaneously, and despite the chaos that was going on, the immediate outpouring of support from everyone in the office asking what they could do to help their colleagues, and what they could do to help their community, was amazing to see. We quickly initiated food drives and assembled goods and supplies for displaced families, both for our own team and for the broader community. The response was immediate, enabling us to provide those donations to the volunteers on the front lines and to recovery centers and nonprofits who were assisting with the fires, as well as volunteering our own time at the various centers. We provided support to our fire departments, police departments, and first responders who were doing outstanding work to keep us safe and help us through this horrible crisis. We also assembled teams of experts to assist with various issues faced by those displaced from their apartments and homes, including lease and mortgage concerns, insurance claims, securing assistance from FEMA, and guidance on available resources for immediate support and longerterm recovery. Providing these legal services on a pro bono basis is at the heart of Greenberg Traurig’s culture. We have been an active supporter of the greater Los Angeles community for the past 25 years. We are proud of our commitment to ongoing and active support of our communities –it is fundamental to who we are as a firm.•
Barbara A. Jones
Fighting Antisemitism
An Interview with Scott J. Bornstein, Executive Vice President, Co-Managing Shareholder, New York Office; Co-Chair, Global Intellectual Property and Technology Practice; Co-Chair, Global Patent Litigation Group, Greenberg Traurig, LLP
EDITORS’ NOTE Scott Bornstein has deep trial experience and has served as lead trial counsel in more than 300 patent litigations. He has broad experience in patent, trademark and copyright litigation, licensing and general IP counseling for a wide variety of national and international clients. Bornstein also has extensive experience working with clients to develop comprehensive prosecution and enforcement strategies which support their business objectives.
Did you know early on that you wanted to pursue a career in the legal profession?
Initially, I didn’t expect to end up in the legal profession – I was pre-med and a biochemistry major as an undergraduate, fully intending to go to medical school. My mother called me three days after taking the MCAT exam and told me that she had signed me up for the LSAT. She told me she always believed I would be an attorney and reminded me that in my kindergarten yearbook, which for some reason she still had, my teacher had written that I had an answer for everything and that I would make a great lawyer one day. I dutifully took the LSAT and was working at Johnson & Johnson during the summer when one of my co-workers told me that I should pursue a career as a patent attorney. It sounded interesting to me, and I decided to go to law school.
You have been with Greenberg Traurig for more than 24 years. What has made the firm so special for you?
When I first joined Greenberg Traurig, it was a much smaller firm in New York. I have been supported throughout my time at the firm. I value trust, respect, honesty, and collegiality above all else, and for me the distinguishing factor for Greenberg Traurig is its culture. There are many strong law firms in New York with talented lawyers who provide great client service, but I have never thought the grass is greener elsewhere. Greenberg Traurig has been everything I could have hoped for and more. As the firm has grown over the past 24 years, its culture and values have remained steadfast, enabling me to provide clients around the world with unparalleled resources and support.
Will you provide an overview of the Global Intellectual Property and Technology practice?
The practice is, in some respects, my baby, as I have been here since the early days of the group. We have built the group to 275 lawyers all over the world, and the majority of Greenberg Traurig’s offices now have IP capabilities. We handle all aspects of intellectual property, including patent, copyright, trademark, trade secret, Digital Millennium Copyright Act (DMCA), and right of publicity litigation; trademark prosecution and brand management; copyright and DMCA agent registration; patent prosecution and portfolio management; licensing; inter partes review; third-party monitoring; domain name management; and interferences. We also counsel on the full range of data privacy and security breach issues, provide licensing and cross-border services and defend data privacy, security breach, and Telephone Consumer Protection Act (TCPA) class action suits. Our team includes skilled and technical professionals with a deep understanding of both specialized technology and the complex dynamics of worldwide distribution, providing our clients with an entrepreneurial approach.
“When I approached firm leadership to discuss our potential involvement in lawfare addressing antisemitism, they asked if we had clients that had been wronged and if we had a viable, strong case. Their belief was simple: if those criteria were met, then these clients deserved representation.”
You have been a leader in addressing the issue of antisemitism. Will you discuss this effort and what has made this work so important to you?
The fight against antisemitism has always been deeply personal to me. To provide context, it’s important to point out that Greenberg Traurig was built by three Jewish men who did not receive opportunities at other firms and decided to create an inclusive place where everyone could thrive. One of the firm’s great leaders, Cesar Alvarez, exemplifies this ethos – he’s a Cuban man who came to the United States during a time of great persecution of Cubans and Latinos in Miami. Denied many opportunities growing up, Greenberg Traurig gave him the chance to shine. He became one of the world’s most respected leaders in the legal profession, and someone that I greatly admire.
My own background has also shaped my passion for combating antisemitism. My father is the youngest survivor of Auschwitz. Born in 1940 in Poland, he was taken from his home with his family to a ghetto first, and then to Auschwitz, when he was four years old. He spent almost a year incarcerated in Auschwitz. His father and 10-year-old brother were murdered in the gas chambers. It was only about eight years ago that my father started telling his story and authored a New York Times bestseller called Survivors Club, which details his experience.
When October 7 happened, a switch went on in me. I said that I was at this amazing law firm that cares about people and cares about fighting against hate in all forms. I felt that I had a responsibility to engage. With the firm’s support, we have pending litigation on behalf of Israeli and American victims of the October 7 terrorist attacks against American Muslims for Palestine and National Students for Justice in Palestine for providing material support to Hamas; we are defending the site StopAntisemitism.org a defamation lawsuit; and we are assisting college students who have been subjected to antisemitism on campus.
When I approached firm leadership to discuss our potential involvement in lawfare addressing antisemitism, they asked if we had clients that had been wronged and if we had a viable, strong case. Their belief was simple: if those criteria were met, then these clients deserved representation. I am incredibly proud to be a part of a firm that supports these kinds of efforts, and while this is clearly personally important to me, I am thrilled that our firm is involved in fighting hate in all forms.•
Scott J. Bornstein
Democratizing Access To Well-Being
An Interview with Poonacha Machaiah, Chief Executive Officer, Chopra Foundation and Co-Founder, Cyberhuman.ai
EDITORS’ NOTE Poonacha Machaiah is Chief Executive Officer of the Chopra Foundation, dedicated to improving health, social and planetary well-being. He has co-founded initiatives such as NeverAlone to address mental well-being and suicide prevention; co-founded CIRCA, an anxiety management platform; and co-founded Cyberhuman.ai, a personalized AI platform for optimizing health and wellness. He is on the board of transformative companies such as The Healing Company, Beacon Media, Limitless Minds, and Reulay. He has also held senior management positions at Nortel, Iridium, Motorola and Sasken. Machaiah holds a BS degree in computer science and engineering and an MBA from the College of William and Mary.
on disruptive and meaningful initiatives. One of the highlights was working alongside visionary leaders like Shekhar Kapur and A.R. Rahman to leverage media as a tool for positive impact. This period ignited my entrepreneurial spirit and solidified my commitment to innovation with purpose.
Over the last decade, I’ve worked closely with Deepak Chopra on transformative ventures aimed at democratizing access to well-being. From Jiyo, a corporate well-being platform, to Seva.Love, a metaverse dedicated to well-being, and now Cyberhuman.ai, a groundbreaking initiative using AI to enhance healthspan and enable peak living, each endeavor has been a step toward creating scalable solutions for global wellness.
to enable peak living. The vision is to create a comprehensive platform for personalized preventive health, combining integrative data aggregation, real-time metrics, AI-powered diagnostics, an AI-driven well-being twin, expert-led programs, spiritual intelligence tools, and secure blockchainbacked data management to optimize well-being.
Did you always know that you had an entrepreneurial spirit and desire to build your own business?
Will you discuss your life journey?
After earning my engineering degree in Bangalore, India, I began my journey as a software engineer, driven by a deep passion for AI and robotics. My early career immersed me in the world of telecommunications, where I had the privilege of working with industry pioneers like Sprint, Iridium, Nortel, and Motorola. These formative years taught me the power of technology to connect and transform lives. Seeking a deeper purpose, I pivoted to using technology as a force for good, collaborating
As a leader at the Chopra Foundation, I’ve dedicated myself to supporting Dr. Chopra’s vision of fostering a more peaceful, just, sustainable, healthier, and joyful world. My journey has been one of aligning purpose with innovation, using technology not just as a tool, but as a bridge to transform individual lives and the collective human experience.
What was your vision for creating Cyberhuman.ai and how do you define its mission?
Cyberhuman.ai’s mission is to transform well-being by integrating timeless wisdom and modern science with industry leading Agentic AI
My mother played a pivotal role in shaping my journey as an entrepreneur. She was incredibly entrepreneurial in her own way, constantly innovating across various ventures, all while managing the demands of taking care of our family. Her unwavering encouragement to follow my dreams and her belief in the importance of creating jobs and driving societal transformation have been guiding principles in my life and work.
What do you feel are the keys to effective leadership and how do you approach your management style?
I believe that authenticity, integrity, and a sense of higher purpose are essential values that every leader should embody. Authenticity fosters trust and meaningful connections, integrity ensures that decisions are guided by ethics and fairness, and a higher purpose provides a north star, aligning the team’s efforts toward creating a lasting impact beyond personal or organizational gains.
“As a leader at the Chopra Foundation, I’ve dedicated myself to supporting Dr. Chopra’s vision of fostering a more peaceful, just, sustainable, healthier, and joyful world. My journey has been one of aligning purpose with innovation, using technology not just as a tool, but as a bridge to transform individual lives and the collective human experience.”
Poonacha Machaiah
“Cyberhuman.ai’s mission is to transform well-being by integrating timeless wisdom and modern science with industry leading Agentic AI to enable peak living.”
When building a team, I prioritize individuals who embody what I call a “PHD” –Passion, Hunger, and Drive. Passion fuels innovation and creativity, hunger inspires a constant desire to learn and grow, and drive ensures the determination to overcome challenges and achieve results. These traits, combined with a shared commitment to our core values, create a cohesive, motivated, and purpose-driven team capable of achieving extraordinary outcomes.
What role have meditation and mindfulness played in your life?
I wasn’t deeply involved in meditation and mindfulness until I met Deepak nearly two decades ago, and that encounter was truly transformative. It opened my eyes to the profound impact these practices can have – not just on an individual level, but on society as a whole. Experiencing it firsthand allowed me to understand how mindfulness fosters self-awareness, resilience, and balance in my personal life while also creating ripple effects in the way we connect with others and approach the world around us.
What worries you most when you look to the future, and what excites you the most about the future?
What worries me most is the potential misuse of AI and technology, where profitdriven motives overshadow ethical considerations. The lack of transparency, accountability,
and alignment with human values could lead to greater inequalities, mental health crises, and the erosion of human connection. The rapid pace of technological advancement without a corresponding focus on ethics and consciousness is a concern. If AI becomes a tool of division rather than empowerment, it could have devastating long-term effects on humanity. What excites me most is the potential for AI to transform human well-being, creativity, and consciousness in ways we’ve never imagined. By integrating timeless wisdom with advanced technology, we have the opportunity to address some of the world’s most pressing challenges –from mental health to longevity to sustainable living. I’m inspired by the possibility of creating tools that empower individuals to thrive holistically while fostering a more compassionate, connected, and purpose-driven world. AI has the power to elevate humanity if used with intention and care, and that gives me hope for the future.
With all that you have done in your life, and the countless lives that you have touched, are you able to take moments to reflect on your achievements and to appreciate what you have accomplished?
It’s a humbling question because I often find myself focused on what’s next – what more can be done to make a meaningful impact. But I do take intentional moments to reflect, especially when I see how the work I’ve been a
part of has touched lives. Whether it’s seeing someone embrace well-being through our initiatives or witnessing the ripple effects of empowering others, those moments of reflection remind me why this journey matters.
I also recognize that none of this would have been possible without standing on the shoulders of giants – mentors, collaborators, and visionaries who have guided and inspired me along the way. I am eternally grateful to my family and friends who have supported me through the entrepreneurial journey which can often feel lonely. Their unwavering belief in me has been my anchor, and their encouragement fuels my determination to keep building, creating, and striving to make a difference. Also living and working across continents is an adventure I highly recommend.
What advice do you offer to young people about living a life of happiness and fulfillment?
My advice to young people is best captured by Jiddu Krishnamurti’s quote, “Truth is a pathless land.” The essence of life is for everyone to explore their own unique path, to embrace the mystery and wonder of existence, and to live to the fullest. Joy is the only true measure of success, and it is found not in external achievements but in the freedom to live authentically, to love deeply, and to discover what makes your heart sing. Seek your own truth, and let joy be your compass.•
“When building a team, I prioritize individuals who embody what I call a ‘PHD’ – Passion, Hunger, and Drive. Passion fuels innovation and creativity, hunger inspires a constant desire to learn and grow, and drive ensures the determination to overcome challenges and achieve results.”
Where Opportunity Begins
EDITORS’ NOTE Lisa Dughi is Chief Executive Officer at NAF (naf.org), a national education nonprofit that provides access to opportunities for high school students and their communities. She oversees all functions and the strategic vision of the organization, which is responsible for supporting a network of over 600 NAF academies with over 113,000 students across 34 states and territories. Dughi graduated from Cornell University with a BS in policy analysis and management and received her MBA in marketing and operations management and strategic management from the Wharton School at the University of Pennsylvania. She has vast experience in implementing strategies, quantifying results, and effecting change within organizations, large and small.
directly with industry professionals and real-world career experiences through internships, mentoring, resume building, mock interviews, and more. These experiences provide critical exposure to career options and workplace connections that enhance their success.
Our design consists of four elements: academy development and structure, curriculum and instruction, advisory boards, and work-based learning and internships. These components work together to enrich student learning, align with school and district goals and standards, and foster collaboration between education and business leaders – strengthening local economies and talent pipelines.
What have been the keys to NAF’s growth and impact?
Will you highlight the history of NAF and how you define its mission?
As we celebrate our 45th anniversary in 2025, we reflect on NAF’s robust history and enduring mission. Our Founder and Chairman Emeritus, Sanford I. “Sandy” Weill, partnered with the New York City Board of Education in 1980 to establish the first NAF Academy of Finance. From that single academy, NAF has grown into a national movement, now supporting more than 600 academies across 34 states and territories, and 113,000 students annually, in some of the fastest-growing industries. For over four decades, NAF has championed a movement for immersive, career-focused education, integrating workbased learning into the high school curricula. By providing students with access to opportunities, we embolden them to explore their career aspirations and prepare for success. Together, we are redefining education by fostering meaningful experiences that transform the high school journey and open doors to future possibilities.
How do you describe the NAF approach?
NAF is where opportunity begins. We go beyond traditional CTE programs, blending experiential learning with career-focused curricula. Inside the classroom, students engage in hands-on learning experiences. Beyond the classroom, they develop future-ready skills and gain industry-specific knowledge that prepares them for success in any career pathway they choose. NAF academies connect students
At the heart of NAF’s approach is the belief that if you can see it, you can be it. Through exposure to career options and chances to build upon one’s aspirations, develop Future Ready Skills, and create critical workplace connections, NAF believes we can prime the next generation of leaders to be successful – no matter what pathway they choose.
NAF plays a vital role in transforming education by blending academic learning with career preparation, better equipping students for whatever postsecondary pathway they may choose. Our sustained growth stems from our commitment to innovation, leveraging technology and data-driven resources to enhance learning experiences. Education and workforce landscapes are constantly evolving, and while our mission remains resolute, NAF continues to adapt to meet the needs of students, educators, communities, and industry partners. We can’t do this alone, and partnership is at the center of our growth and impact. By working alongside business partners who support work-based learning initiatives, we not only create access to opportunities for students, but also help companies build strong talent pipelines. Our design extends beyond philanthropy – it represents a strategic business imperative in the workforce of tomorrow.
What excited you about the opportunity to lead NAF and made you feel it was the right fit?
Coming from a corporate background, I sought a career that leveraged my skills and
Lisa Dughi
An Interview with Lisa Dughi, Chief Executive Officer, NAF
offered deeper meaning. When I joined NAF as a director in 2013, I was inspired by the over half a million students it empowered. Now, as CEO, I remain humbled by the opportunity to lead an organization that has shaped the futures of so many young people. For 45 years, NAF has cultivated a generation of skilled, confident, and innovative leaders, contributing to economic growth and workforce development. It is impossible to have a bad day at NAF when you reflect on the 650,000+ lives transformed by our work. My passion endures because there is still much to do – ensuring every student has access to the opportunities they need to succeed. I take great responsibility in strengthening partnerships and expanding our reach to create positive effects for future generations.
Will you discuss the strength and expertise of the NAF team?
The team at NAF is familiar with a phrase I often like to use when illustrating the breadth of their work. It is, “Will it make the boat go faster?” which I learned after hearing about the 2000 British Olympic Men’s 8 Rowing Team story and reading Will It Make the Boat Go Faster? by Ben Hunt-Davis and Harriet Beveridge. The synopsis is about how an underperforming team of outstanding individual athletes was able to row their way to gold at the Sydney Olympics by channeling all their training, planning, and strategizing on one question, “Will it make the boat go faster?” Since starting my role as CEO, this has become something of a mantra for the NAF team – “Will this (program, project, relationship, effort, etc.) have greater impact on more students?”
A defining characteristic of our team is their unwavering passion and dedication. In a recent engagement survey, 100 percent of our staff affirmed that the work we do at NAF is
important. This shared commitment drives our mission forward. Our team members bring many perspectives and experiences, and I deeply value their collective contributions and invest in their professional growth. By fostering an environment where staff feel inspired and supported, we encourage them to be leaders not only at NAF, but in every aspect of their lives.
How valuable is it for NAF to have such an engaged and committed board?
Our Board of Directors is instrumental to NAF’s success. Comprised of leaders across various industries, they advocate for
career-connected learning and provide strategic guidance that strengthens our outcomes. Many have led some of the world’s largest companies, offering invaluable insights into both the education and nonprofit sectors. Sandy Weill’s vision set in motion a movement to connect high school students to their futures. He created the foundation for NAF to be a leader in workbased learning and career-centered education. As we embark on a new chapter under the leadership of our new Chairman, Greg Hayes, Executive Chairman of RTX, we are excited to expand our reach and deepen our impact. Together, we are committed to ensuring that all students have access to meaningful career prospects and successful futures.
What are your priorities for NAF as you look to the future?
Our top priority remains creating bright futures for our students. With increasing attention on the future of education and the workforce, NAF is positioned at the intersection of these conversations. We recognize that access to the right class, the right internship, or the right mentor can be life changing. Our focus is on expanding work-based learning experiences to ensure that students can define their career paths and achieve long-term success. Additionally, we aim to strengthen partnerships across the broader CTE field. By building coalitions and fostering collaboration, we can create even more opportunities for students nationwide.
Ultimately, our success is measured by the stories of NAF students who become alumni and remain engaged in our network. These industry connections, mentorships, and experiences extend far beyond graduation, preparing young minds for success in whatever path they choose. As we look ahead, we remain dedicated to expanding our reach and ensuring that every student has the tools to be future ready.•
Forest Hill Community High School, Academy of Engineering site visit (West Palm Beach, Florida)
Calvin Coolidge Senior High School, Academy of Health Sciences and Academy of Mass Media site visit (Washington, DC)
Where Building Is An Art Celebrating 50 Years
An Interview with Frank J. Sciame Jr., Chairman and Chief Executive Officer, Sciame Construction, LLC
EDITORS’ NOTE Frank J. Sciame, Jr. established F. J. Sciame Construction Co., Inc. (Sciame) in 1975. In the years since, he has led the firm to its current position as one of the TriState’s leading construction management firms. Sciame serves on the boards of the New York Landmarks Conservancy, New York Building Congress, and the Alliance for Downtown New York. He is Chairman of the Foundation for City College and serves as an advisor to the U.S. Department of State’s Bureau of Overseas Buildings Operations Industry Advisory Group. He is the recipient of more than 30 prestigious awards including EY’s 1996 Entrepreneur of the Year. Sciame earned a degree in architecture from CCNY.
FIRM BRIEF
Frank J. Sciame Jr.
Sciame Construction, LLC (sciame.com) is a New York City-based construction management firm, recognized throughout the Tri-State Area as the builder of choice for highly designed and technically sophisticated projects. Sciame brings a 50-year history and a proven track record of completing a wide range of buildings and interior spaces on time and within budget. The firm’s diverse and dedicated staff continuously demonstrate a commitment to find creative construction techniques to preserve design intent and to deliver the highest standards of workmanship.
How do you describe Sciame’s mission and purpose?
As we embark on our next 50 years, our mission and purpose are a bit different. When I first began, I knew the odds were stacked against me. I understood that the chance of a new business succeeding, for even five years, was slim to none. And so, 50 years ago, our mission was one of survival. I soon learned that a mission that promised high quality work on time and on budget with honesty and integrity would be the winning formula. Fifty years later, I am proud to say that our backlog is now around $4 billion. As I look forward to the next 50 years, our purpose and mission will remain the same, even as a much larger organization. We plan to continue to have the agility of a smaller company and deliver the same customer service we have always promised, with honesty and integrity as our guiding principles. This is the tried-and-true winning formula that I can say I am proud of, and one we believe will positively impact the built environment.
What have been the keys to Sciame’s industry leadership, and how do you define the Sciame difference?
I think one of the things that differentiates Sciame in the industry is our high regard for architectural design and respect for the built environment. Both Joseph Mizzi, my President, COO and partner, and I have degrees in architecture. With this, we approach each project with a keen sense of design perspective and with a high level of respect for the architects we work with. Our background in architecture helps us to cost effectively build projects “as designed.” If we are successful, it is a win-win-win for all – the owner, the architect, and the Sciame team.
How important is it for Sciame to build a diverse and inclusive workforce?
A diverse and inclusive workforce is key to the success of any organization. I think the glowing example of this was – and still is – represented by the City College of New York where I received my degree in architecture. It was the original DEI campus. Their diverse and tremendously successful alumni achieved incredible accomplishments including discovering the polio vaccine and designing the Panama Canal. Alums include Supreme Court Justices, Secretaries of State, numerous Nobel Prize winners, leaders of industry, world-renowned researchers, and award-winning actors and musicians. But it is important to keep in mind that admission to the college was originally free based solely on merit from which diversity naturally thrived.
At Sciame, we share a similar philosophy in the way we recruit, retain, and promote our staff and team members on our projects. In the construction industry, only the best of the best can sustain positions as leaders and key contributors at all levels. This requires us to select only the most qualified candidates for the job at hand. We are proud to say that our diverse and inclusive group of hardworking people have been the key to our success.
What do you see as Sciame’s responsibility to be engaged in the communities it serves and a force for good in society?
At Sciame, we believe that with great success comes the great responsibility to give back. I am honored to have been a recipient of the Jacqueline Kennedy Onassis Medal by the Municipal Arts Society, an award dedicated to those who make a lasting imprint on the city through vision, leadership, and philanthropy. As former Chairman and current board member of the Landmarks Conservancy, I also have a strong responsibility to help preserve the very best of our city’s heritage today so that those may relish in its history tomorrow. Joseph Mizzi also shares this same philanthropic passion for our community, society, as well as in the arts. He is currently the longstanding Chair of the Bronx Museum of the Arts and Co-Founder of 14+ Foundation, an organization dedicated to the development, building, and operating of schools in rural African communities.
What do you see as the keys to effective leadership and how do you approach your management style?
I think effective leadership requires being authentic and compassionate. Leaders inevitably are – and should be – under the microscope. Every word spoken and action taken will be observed and remembered. Being honest and authentic in terms of who you are and where you want to take the organization is vital. I also believe that compassion and empathy in all aspects of life is important, as well as having respect for those who work tirelessly for you. I truly believe that our people are our most important asset. Being sensitive and compassionate to their needs at work and at home are vital to their success, and by extension, vital to the success of the organization as a whole.
I would call my management style fair, but firm. We have demanding clients, and it is our responsibility to meet those demands. I try to make the meeting of these demands – to the extent possible – fun. “Work Hard, Play Hard” is one of our core values.
“I think one of the things that differentiates Sciame in the industry is our high regard for architectural design and respect for the built environment. Both Joseph Mizzi and I have degrees in architecture. With this, we approach each project with a keen sense of design perspective and with a high level of respect for the architects we work with.”
Louis Vuitton Trunks
Sciame is celebrating its 50th anniversary this year. As the company reaches this milestone, are you able to reflect on what Sciame has accomplished over five decades?
As we approach our 50th Anniversary, I reflect on what we have accomplished almost every day. What we have accomplished is beyond my wildest expectations when we opened our doors in 1975. As I reflect on what we have accomplished, I am enormously proud of the positive impact our iconic buildings have had and will continue to have on the built environment. I also reflect on and am grateful to the great architects, engineers, clients, subcontractors, business associates, laborers, craftsmen, and people of all stripes that have supported us on this incredible journey.
Looking back, I also see that a driving force was my early desire to create success for myself and my family. My family is by far my greatest accomplishment. My wife, Barbara, and I will be celebrating our 50th Wedding Anniversary this year. I quit my job and started Sciame Construction three months before we got married. Barbara’s support (initially as my part time executive assistant) was invaluable. We have been blessed with four children who I couldn’t be prouder of and who are all working to grow and enhance the Sciame Brand. They have blessed us with 12 grandchildren. As the success developed, my Sciame company “family” grew. That desire for success extended to the people who worked for and with me. Many are still with me today after many decades together, including our long-standing EVP of Field Operations, Ralph Thompson, who has been at the firm for 43 years. People like Ralph bet on Sciame and put their careers in Sciame’s hands, and for that I am eternally grateful. Leading this team of incredible people was and is first
and foremost an honor, but also an enormous responsibility that requires continued success on the part of the organization to foster their careers, something I am very in tune with. We do not view this responsibility as a burden. Rather we view it as motivation for the next 50 years. We will continue to work hard not to let our people down, and with their help enjoy even greater success in the decades to come. What advice do you offer to young people interested in pursuing a career in the construction industry?
That’s an important question. A career in the construction industry is not for the faint of heart. You have to love the challenges that come with building. It has been said that the difference between a career and a job is about an additional 35 hours per week. This is especially true for the construction industry. Opening deadlines will require spurts of working 24/7. Loving what you do is the only way to make it bearable. But the pride of seeing a completed, successful project will make it all worthwhile. It will be a brick-and-mortar testament to your hard work. This to me is what continues to have me say – “God I Love this Business.”
If you love building and are not afraid of hard work – go for it!•
Louis Vuitton 57th Street flagship (above); Rendering of the Studio Museum in Harlem (below)
THE NATIONAL DEBT IS $36 TRILLION AND GROWING, threatening economic growth, limiting opportunities for the next generation and reducing our ability to invest in priorities for the future.
Every day, we spend $2.6 billion on interest — the fastest growing “program” in the federal budget. Every dollar that goes toward interest payments means less resources available to build a stronger, more resilient future.
THE GOOD NEWS?
There are many available solutions to put us on a better path.
Learn more at pgpf.org.
Leadership Lessons
An Interview with Robert B. Catell, Chairman, Advanced Energy Research and Technology Center at Stony Brook University and Chairman, National Offshore Wind Research and Development Consortium
EDITORS’ NOTE Robert Catell
was formerly the Chairman and Chief Executive Officer of KeySpan Corporation and KeySpan Energy Delivery, the former Brooklyn Union Gas. His career with Brooklyn Union Gas started in 1958. Following National Grid’s acquisition of KeySpan Corporation, Catell became Chairman of National Grid U.S. and Deputy Chairman of National Grid plc. He currently serves as Chairman of the Advanced Energy Research and Technology Center, National Offshore Wind Research and Development Consortium, and is Chairman Emeritus at Cristo Rey Brooklyn High School. Catell received both his bachelor’s and master’s degrees in mechanical engineering from the City College of New York and is a registered Professional Engineer.
ORGANIZATION BRIEFS Advanced Energy Research and Technology Center (aertc.org) is located in the Research and Development Park at Stony Brook University and is a true partnership of academic institutions, research institutions, energy providers and industrial corporations. The Center’s mission is innovative energy research, education and technology deployment with a focus on efficiency, conservation, renewable energy, and nanotechnology applications for new and novel sources of energy.
National Offshore Wind Research and Development Consortium (nationaloffshorewind.org) is a nationally focused, not-for-profit organization that seeks to produce innovations that directly respond to the technical and supply chain barriers faced by offshore wind project developers in the U.S., build strong networks connecting technology innovators, investors, and industry, and increase U.S. content and job opportunities.
Will you highlight your career journey?
I was born and raised in Brooklyn by a single parent, my mother. I attended public school and was fortunate to get into City College when it was tuition free. I started in liberal arts and switched to mechanical engineering for both bachelor’s and master’s degrees. My first job was with AT&T or “Ma Bell” as it was referred to at that time, with 450,000 employees. I was testing
long distance circuits in the basement of a building in Manhattan when I saw an ad in the newspaper for Brooklyn Union Gas, which was hiring engineers. I applied for the job and was accepted and worked there for 50 years, retiring as U.S. Chairman of National Grid.
Along the way I had many different jobs at Brooklyn Union in engineering, sales, rates and regulation, and in gas supply. I was promoted to President and CEO in 1991 and led the company through a number of mergers and acquisitions to become KeySpan, the largest gas utility in the Northeast and the fifth largest utility in the country, which was acquired by National Grid in 2007.
What do you feel are the keys to effective leadership?
A leader needs to be able to articulate and communicate a vision for people to follow. It needs to be credible and achievable and something the team can relate to and feel good about. The vision should have strategic goals and provide for suitable rewards if achieved by the individuals and the team. A leader needs to be able to create a culture of people working together as a team to achieve the goals. A leader needs to set the example by practicing what is preached, by walking the walk, not just talking the talk. The individuals and the team should be rewarded for their accomplishments and counseled when needed to achieve their goals.
You have a long history of supporting nonprofits and giving your time and energy
to philanthropic work. Where did your passion for philanthropy develop?
My passion for philanthropy or helping those in need originated through my mother, who always tried to help those less fortunate, and taught me to do the same. She instilled in me the value of giving back when able and to “do the right thing.” I was fortunate to work for a company that was very involved in the community. Brooklyn Union supported many nonprofits in their territory and developed programs to enhance the community while supporting economic development. Since utilities are limited in the amount they can spend on philanthropy, we established the KeySpan Foundation and dedicated significant shareholder dollars to support nonprofits and educational institutions in the territory we serviced. National Grid continued the Foundation and added funds to the Foundation when they acquired KeySpan.
How do you decide where to focus your personal philanthropic efforts?
On a personal basis, I focus my philanthropy in two areas. The first being education of young people to give them an opportunity to achieve a successful, productive life. I had the benefit of getting a great public education and went to City College when it was tuition free, and I attribute much of what I was able to achieve to a good education. I believe it is more challenging for young people today, particularly from underserved communities. This has led me to support public education at my alma mater, where I serve on the
“A leader needs to be able to articulate and communicate a vision for people to follow. It needs to be credible and achievable and something the team can relate to and feel good about. The vision should have strategic goals and provide for suitable rewards if achieved by the individuals and the team.”
Robert B. Catell
board of the Colin Powell School for Civic and Global Leadership. I also chaired the Cristo Rey Brooklyn High School which provides an excellent Catholic education to underserved students and a work experience that prepares them for future employment.
The other area of interest to me is medical research which I believe will prevent and cure many of today’s diseases. I serve on the board of the Feinstein Institutes for Medical Research at Northwell, which is doing groundbreaking work in research of Alzheimer’s Disease, Parkinson’s Disease, Cancer, and bioelectronic medicine.
I also support a number of other good causes on a modest basis such as homelessness, hunger, and mental health.
You serve as Chairman of the Board of the Advanced Energy Research and Technology Center (AERTC) at Stony Brook University. Will you discuss AERTC’s mission?
When I retired from National Grid, I connected with the Dean of Engineering at Stony Brook, Dr. Yacov Shamash, who I had known from the research KeySpan and National Grid did at Stony Brook. The energy industry was going through tremendous change and
there was a need to develop new technologies to provide cleaner, more efficient energy systems. We were fortunate to raise $50 million from New York State and built the Advanced Energy Research and Technology Center at Stony Brook. Its mission is to do research to develop the new technologies which can be commercialized to provide a cleaner, reliable, affordable, more efficient energy delivery system.
Research is done in every facet of the energy value chain and will produce cleaner forms of energy and provide for more efficient technology at the user end. The AERTC has a strong relationship with Brookhaven National Laboratory (BNL), one of the Department of Energy’s premiere laboratories, and a number of Stony Brook faculty have positions at BNL as well, allowing for collaboration on research from the molecular level to the burner tip.
What interested you in serving as chairman of the National Offshore Wind Research and Development Consortium (NOWRDC), and how has the work of the Consortium progressed?
As we move to clean up the environment it will be necessary to incorporate more renewables like solar and wind into the energy
“I believe a good education provides a platform of opportunity for young individuals. Much of what I have been able to achieve was based on having a great public education and having a supportive family environment.”
mix. Offshore wind provides a large amount of clean energy to other parts of the world, in particular the U.K. and Eastern Europe. The Department of Energy, wishing to stimulate an offshore wind industry in the U.S., sent out a proposal to invest $20 million in offshore wind research. New York State, through the New York Energy, Research & Development Authority (NYSERDA) was willing to match with $20 million and they reached out to me in my role as Chairman of the AERTC to be the Chair. I accepted and New York won the DOE award.
The mission of the NOWRDC is to do research to develop the technologies to reduce the long-term cost of offshore wind. It has given out over $50 million, due to other state support, and has been very successful in developing new technologies.
You are very engaged with supporting educational organizations with your work with Cristo Rey Brooklyn High School and Futures in Education Endowment Fund. Will you discuss your commitment to creating educational opportunities for youth?
As I indicated earlier, I believe a good education provides a platform of opportunity for young individuals. Much of what I have been able to achieve was based on having a great public education and having a supportive family environment. Many of today’s underserved young people do not have a strong family environment which makes it even more important to have the education necessary to achieve a measure of success in business. I believe that Catholic education provides both a great educational experience and the values appropriate for a meaningful life, with a commitment to give back to support those in need. I served as Chairman of Cristo Rey Brooklyn High School for 15 years, and I serve on the board of Futures in Education in Brooklyn and Tomorrow’s Hope on Long Island. In the public sector, I have done Principal for a Day at my alma mater, New Utrecht High School, and sit on the board of the Colin Powell School at City College.
Do you feel that the same traits that made you successful in business translate to being effective in philanthropy?
To be successful in business requires an organized approach to making decisions after receiving input and then moving forward with a committed motivated team. The same traits apply to philanthropy in order to be successful. There must be a vision tied into a mission that is easily understood by all constituents, and in particular financial supporters, with an emphasis on measurable results.
While there are clearly differences whether you are a nonprofit or a for-profit business, the same principles apply. Attention to the bottom line by making decisions that translate into providing cost efficient services to the constituents should resonate with supporters and maximize their giving. At the end of the day, it’s about managing a philanthropic organization like a business to make it successful.•
An offshore wind farm
The Business Of Caring For People
An Interview with Margaret Pastuszko, President and Chief Operating Officer, Mount Sinai Health System
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.
Margaret Pastuszko
Hospitals” and by U.S. News & World Report’s® “Best Hospitals” and “Best Children’s Hospitals.” The Mount Sinai Hospital is on the U.S. News & World Report® “Best Hospitals” Honor Roll for 2024-2025.
Mount Sinai Health System is a purpose-driven organization with a long history of supporting its employees, patients, and communities. How do you define Mount Sinai Health System’s purpose and how is purpose at the foundation of Mount Sinai’s culture?
challenging, but we strive for excellence and compassion in all we do.
What have been the keys to Mount Sinai Health System’s strength and leadership in the industry, and how do you define the Mount Sinai difference?
INSTITUTION BRIEF The Mount Sinai Health System (mountsinai.org) is one of the largest academic medical systems in the New York metro area, with 48,000 employees working across eight hospitals, more than 400 outpatient practices, more than 600 research and clinical labs, a school of nursing, and a leading school of medicine and graduate education. Mount Sinai hospitals are consistently ranked by Newsweek’s® “The World’s Best Smart Hospitals, World’s Best Hospitals, and Best Specialty
Mount Sinai has a long-standing multipronged mission towards advancement in care, research, and the health of the communities we serve, and our employees are the fabric of our system. They are Mount Sinai. Our patients and the communities we serve are why we strive for excellence and, ultimately, who we work for. We are committed to ensuring that every person – regardless of their socioeconomic status, background, or insurance – has access to world-leading compassionate care. From our beginnings more than 200 years ago to today, we continue to advance health equity, medical innovation, and community well-being. We continuously evolve as a system to serve patients better and more efficiently. We are there through the most challenging moments, from end of life or during complex illness, to the most joyous times with the birth of a child. Our employees, our students, our researchers, our nurses, our physicians – everyone is deeply committed to a culture of discovery and innovation across everything we do and embody all that we are. That road can be bumpy and
Mount Sinai is in a unique position of having a closely integrated hospital system, outpatient services, and schools of medicine and nursing, and graduate school of biomedical sciences. That allows us to have an alignment of priorities and incentives to deliver on our missions. Our unique integration continues under a single CEO. Mount Sinai has also retained a unique identity as it continues to grow as a health system. We encourage individuality and innovation at every level and role throughout our organization – from our hospital presidents and departmental chairs to unit managers, nurses, and students. Everyone is working towards our mission and striving for system alignment. This can be challenging and difficult to balance, but we continue to evolve, learn, and improve. We are a healthcare delivery system, not defined by a hospital or a practice. This requires a different level of commitment to our communities as well as continuous improvement of the models of care that we develop and advance.
What do you see as the biggest challenges facing leading health systems and hospitals as you look to the future?
One of the biggest challenges for the healthcare industry is its economic outlook and uncertainty. The misalignment between the economics of for-profit payors and not-for-profit providers creates an enormous challenge and difficulty in balancing provider missions. It also puts our patients in the crosshairs. Also, further
“We are committed to ensuring that every person – regardless of their socioeconomic status, background, or insurance – has access to world-leading compassionate care. From our beginnings more than 200 years ago to today, we continue to advance health equity, medical innovation, and community well-being.”
constraint in research funding will have a longterm impact for development of new therapies and treatments decades into the future.
How important is it for Mount Sinai Health System’s workforce to mirror the diversity of its patients and its communities?
Creating a strong, local workforce is key to sustainability in the long run. Having our workforce represent our communities enables a deeper understanding of the challenges our communities and patients are facing. We are able to better structure programs that meet the patient’s immediate and long-term needs. It’s an intricate part of our success.
How critical is it for medical schools to transform their curriculum to best prepare the future leaders in medicine?
We must continue to transform for the future, not the past. The evolution of our curriculum, our experiences, and our teaching must meet the current and future needs in healthcare. That is foundational to how we will measure our success in the upcoming years. This fundamentally requires constant improvement and being able to recognize that change is good. Change is uncomfortable and sometimes challenging, but it drives us to be a better provider, a better teacher, and a more advanced researcher. We always need to look to the future.
What do you tell young people about the types of careers the medical profession offers?
It is the most rewarding of careers and the most challenging of careers. Healthcare
careers are not for the faint of heart, but they are for those who care deeply about people. Our business is people, and our mission is in service of people. No matter which career in healthcare you pursue, you do so to improve the lives of people and patients. If you work in a billing office, it’s about getting the right insurance and copays for patients. If you work in our materials management, it’s getting the right supplies to our units to make sure patients have them readily available. If you are a nurse or a physician assistant, it’s about caring for and healing patients. If you are a researcher, it’s about a discovery that will eliminate pain and suffering for patients and future generations. We are in the business of caring for people. •
“We are a healthcare delivery system, not defined by a hospital or a practice. This requires a different level of commitment to our communities as well as continuous improvement of the models of care that we develop and advance.”
A bird’s eye view of New York City featuring the Mount Sinai Health System campus on the Upper East Side of Manhattan
Applying Psychology To Leadership
EDITORS’ NOTE Sébastien Page is Head of Global Multi-Asset and Chief Investment Officer at T. Rowe Price. He has more than two decades of leadership experience and has done extensive research on positive, sports, and personality psychology. He currently oversees a team of investment professionals actively managing over $500 billion in assets under management. He has written two finance books: Beyond Diversification: What Every Investor Needs to Know, and the co-authored Factor Investing and Asset Allocation, and he has won six annual research-paper awards: two from The Financial Analysts Journal and four from The Journal of Portfolio Management. He appears regularly on CNBC and Bloomberg TV, and in 2022 was named a Top Voice in Finance by LinkedIn. He has been quoted extensively in The New York Times, The Wall Street Journal, and Barron’s. His latest book, The Psychology of Leadership, publishes in April 2025 from Harriman House.
portfolios – those that combine stocks and bonds – at T. Rowe Price. We’ve launched new products and expanded into new markets, including the U.K., China, Hong Kong, Singapore, and Australia. Under my leadership, our assets under management have grown from $200 billion to $500 billion.
How do you describe T. Rowe Price’s culture and values?
When I joined T. Rowe, I made a career choice almost entirely based on corporate culture. I had to decide between two compelling job offers, and it came down to the wire. I sat down at the dinner table with my wife, Anne, and we made a list of pros and cons from a professional point of view and for the family. The pros and cons were different, but the two balances looked equal. It was so close that in the end, we decided based on a single factor: at T. Rowe, people emphasized positive working relationships.
of their way to discuss mutual respect and collaboration as a competitive advantage. Everyone talked about the firm’s culture with passion. They asked about my leadership style. Between the lines, the message was: you may be an expert at what you do, but if your leadership style is lacking, you won’t be a good fit.
It turned out to be one of the best decisions of my life. The job is full of challenges, which keeps me in flow, miles away from the boredom zone. And, every day, I work with nice people.
What have been the keys to T. Rowe Price’s industry leadership?
FIRM BRIEF Founded in 1937 and headquartered in Baltimore, Maryland, T. Rowe Price (troweprice.com) serves millions of clients globally who rely on the award-winning firm for its retirement expertise and active management capabilities in equity, fixed income, alternatives, and multi-asset investments. Known for investment excellence, retirement leadership, and independent proprietary research, T. Rowe Price is built on a culture of integrity that puts client interests first.
Will you discuss your career journey?
I grew up in the French-speaking province of Québec, Canada. I completed a Master of Science in Finance and earned the Chartered Financial Analysts designation. I began my career in the United States as a Canadian immigrant who could barely speak English. I was lucky to land an unpaid internship at State Street in Boston, Massachusetts. The rest of my story has been an American dream. At State Street, I sprinted up the ranks and became the youngest associate named Senior Managing Director in the firm’s 200+ year history. Later, at PIMCO, I co-led a transformational initiative to build a global Solutions business. For the last eight years, I’ve led the division responsible for managing Multi-Asset
Of course, every company will say that. Collaboration and mutual respect are the motherhood and apple pie of the corporate world. I dare you to find one senior executive who says collaboration is unimportant at his or her company. But through the interview process, I could tell these people were the real deal. Interviewers went out
We prioritize clients, invest heavily in proprietary research, and we think long-term. We believe that curiosity is a virtue in the investment world. We believe in active management to give people better financial lives. We recognize that we’re in the talent business, so we treat our analysts and portfolio managers well. We give them career upside. Our employee turnover is low. We believe that what we do matters, greatly. We help our clients pay bills, realize their dreams, put their kids through college, retire comfortably and with confidence, and so on. Like for all money managers, our performance goes through cycles, but these core tenets have served our clients well over time.
“I spent four years investigating new ways to apply psychology to leadership. I plowed through hundreds of books and articles in scientific psychology. What I learned about the science behind models in psychology has been life-changing and worth sharing with the world. I became a better leader at work, acquired wisdom, and developed resilience in all aspects of my life.”
Sébastien Page
An Interview with Sébastien Page, Head of Global Multi-Asset and Chief Investment Officer, T. Rowe Price
Will you provide an overview of your role and areas of focus?
I’m Head of Global Multi-Asset and Chief Investment Officer for T. Rowe. This is my dream job. I split my time between running the Multi-Asset business, helping run the firm, and overseeing the investment activities for my division. I also spend a lot of time with our clients, and I represent our firm and help our brand by presenting at public events and in the media, including on live national TV.
What interested you in writing the book, The Psychology of Leadership , and what are the key messages you wanted to convey in the book?
I wrote this book for self-improvement, to improve at setting goals, executing goals, and bringing people along. A few weeks before I started working on this book, I struggled at work. With hindsight, the issues I was dealing with weren’t out of the ordinary, yet they were affecting my well-being, creeping into my state of mind, and impacting the quality of my sleep. That’s typical, isn’t it? In the fog of daily life, our challenges seem worse than when we look back on them a few months or years later.
Sports psychologists help elite athletes deal with performance stress and are experts in coaching and team dynamics. I found one nearby. Could he help me in my job as a leader? As I walked into his office, my outlook on leadership was about to change forever. The story he told me during our first discussion was the spark that started this project – you’ll have to read the book to learn about this story. It put me on a path of discovery. I spent four years investigating new ways to apply psychology to leadership. I plowed through hundreds of books and articles in scientific psychology. What I learned
about the science behind models in psychology has been life-changing and worth sharing with the world. I became a better leader at work, acquired wisdom, and developed resilience in all aspects of my life.
The Psychology of Leadership offers a fresh take on leadership through the lens of groundbreaking research in positive, sports, and personality psychology. I wrote this book in a witty (I hope), conversational, and personal style. The book blends research, fascinating true stories, humor, and self-improvement advice to deliver simple yet powerful principles to master the mental game of life. I hope that readers will develop what feels like mindreading abilities for interpreting personalities and dramatically improve their own mindset and resilience.
Will you highlight the principles that you feel lead to effective and successful leadership?
Leaders, and everyone who wants to thrive, must do three things well: set goals, execute goals, and bring people along. These are the three main parts of the book. There are 18 principles in the book, too many to list here, but let me give you the big picture. I prefer to describe the principles as “timeless” rather than “new” or “groundbreaking.” The same ideas presented in cutting-edge leadership books are found in the writings of philosophers, famous religious figures, and prophets throughout history. Leadership is timeless. Humans have designated leaders for as long as we’ve organized ourselves into groups. The best leaders have always shown personal resilience, planned for the long term, pursued goals with meaning, separated signal from noise, and understood personalities. In addition to fresh examples and applications, I make new connections with the latest research in psychology. To my knowledge, this is the first book to distill research on these models into simple principles for leadership.
The book toggles between self-improvement and leadership. You don’t need to manage people to benefit from this book. I give a fresh perspective on setting goals, executing them, leading (and reading) people, and managing your stress. Each principle represents an aha! moment when I connected my real-world experience with scientific psychology. Some of them are offbeat and counterintuitive, including:
• Don’t Die on Everest – Beware of the Side Effects of Measurable Goals
• Ignore the Gifted Kids – Don’t Focus So Much on Winning
• Think About Death – Always Work Backwards from Your Goals
• Learn to Love to Worry – Harness the Positive Side of Neuroticism
• Be Disagreeable, Sometimes – Don’t Run Your Business Like a Democracy
What advice do you offer to young people beginning their careers?
In a nutshell: work hard, be nice. If you only follow these two rules, you will do well. But here’s more advice, in no particular order: 1. Stay close to revenues: In many jobs, this rule means you should always strive to get closer to clients. Your place in the value
chain becomes clearer the closer you are to a revenue stream. This rule comes naturally to extroverts, “MBA-types,” but it’s equally essential for technical experts. To be clear, many jobs aren’t client-centric – for example, risktaking roles (trading, security analysis, portfolio management). But, in those positions, too, you should ask, “Where’s the revenue stream, and how can I get closer to it?” In those cases, you should aim to get closer to investment decisions – and maximize your impact on alpha generation.
2. Build your human capital: Build your network of industry contacts, your publications in academic journals, your reputation on the conference circuit, your educational credentials, etc. – anything that differentiates you from your peers and that no one can take away from you. You may think focusing on human capitalbuilding activities will appear selfish and may be at odds with your employer’s objectives. But, to the extent that you align your efforts to be relevant to your job, employers want you to build your human capital. You become happier at work, better at your job, and more productive. Everyone wins. For example, at my firm, we encourage associates to take the CFA exams. We pay for their expenses and celebrate those who pass the various levels.
3. Focus on the trend: You will experience ups and downs in your career. You will have bad days. You will face setbacks, politics, stressful situations, missed deadlines, conflicts, etc. Many of these issues are just “noise.” Ask yourself: will this issue affect my ability to achieve my goals over time? If not, ignore the noise and look at your progress from a longerterm perspective. Is the trend positive? It took me years to internalize this advice, and I’m still working on it.
4. Adjust your perspective: Happiness = Reality – Expectations. Your expectations impact your happiness. Manage them carefully. Expectations that are too high (leading to disappointment) are almost as bad as those that are too low (leading to apathy).
5. Emphasize communication: As students, you operate in a quasi-perfect meritocracy. You study hard; you get good grades. Aside from team projects, academic life is individualistic. Corporate life does not work that way for many reasons. In corporate life, collaboration and teamwork are essential. While perhaps 90–95 percent of your success as a student comes from your own intellectual merit, on the job you will quickly realize that – even for the most technical of roles – maybe as much as half of your success is determined by how well you communicate.
6. Take care of yourself: Mind your diet, exercise, and sleep. A career is a marathon. Think of yourself as a “corporate athlete.” Your diet, exercise habits, and sleep are the foundations of everything. Diet, exercise, and sleep reinforce each other in a virtuous cycle. Eat well, and you’ll have more energy to exercise. Exercise, and you’ll sleep better. Sleep well, and you’ll have more self-discipline with your diet because your appetite hormones will be in balance.•
Fostering A True Customer Community
EDITORS’ NOTE In 1976, Jim McCann bought his first of many retail flower shops in the New York metropolitan area. As his company expanded, McCann focused on innovation and being an early adopter of new technologies that enhanced customer engagement to grow his business. As a result, 1-800Flowers.com, Inc., was among the first to offer 24-hour service through an 800-phone number and to use the Internet for direct sales to customers, becoming AOL’s first merchant partner of any kind in 1994.
COMPANY BRIEF 1-800-Flowers.com, Inc. is a leading provider of gifts designed to help customers express, connect, and celebrate. The company’s e-commerce business platform features an all-star family of brands, including: 1-800Flowers.com®, 1-800-Baskets.com®, Cheryl’s Cookies®, Harry & David®, PersonalizationMall. com®, Shari’s Berries®, FruitBouquets.com®, Moose Munch®, The Popcorn Factory®, Wolferman’s Bakery®, Stock Yards® and Simply Chocolate®. The company also operates BloomNet®, an international floral and gift industry service provider offering a broad range of products and services designed to help members grow their businesses profitably; NapcoSM, a resource for floral gifts and seasonal decor; and DesignPac Gifts, LLC, a manufacturer of gift baskets and towers. 1-800-Flowers.com, Inc. was recognized among the top 5 on the National Retail Federation’s 2021 Hot 25 Retailers list, which ranks the nation’s fastest-growing retail companies.
How do you describe 1-800-Flowers’ culture and values?
Our organization is rooted in the belief that relationships matter. We’re united by a shared vision to inspire more meaningful connections and know that gift-giving is an important tool to help nurture and grow those bonds. Our goal is to make the gift-giving process easy, engaging, and enjoyable for everyone. We bring this vision to life through constant innovation. We encourage our employees to think big, take risks, and experiment. By fostering a culture of innovation and creativity, we constantly look for impactful ways to elevate the gifting experience for the giver and receiver and help them create meaningful moments.
We also believe in both challenging and supporting our team members. While we set ambitious goals and push for hard work, we’re committed to investing in our people, providing the education, resources and tools they need to succeed. Our focus is on fostering both personal and professional growth, creating an atmosphere where everyone can thrive. Ultimately, our goal is for everyone who works here – whether they stay for a few years or build their entire career with us – to look back and say that it was the best place to work. We want them to feel that they were challenged, supported, and that they grew both as professionals and as individuals.
What have been the keys to 1-800-Flowers’ industry leadership, and how do you describe the 1-800-Flowers difference?
Our leadership in the industry really comes down to one thing: constant innovation. From day one, we’ve been committed to staying ahead of the curve and meeting our customers where they are – whether that was
in-store with our first brick-and-mortar shops, on the phone as we became pioneers of the 800-number, online as the first retail partner on AOL, through mobile with our early apps, and now with conversational commerce and early AI adoption. We know that technology drives consumer behavior, and we keep a close eye on new innovations to help us better engage with our customers.
What sets us apart is our ability to adapt and evolve while maintaining a strong connection with our customers and fostering a true customer community. Over the years, we’ve transformed from a collection of specialty brands to a unique e-commerce platform that inspires people to give more, connect more, and build better relationships. This focus on community – not just transactions – is a big part of what makes us different. For instance, we’ve introduced things like our weekly Celebrations Pulse email, which shares inspiring stories and ideas, and experiential events like Harry & David hosted dinners. These initiatives help us build deeper relationships with our customers, driving loyalty and keeping us relevant in today’s fast-paced world.
Jim McCann
An Interview with Jim McCann, Founder, Chairman, and Chief Executive Officer, 1-800-Flowers.com, Inc.
Kevin McCann at Smile Farms
“Over the years, we’ve transformed from a collection of specialty brands to a unique e-commerce platform that inspires people to give more, connect more, and build better relationships.”
Our commitment to innovation, understanding customer behavior, and using technology helps us stay ahead of industry changes, ensuring we continue to meet and exceed our customers’ needs.
Where do you see the greatest opportunities for growth for 1-800-Flowers?
I believe one of the most exciting opportunities for growth lies in how we’re leveraging artificial intelligence. At 1-800-Flowers, we’ve
been embracing AI’s transformative potential, but always with a focus on maintaining genuine human connections. It’s a balance we take seriously – using AI to enhance, not replace, the personal touch that our customers value. AI is already helping us create more dynamic, personalized experiences. For example, tools like automated reminders ensure customers never miss important milestones like birthdays and anniversaries. We’ve also had some fun with AI-powered features like MomVerse and DadJoke GPT, which let customers create personalized poems, songs, and jokes.
On the operational side, we’ve integrated AI into customer care and our e-commerce platform to streamline processes and improve service. Our new customer care platform uses AI to consolidate multiple systems into one, allowing our agents to assist customers across all our brands instead of being limited to a single one. AI also equips agents with customer information as calls come in, making interactions more efficient and personalized.
As we move forward, we see even more opportunities to harmonize AI with human interaction. AI can help us address challenges and scale our ability to foster meaningful connections. At the same time, we’re mindful of the potential risks, like contributing to social isolation or losing the human touch, and we’re committed to navigating these thoughtfully.
As we look ahead, we will continue exploring new AI opportunities, always focusing on how they can bring additional value to our customers.
What are the key characteristics you look for when attracting talent to 1-800-Flowers?
We look for people who thrive in an atmosphere of doing – those who are intellectually curious, willing to experiment, take risks, and aren’t afraid to fail. Ours is a culture of innovation. We value bold thinking, trying new things, and looking to the future. Mistakes are part of the process because they mean you’re pushing boundaries, and that’s exactly what we encourage. At the same time, we value the uniqueness of every individual and make it a priority to create a supportive environment where people feel celebrated – whether it’s for small wins or big successes. I’ve always believed that our company is more than just a place to work. Yes, we have high expectations and push people to work hard, but we also want our teams to feel they’re growing
personally and professionally in a fun, collaborative environment.
To strengthen this culture, especially as we’ve grown and integrated new brands, we’ve introduced initiatives like our Emeralds Program, which identifies and nurtures top talent to prepare them for future leadership roles. Tools like LinkedIn Learning, Microsoft Teams, and our custom training series, Fresh University, keep our thousands of associates engaged and learning with virtual lunch-andlearns that foster cross-functional knowledgesharing and help everyone stay agile. We’ve also started piloting innovative solutions like Microsoft Co-Pilot to give associates access to AI tools that streamline workflows and enhance productivity. These efforts help us adapt quickly to changing business needs and ensure our teams are prepared for the future.
How important is it for 1-800-Flowers to build a diverse and inclusive workforce?
Creating a diverse and inclusive workforce is incredibly important to who we are at 1-800-Flowers. Our mission is to inspire more human expression, connection, and celebration – for everyone. This begins with our own team. We’re committed to fostering an environment where all team members, customers, and partners feel respected, valued, and empowered. Helping people connect and build more and better relationships is truly a team effort – and one that requires a highly engaged and passionate network of people. That’s why we’re committed to creating an environment where everyone feels welcome and supported. To bring this to life, we actively tap into diverse talent pools. We work with several organizations across
the country to recruit and advertise available positions, including veterans’ associations, second chance programs, local family services, local shelters, and more. This includes First Step Staffing, one of the largest nonprofits in the U.S. focused on helping individuals overcome poverty and homelessness through employment opportunities. We also recently launched an initiative with The Fuse Network, an Ohio-based nonprofit dedicated to supporting adults with disabilities. Just this past August, we welcomed our first group of associates from The Fuse Network as part of a training program designed to prepare adults with disabilities for meaningful employment. Together, we’re creating opportunities that empower individuals to build relationships, gain financial independence, and reduce reliance on paid support systems.
Diversity and inclusion are essential to fulfilling our mission and growing as an organization. When we embrace the unique perspectives and talents of our team members, we’re strengthening the connections we create with our customers and communities.
What do you see as 1-800-Flowers’ responsibility to be engaged in the communities it serves and a force for good in the industry?
Giving back and supporting our community is part of our DNA. Our signature philanthropic partner, Smile Farms, is at the heart of this commitment. My brother Chris and I created Smile Farms 10 years ago to ensure that differently abled individuals, including our brother Kevin, could access meaningful work opportunities. We saw firsthand how stigma often prevents people with disabilities from accessing jobs, and we knew we needed to help change
that. A quarter of adults in the U.S. are living with a disability and 8 in 10 disabled adults are unemployed. That’s why programs like Smile Farms can make a real difference. Today, Smile Farms operates 13 campuses and employs more than 375 farmers, providing valuable life and job skills training in agriculture and hospitality. Each Smile Farms campus generates sustainable revenue that funds essential services for our partners or produces fresh products to help feed the hungry. It’s been inspiring to watch our employees volunteer their time and skills for Smile Farms. Over the years, it has become a significant cultural contributor here at 1-800Flowers, deepening our shared commitment to giving back and attracting people who share these values.
What are your priorities for Smile Farms as you look to the future?
As we look to the future, we’re focused on expanding Smile Farms across the U.S. and continuing to break down barriers to employment for people with differing abilities. We’re committed to empowering individuals to find meaningful work opportunities and creating a future where everyone has a chance to contribute and thrive. Smile Farms has already made a significant impact across Long Island, New York, but we’re eager to grow and expand to other locations.
One of the things we’re particularly excited about is increasing our partnerships with restaurants and other businesses to provide more job opportunities for our farmers. One of our Smile Farmers, Manny, is a great testament to this. Manny’s first job was as a Smile Farmer, working at an urban garden in the New York area. He’s one of many who have been able to take the next step in their careers thanks to our partnerships. Craft Hospitality, the food service company founded by my friend and celebrity chef, Tom Colicchio, has been a long-time partner of Smile Farms. It hosted a campus, bought Smile Farms-grown produce, and even supported our hot sauce initiative, Heat with Heart™ hot sauce, which is made from peppers grown by Smile Farmers, individuals with different abilities, across six Smile Farms campuses.
When the pandemic subsided, Craft’s New York restaurants were struggling to find staff. This led to a conversation with Smile Farms and the nonprofit’s expansion into hospitality. Manny joined the team at Craft and his initial role was to polish glassware. It was an essential job in a high-end restaurant setting. But Manny didn’t stop there. He went to the chef on his own and asked to learn kitchen prep –and is loving his new position. Craft has seen firsthand how hiring Smile Farmers has boosted productivity and efficiency across the restaurant.
Work is so much more than a paycheck. It’s about purpose, connection, and community. It’s why we get up in the morning, and for people like Manny, it’s a chance to be part of something bigger. That’s why we’re focused on continuing to break down barriers and build a future where everyone is valued for their contributions.•
Smile Farms at Family Residences and Essential Enterprises, Inc. (FREE) in Oakdale, New York
Welcome to the Warmer Side of Care.
There are many sides of care at Baptist Health. And each one stays true to our values. Bringing humanity, warmth and understanding to every person that comes through our doors. Which is why we’re here to stand by you, through all of life’s moments. Welcome to Baptist Health.
Responsible AI
An Interview with Arnab Chakraborty, Chief Responsible AI Officer, Accenture
EDITORS’ NOTE As chief responsible AI officer at Accenture, Arnab Chakraborty oversees the company’s strategy, market-leading capabilities, and C-suite client engagements, as well as technology ecosystem relationships and research partnerships related to responsible AI. He is a regular contributor to important conversations on AI regulation, including speaking to the U.S. Senate AI Insight Forum in 2024 to address the impact and implications of AI on the workforce. Chakraborty also led discussions on responsible AI at the World Economic Forum 2024. With more than 25 years of experience, he has led data-driven transformation for Fortune 100 companies and holds 10 patents in machine learning solutions for business challenges. Throughout his career, he has built diverse, global teams to deliver high performance with 1000+ practitioners across multiple levels of leadership. He is a member of the advisory board of Gies College of Business at the University of Illinois and serves as the Accenture national sponsor and board member of Upwardly Global, providing support and mentorship for immigrants and refugees to restart their careers in the U.S. Chakraborty earned a BE degree in mechanical engineering from National Institute of Technology Rourkela and an MBA in industrial management from Indian Institute of Management Mumbai.
operations, accelerate revenue growth, and enhance services – creating tangible value at speed and scale. The company is a talent- and innovation-led company with 779,000 people serving clients in more than 120 countries. Technology is at the core of change today, and Accenture is one of the world’s leaders in helping drive that change with strong ecosystem relationships. The company combines its strength in technology and leadership in cloud, data and AI with industry experience, functional expertise, and global delivery capability. Accenture’s broad range of services, solutions and assets across Strategy and Consulting, Technology, Operations, Industry X and Song, together with a culture of shared success and commitment to creating 360° value, enables the company to help its clients reinvent and build trusted, lasting relationships.
Will you provide an overview of your role and areas of focus?
AI is creating opportunities no one had imagined. It’s reshaping the way we work, how decisions are made, and even how we experience the world around us. To get it right, to harness its power optimally, AI needs the right infrastructure to be used responsibly; it has the potential to drive progress in ways we can’t yet fully grasp. But that means making fairness, transparency, and accountability as non-negotiables from the start.
How critical is it for the role of the Chief Responsible AI Officer to be engaged in business strategy?
COMPANY BRIEF Accenture (accenture.com) is a leading global professional services company that helps the world’s leading organizations build their digital core, optimize their
As Accenture’s Chief Responsible AI Officer, my role is to ensure that AI is developed, deployed, and scaled responsibly across industries. This means embedding trust, fairness, and transparency into AI systems while helping clients unlock AI’s full potential for business transformation. This exciting opportunity blends strategy, governance, and innovation. My view is that technology should be designed to empower people – that’s why our focus is not just on building AI solutions, but also on equipping leaders and employees with the skills and confidence to work alongside AI in meaningful ways.
Responsible AI isn’t just a technology conversation – it’s a business imperative. Building a foundation of trust, fairness, and accountability is directly linked to adoption and performance of AI. That’s why the role of the Chief Responsible AI Officer is so critical – not just for governance, but for shaping business strategy itself. AI isn’t operating in a silo; it’s influencing decisions, customer experiences, and even entire business models. The Chief Responsible AI Officer ensures AI is explainable, ethical, and aligned with broader business goals, turning responsible AI from a compliance checkbox into a true competitive advantage. And yet, while 96 percent of leaders agree that managing AI risk should be a top priority, only 2 percent of organizations have fully operationalized responsible AI. That gap is where the real challenge – and opportunity – lies.
Will you highlight Accenture’s Data & AI practice?
Accenture’s Data & AI practice is designed to help clients scale AI responsibly while delivering meaningful business value. We’ve built a framework that guides organizations through
“To get it right, to harness its power optimally, AI needs the right infrastructure to be used responsibly; it has the potential to drive progress in ways we can’t yet fully grasp.”
Arnab Chakraborty
“My view is that technology should be designed to empower people – that’s why our focus is not just on building AI solutions, but also on equipping leaders and employees with the skills and confidence to work alongside AI in meaningful ways.”
AI strategy, model customization, governance, and continuous monitoring. With over 2,000 generative AI projects across industries, 35+ ecosystem partnerships, and a workforce of 69,000 AI practitioners, we’re not just advising clients on AI – we’re actively shaping its evolution. Our AI Refinery platform and industryspecific solutions are accelerating AI adoption while ensuring governance remains at the core. How is Accenture expanding its capability to assess, design, implement, scale, and monitor AI systems responsibly?
We take a holistic approach to responsible AI, combining policy, technology, and human oversight. Accenture has developed AI governance frameworks that integrate fairness, explainability, and risk mitigation into AI systems from day one. Our Responsible AI Compliance Program – scaled across 779,000+ employees – ensures that ethical AI principles are operationalized at every stage. We recently partnered with Amazon Web Services and launched the Accenture Responsible AI platform to help clients create an ongoing cycle of monitoring, testing, and remediating for compliance throughout the enterprise.
Further, Accenture’s Center for Advanced AI provides businesses with the skills, knowledge and confidence to navigate AI’s complexities. As a company, we believe that AI should be practical, understandable, and built for realworld impact. That’s why we’re backing this with a $1 billion investment in employee learning through our LearnVantage program – because technology alone isn’t enough. People need to feel ready and empowered to use AI effectively, and we’re committed to making that happen. In addition, we are rolling out over 100 industryspecific AI agent solutions as part of Accenture
AI Refinery, enabling businesses to operationalize AI safely and effectively while fostering a workforce that is confident and prepared to work alongside AI.
What do you tell clients about balancing AI innovation while mitigating risks?
What we know with certainty is that companies that embed responsible AI from the start realize better results – faster adoption, stronger trust, and fewer regulatory headaches down the line. AI is all about trust. I often compare it to aviation – before a plane ever takes off, there are countless safety checks to ensure passengers feel secure. AI needs that same level of care.
What really matters is that responsible AI isn’t just about avoiding risks – it’s about building AI that lasts. The companies that put strong governance in place, conduct thorough risk assessments, and ensure human oversight is much more than just checking a compliance box are setting themselves up to lead, to innovate with confidence, and to gain a competitive edge in a world where trust is everything.
What are the keys to effectively scaling AI across an enterprise?
Business leaders need to understand that scaling AI isn’t just about rolling out more models – it’s about making AI a seamless part of how a business operates. Companies that do this well have three things in common: a strong data foundation, clear governance, and a workforce that’s ready to collaborate with AI. Surprisingly, the biggest challenge often isn’t the technology itself – its helping people trust and adopt AI. That’s why the human side of AI is just as important as the tech. When teams are trained, engaged, and see AI as an enabler rather than a threat, adoption happens faster and
more effectively. I’ve seen this play out time and time again. People who are using AI, whether in marketing, automotive or legal are witnessing a complete transformation in their work – they have more time to do the thinking and creative work while they let their AI tool manage the tedious, mechanical stuff. It’s helping teams work smarter, focus on higher-value tasks, and ultimately drive more impact. The onus is on businesses to lead with value, keep their talent front and center, and move with transparency.
What are you most excited about when you look at the future of AI, and what concerns you the most?
The future of AI is incredibly exciting –we’re moving toward AI that doesn’t just automate tasks, but collaborates with humans to solve complex problems in ways we never imagined. It’s about efficiency and collaboration. Agentic AI, for example, will fundamentally change how businesses operate, with AI agents making decisions and acting autonomously within teams. I still remember the first time I saw an AI system make an independent decision – it was just a simple recommendation, but it felt like a glimpse into the future. Technology in the future will become more intelligent and less artificial.
But what’s equally concerning is the gap between AI ambition and AI readiness. Businesses and governments are rushing to adopt and scale AI, and everyone wants to win that race. But without the right data maturity, governance, and trust frameworks, they risk moving in the wrong direction. My focus is to help businesses innovate responsibly, ensuring AI remains fair, transparent, and, most importantly, human-centered.•
“AI is all about trust. I often compare it to aviation – before a plane ever takes off, there are countless safety checks to ensure passengers feel secure. AI needs that same level of care.”
Survivors Club
EDITORS’ NOTE Michael Bornstein survived for seven months inside Auschwitz, where the average lifespan of a child was just two weeks. Six years after his liberation, he immigrated to the United States. Bornstein graduated from Fordham University, earned his PhD from the University of Iowa, and worked in pharmaceutical research and development for more than 40 years. Now retired, he lives with his wife in New York City and speaks frequently to schools and other groups about his experiences in the Holocaust. With Debbie Bornstein Holinstat, he is the author of Survivors Club: The True Story of a Very Young Prisoner of Auschwitz
Judenrat in my community. That was sort of a liaison between the Nazis and the Jewish people. He was able to use that position to the benefit of all the Jews in Zarki, sneaking travel visas to hundreds of people so they could try to escape Poland and stepping in when harsh punishments were levied on neighbors. Unfortunately, though, every Jew in Zarki was “liquidated” in 1942 and in 1943, forced onto trains to work camps or death camps. At first, my family was taken to the Pionki Labor Camp. In July 1944, Pionki was liquidated. My mom, dad, brother, grandmother Dora and I were all herded into a cattle car and taken to Auschwitz.
Will you discuss your life journey?
I was born in Zarki, Poland on May 2, 1940. It was already being turned into a ghetto at that point and conditions were very hard for my family. I had a big brother, Samuel, my dad, Israel Bornstein, and my mom, Sophie. My father was selected to be president of the
I was only four years old, so my memories of that trip are very fuzzy. For some reason, I remember the smell that hit me when we arrived
at Auschwitz. I later learned that foul, disgusting smell was the smell of burning bodies. I still remember Nazis screaming at me in German, but I didn’t understand German. My father and 10-year old brother were taken to the men’s side of camp. My mother and grandmother were put in a women’s bunk in Auschwitz-Birkenau. And although most young children were killed almost immediately at Auschwitz-Birkenau in 1944, I was miraculously placed in a children’s bunk and my arm was tattooed with B-1148. I was one of the youngest and smallest, and the older children would steal my bread rations out of desperation. My mom, Sophie, risked her life to sneak into the children’s bunk to share stolen pieces of food with me. Eventually, she smuggled me out of the children’s bunk and kept me hidden in the women’s bunk, risking her life again to keep me safe. When my mother was selected to be deported out of Auschwitz
Michael Bornstein
An Interview with Michael Bornstein
Michael Bornstein (right) with other children at the Auschwtiz concentration camp
to an Austrian labor camp, she had to leave me behind in hiding. My grandmother, and all those strangers living in the women’s bunk –they kept me safe. I hid under piles of straw during the day so I wouldn’t be caught.
In early 1945, I became ill. I was so sick that my grandmother snuck me to the infirmary at Auschwitz-Birkenau to get me help. That decision saved our lives. In January 1945, as Allied Forces got closer to liberating Auschwitz, the SS soldiers organized a Death March. They marched tens of thousands of prisoners through the woods in the cold, but they didn’t clear out the infirmary. Soviet soldiers liberated my camp on January 27, 1945. I was finally free.
My grandmother, Dora, took me back to Zarki. However, life remained difficult. Local Polish people had occupied our home and refused to let us in. I was very sick with typhoid fever, and we had very little clothes or food. We lived through the winter in a chicken coop with mesh walls and a board for a roof. Eventually, someone who looked vaguely familiar came to the coop to find me. It was my mom Sophie, who had also survived. Incredibly, all six of her brothers and sisters also survived their own traumatic experiences. There was a lot to celebrate, but a lot to mourn. My father, Israel, and my older brother, Samuel, were murdered in the gas chambers at Auschwitz. My mother and I had to rebuild without them. In 1951, we got Visas to come to the U.S. I studied hard, earned scholarships, got my pharmacy degree from Fordham University and my PhD in Pharmaceutics and Analytical Chemistry from the University of Iowa. I spent my career researching life-changing medications, but my greatest accomplishment and source of pride is my family. My wife, Judy, and I have four children and twelve incredible grandchildren. I feel very lucky.
You recently returned to Poland on the 80th anniversary of the liberation of the German Nazi concentration camp Auschwitz. What was this experience like for you?
It was a difficult trip. To be honest, I didn’t really want to go back there. What really changed my mind was hearing that my kids and grandkids would join me on the journey. All four of my children and 7 of my 12 grandkids were able to travel with me to Poland so that I could show them their history. It was the most meaningful memory for all of us. My grandkids
held my hand and supported me, even though many of them were breaking down with emotion themselves. It is so hard to stand in that place where more than a million Jewish people were murdered, just because of their religion. We walked into a crematorium where bodies were burned, including my brother and my father. You can’t help but feel like, “How could the world have let this happen?” It was particularly difficult because at this time the world is experiencing unbelievable levels of antisemitism which we haven’t witnessed since the Holocaust.
How meaningful was it to have your family with you on this trip?
The truth is, I wouldn’t have traveled back to Auschwitz for the 80th anniversary of my liberation if it wasn’t for my family’s encouragement. If they weren’t coming along, I wasn’t going. I figured this may be my last chance to stand in that place and show my grandchildren what happened to me and to their great-grandparents and great-uncle. It’s so important that they know and that they remember, because it’s really their obligation to make sure the next generation doesn’t forget. I’m not going to be around forever, and I’m afraid Holocaust history is already being distorted. Several of the grandkids had to miss important classes to make the really long trip, but they did it for me and for the sake of remembrance. They’re incredible –and I’m not biased at all.
What interested you in writing the book, Survivors Club, and what made you feel it was the right time for the book?
My daughter, Debbie, is a writer and she asked me for many years to help write Survivors Club, but I always said “no ” I thought the best way to stay positive was to just look forward and try to forget my childhood completely. Two things changed my mind. As my grandkids
Michael Bornstein being carried by his grandmother Dora
Michael Bornstein with his
started getting older and asked questions, I realized I wanted my story down on paper for them. It required a lot of research, because there are pieces of my own history I don’t know. I was so young that my own memories are very limited. Researching and writing Survivors Club felt critical at this moment in time when polling shows that about half of millennials and Gen Z can’t name a single concentration camp. Most don’t even realize that six million Jews were killed in the Holocaust.
The other thing that motivated me to write Survivors Club was denialism. Holocaust deniers are getting louder, and I can’t let that be the last voice people hear. I’m still here on this earth, and people are saying the Holocaust never happened. What will happen if every last living survivor doesn’t step up to tell his or her story?
What are the key messages that you wanted to convey in the book?
The most important message I wanted to convey was a reminder that everyone needs to stand up against injustices they see around them, even if it doesn’t affect them. The Holocaust didn’t start with burning bodies. It started with small indignities, jokes about Jewish people, vandalism of property and harassment. It happened so quickly – those sparks of hatred turned into a raging fire of genocide. No one stood up against it, until it was too late.
Your son, Scott Bornstein, is the Executive Vice President of international law firm Greenberg Traurig. He has used his position as a law firm leader to bring actions against organizations and individuals who are promulgating antisemitism in the U.S. and on college campuses. How does that make you feel?
I’m so proud of Scott. I was only four years old when I was taken to Auschwitz. My father
never imagined they would feel the kind of antisemitism that existed in Europe in my generation. And yet, here we are. Scott’s work is one example of the kind of action that’s called for in this dangerous moment in time. I’m extremely grateful that all four of my kids and twelve grandkids are proud of their heritage and they bravely use their voices to stand up against hate and intolerance in all forms.
What more can be done to address the issue of antisemitism?
To me, the answer is education. In Germany today, every single school student must learn about the Holocaust and even visit a camp. Holocaust education is a government mandate. I wish we made the same kind of promise here in America. The Holocaust was the worst genocide the world has ever seen. If you remind young people how bad things can get, how devastating unchecked bigotry can be, then maybe you encourage kids to stand up sooner –so a Holocaust can never happen again. I’d like to see a federal mandate for Holocaust education. As part of that educational process, I also think it’s critical to teach young people about all the amazing positive contributions that Jewish people have made over the years to healthcare, the arts, business, technology and much more. It’s important to emphasize that we are
and brother were killed. I couldn’t fight back. Scott made the choice to use his talent and his position to stand up against antisemitism and bigotry. The easy thing for him to do would have been to continue to be a leader at his law firm and to solely focus on servicing his clients, but instead he has donated hundreds of hours of his time with incredible support from Greenberg Traurig to battle antisemitism. The lawsuits he has brought will, no doubt, help eliminate the scourge of bigotry and Jew-hatred that seeped their way onto college campuses when no one was paying attention. I have twelve grandchildren and about half of them are college-age. I
not merely victims. We are strong, intelligent, creative people who have given back so much to society. I also think something has to be done about the spread of misinformation on social media. In the wake of the October 7th terror attack in Israel, the world turned on Israel almost immediately. I think social media disinformation had a lot to do with that. I would also like to see universities do a much better job protecting the rights of Jewish students. No child should be fearful to attend college simply because of their religious beliefs or ethinicity. Despite all of this, I remain optimistic that good will prevail over evil.•
A bald Michael Bornstein after the war
Michael Bornstein’s U.S. Department of Justice displaced person card
Smart Growth
An Interview with Janette Sanchez, Corporate Vice President of Finance, Baptist Health South Florida
EDITORS’ NOTE Janette Sanchez is the Corporate Vice President of Finance for Baptist Health South Florida, the largest not-for-profit healthcare organization in South Florida. Sanchez has been with Baptist Health since 2004 and has held various roles during her 20 years with the organization. She oversees numerous functions, including all accounting, financial and tax reporting for Baptist Health, accounts payable, payroll and acquisitions. She is also responsible for managing the Baptist Health risk and privacy offices. Prior to joining Baptist Health, she worked in public accounting for Deloitte as a tax manager. Sanchez holds a JD degree from the University of Miami, School of Law and a BBA degree in accountancy from the University of Miami. She is also a licensed Certified Public Accountant in Florida.
ORGANIZATION BRIEF Baptist Health
South Florida (baptisthealth.net) is the largest healthcare organization in the region, with 12 hospitals, more than 28,000 employees, 4,500 physicians and 200 outpatient centers, urgent care facilities and physician practices spanning across Florida’s Miami-Dade, Monroe, Broward and Palm Beach counties. Baptist Health has internationally renowned institutes specializing in cancer care, brain and spine care, heart and vascular care and orthopedic care. In addition, it includes Baptist Health Medical Group; Baptist Health Quality Network; and the Baptist Health PineApp, a virtual health platform. Baptist Health South Florida is an academic and clinical affiliate of Florida International University. A not-for-profit organization supported by philanthropy and committed to its charitable mission of medical excellence, Baptist Health has been recognized by Fortune as one of the 100 Best Companies to Work For in America and is the most awarded healthcare system in South Florida by U.S. News & World Report.
How do you describe Baptist Heath’s culture and values?
At Baptist Health, our culture is the root of everything that we do; it’s what sets us apart and motivates us to strive for excellence in all areas. I strongly believe that our long-standing success in the community and industry is a direct result of our mission to always do what is right for our patients – and we believe that starts with our people. Whether it’s investing in innovative technologies, recruiting renowned physicians, expanding access to care or helping underserved communities, Baptist Health’s faith-based mission and values provide hope for patients and loved ones when they need it most.
What have been the keys to Baptist Health’s industry leadership?
Our mission is to provide high-quality healthcare for the communities that we serve. In doing so, our goal has never been to be the biggest; rather, the best and most convenient
Janette Sanchez
option for patients and visitors in the South Florida region. With that in mind, we focus on what we call “smart growth” and expanding access to care where our patients need it most. We are neighborhood-based in that wherever our patients live or work in South Florida, they can have the confidence that they have a trusted healthcare option nearby – whether it’s a Baptist Health hospital, urgent care center, diagnostic imaging center, physician’s office or a medical arts facility. I strongly believe that this focus, coupled with our exceptional specialties –cancer care, heart and vascular care, brain and spine care and orthopedic care – continues to set us apart in the industry.
Will you provide an overview of your role and areas of focus?
I currently serve as the Corporate Vice President of Finance for Baptist Health. In my role, I have the pleasure of supporting the finance division, which includes accounting, financial and tax reporting, payroll and acquisition services as well as privacy and risk management. I am also responsible for overseeing community benefit initiatives for the organization.
What do you see as Baptist Health’s responsibility to be engaged in its communities and a force for good in society?
As the largest healthcare system in South Florida, we view our role as more than just providing healthcare services. Rooted in compassion and access, we see ourselves as a critical piece in bettering the health and wellbeing of our entire community. Community benefit initiatives are crucial for not-forprofit hospitals like ours, as they fulfill the core mission of our organization – which is to serve our communities. Through ongoing community outreach efforts, local partnerships, research programs and prevention initiatives, we are continuously working to improve to better serve our patients. To us, it’s all about recognizing our responsibility and focusing on creating stronger, healthier communities for generations to come.
Will you discuss Baptist Health’s charitable efforts and community initiatives?
Baptist Health is proud to have provided more than $474 million in total charity care and community benefit in 2024 alone. As an organization, we embrace an ongoing commitment to serving patients in need regardless of their insurance status; it’s an integral part of our mission. In addition to our 12 hospitals and neighborhood-based outpatient centers, we work closely with other local organizations and with our doctors to provide free care. During the last fiscal year alone, we had 63 community benefit partnership organizations, including the Open Door Health Center in Homestead, the Good News Care Center in Florida City, the Caridad Center in Palm Beach, Good Health Clinic in Tavernier and the South Miami Children’s Clinic.
Hoes does Baptist Health engage its workforce in its community programs?
At Baptist Health, we ensure that our team members feel empowered to be actively involved in community outreach programs. By seeing that employees have opportunities to volunteer, lead health initiatives and connect with the South Florida community, our people are not only delivering exceptional patient care, but also making an impact beyond our doors. Our team shares a common goal: to strengthen our community through health and well-being, which is reflected in everything that we do.
Do you feel that there are strong opportunities for women to grow and lead in the industry?
Absolutely. Healthcare is such a diverse and vast industry with so many different roles and opportunities. Whether your interest lies in the clinical space or in administration, there are countless paths for growth and leadership. When I started my career over three decades ago, leadership roles for women in the industry were not as common, but I’m pleased to see that’s changed. Baptist Health has female CEOs leading several hospitals and the outpatient division, demonstrating a commitment to promoting women to top leadership positions. This year, Great Place To Work® and Fortune magazine also selected Baptist Health South Florida as one of the 2024 Fortune Best Workplaces for Women™, earning the #51 spot among the 100 large companies recognized.
What advice do you offer to young people beginning their careers?
My biggest piece of advice to young people starting out their careers is to never stop learning and to always be open to change. I encourage anyone – regardless of their level –to strive to be the first in the room to raise their hand for new opportunities or proactively seek out additional responsibilities. The road to success might not always be linear, but it is from the unexpected opportunities along the way that we learn the most.•
Veterans Build – Habitat for Humanity, Greater Palm Beach – a project for veterans that took place in several cities simultaneously. The Baptist Health volunteers were members of the Baptist Health Veterans Business Resource Group – so vets building for vets.
Baptist Health volunteers on a Habitat for Humanity building project
The McDermott Difference
An Interview with Paul M. Thompson, Managing Partner, Washington, DC Office and Pro Bono Litigation Partner, and Elizabeth P. Lewis, Pro Bono and Community Service Partner, McDermott Will & Emery
EDITORS’ NOTE Paul Thompson is the Managing Partner of McDermott’s Washington, DC office and also serves as the firm’s Pro Bono Litigation Partner. He previously served on McDermott’s Executive and Management Committee and, from 2011 to 2015, he also served a previous term as Managing Partner of the Washington, DC office. Thompson represents clients in complex criminal and civil matters. He has extensive experience in internal investigations, voluntary disclosures, grand jury investigations, appellate practice and congressional investigations, with a particular focus on clients in the healthcare industry. From 2002 to 2005, Thompson served as an Assistant United States Attorney in the Appellate Section of the United States Attorney’s Office in the Western District of Pennsylvania. From 2005 to 2007, he worked as counsel to the U.S. Senate Judiciary Committee, where he worked on the Senate confirmation hearings for Chief Justice John Roberts and Justice Samuel Alito. He has also served as a law clerk to The Honorable D. Brooks Smith, former Chief Judge of the U.S. District Court for the Western District of Pennsylvania and current Chief Judge on the U.S. Court of Appeals for the Third Circuit. Thompson has published articles in the National Law Journal, Roll Call, Executive Counsel, Corporate Counsel, Yale Law Journal Pocket Part, and Vanderbilt Law Review. He has been quoted in top legal and business publications such as the Washington Business Journal, The Hill, Roll Call and Am Law Daily, and has served as a panelist at the National Press Club. Thompson earned an AB degree, magna cum laude, from Harvard College and a JD, magna cum laude, from Harvard Law School. Elizabeth Lewis serves as McDermott’s Pro Bono and Community Service Partner leading the firm’s pro bono, community service and charitable giving initiatives. She works closely with the firm’s Pro Bono and Community Service Committee and senior management to define the Firm’s programmatic mission, identify strategies for growth, and launch pro bono and community service initiatives. Lewis also regularly collaborates with nonprofit organizations on legal clinics, community service events, and other opportunities for social impact. In addition, Lewis regularly represents individual and nonprofit clients on a wide variety of issues ranging from special education, school discipline, family law, tax exemption and a variety of other tax and business law issues,
Paul M. Thompson
Elizabeth P. Lewis
and participates in numerous volunteer and community service activities through the Firm’s Kids First Initiative. Prior to assuming the role of Pro Bono and Community Service Partner, Lewis was a partner in the U.S. and International Tax Group. Lewis earned a BA degree from Northwestern University and a JD from Loyola University of Chicago School of Law.
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.
Will you discuss your career journeys?
Lewis: I went to law school with the goal to do public interest, because my grandpa, who I adored, was a lawyer and tireless advocate for legal aid. In fact, he was one of the co-founders of the legal aid program in Ramsey County (now the Southern Minnesota Regional Legal Services). In law school, I was a part of the Loyola Civitas Child Law Clinic, but after a summer at McDermott Will & Emery, I realized that I could pursue a career in big law and still find the space to serve the public interest. When I started as a full-time lawyer at McDermott, I was fortunate enough to be able to fit in a really fulfilling amount of pro bono work. For the first 10 years of my career, I was in the Tax Practice Group doing international tax planning and partnership work, doing several hundred hours of pro bono each year and eventually co-chairing our Chicago pro bono committee. When a full-time pro bono role opened, it presented a once-in-a-career opportunity to be able to focus on this work that I loved at a firm that I know and love.
Thompson: I knew I wanted to be involved in public interest work as soon as I got out of law school. After my clerkship, I served as an Assistant United States Attorney with the Department of Justice and then spent two years as counsel to the U.S. Senate Judiciary Committee. After almost a decade in government, I came to McDermott because I believed it gave me more freedom and flexibility to do the kinds of things I wanted to do, which proved to be absolutely true. Along
“Pro bono is a part of our culture – just like you do billable work and write thought leadership and go to conferences as part of your business development, you must do something for other people – that’s in our DNA.”
Paul Thompson
with a billable practice focused on white-collar and government investigations, I was able to take on pro bono immigration cases and big civil rights impact cases. And I have done that kind of pro bono work every one of the nearly 18 years that I have worked at McDermott. Several years ago, our Pro Bono Litigation Partner left to become a judge, and I approached Elizabeth and our leadership team and asked to be considered for the job. Luckily for me, they said yes. I have had this role since early 2023, and I am loving every minute of it.
What have been the keys to McDermott’s industry leadership in pro bono, and how do you define the McDermott difference?
Thompson: In terms of pro bono, it starts at the top – we message consistently about how important it is for our lawyers and our staff to give back to the communities in which we live. Our Chairman, Ira Coleman, does it consistently at Management Committee meetings and in global town halls. Pro bono is a part of our culture –just like you do billable work and write thought leadership and go to conferences as part of your business development, you must do something for other people – that’s in our DNA. That’s the McDermott difference – it really is a part of who we are, and it is an expectation of the job: we serve others.
Lewis: To me, the McDermott difference is the people. I think in part, it’s a role of management and a message from the top, but it’s also everyone at every level of the firm. The progress we’ve made is the result of a lot of small efforts that built to a larger impact. We are a very small pro bono team, but we work together with a talented and passionate pro bono committee. Together, we find initiatives and projects, both large and small, that are inspiring to our people. It’s been a very concerted effort among an awful lot of lawyers and staff, across offices and practices, who continue to weave the dedication to and love of giving back into the fabric of the firm. Will you provide an overview of your roles and areas of focus?
Lewis: In my role as Pro Bono and Community Service Partner, I focus full time on our Pro Bono and Community Service Program. My job is generally to oversee our Pro Bono and Community Service initiatives firmwide, including our strategy and relationship-building efforts across the U.S. and Europe, alongside Paul and his litigation role and, as of the beginning of the year, Jayme Cassidy, who focuses on pro bono outside of the courtroom.
Thompson: I have multiple roles at the firm: I am still a partner that does billable work. I’m also the Office Managing Partner of the DC Office. I am also the Pro Bono Litigation Partner, and my role there is to source projects, staff them, and have success for our clients. In terms of sourcing projects, I try to bring in matters for our lawyers, anything from big impact cases that involve class actions and thousands of people to smaller projects that change the lives of one person or one family – but are no less important – and a range in between. We do immigration hearings, due process hearings for kids with disabilities, all kinds of cases to help people in
need. In terms of staffing, it is my job to make sure we have the right teams handling projects so that we are bringing the best service to our clients. Finally, my job is success – we want results for our clients.
What do you see as the responsibility that leading law firms have to being good corporate citizens and to addressing societal need?
Lewis: First and foremost, it is very clear that there is a responsibility, and potentially a void if we don’t fill it, in both upholding the rule of law and making sure that everyone can benefit from the rule of law, regardless of whether they can afford to pay a lawyer. There’s a huge “access to justice” gap – there are so many things that people in our communities cannot protect without lawyers, and we feel very strongly that it is our moral and ethical obligation to assist in that. Access to justice is absolutely critical to the structure and functioning of our society.
Thompson: Ninety-two percent of people in the United States can’t afford the legal services that they need. Those of us who are privileged enough to have a law license have an obligation to help people who might not have the same resources as others. Our rules of professional responsibility also require lawyers to do pro bono work. In addition to having this unique skill set to help those who need it most, we are the upholders of the rule of law. We make sure that the legal process works. We are the ones who become judges, who often become legislators, and who litigate cases that give people faith in our judicial system. We have an obligation to make sure that this system works, and that it works for everyone.
McDermott has a long history of engagement in pro bono and community service. How is pro bono engrained in McDermott’s culture?
Thompson : At McDermott, we have an expectation that every lawyer does at least 24 hours of pro bono work every year, and many commit hundreds of hours to pro bono work each year. We also have community service activities in each of our offices. These efforts include helping to raise money for charity, making meals for people in need, or tutoring kids. Internationally, we have a program each year with Rise Against Hunger to pack meals to help combat food insecurity. We also message extensively about pro bono. There are two things that I always say to our people: first, if you take on a pro bono case, you will never regret it; and second, we won’t leave you alone until you do.
Lewis: We strive to engage our team with pro bono and community service from their very first touchpoints at McDermott; it’s a part of our recruiting process, our summer associate program, and our orientation. Once we have folks fully in the door, we continue to educate them about our work and invite them onto pro bono teams. Within usually the first week or two of the summer associate term, there’s a presentation about the importance of pro bono work. We always strive to get 100 percent of our summer associates on a pro bono project. First-year associates are also involved in pro bono projects within their first couple of months at the firm, and Paul and I also
meet with every new lawyer once a month who joins the firm as a lateral to engage them in pro bono. I think it’s especially important to engage our young lawyers in this work early to establish the habits you want to see in your career right away. Also, our lawyers recognize that pro bono is extremely fulfilling, and there are ways to balance pro bono work with a busy billable practice. How important is it for McDermott to build a diverse and inclusive workforce?
Lewis: I really cannot overstate the importance of a diverse workforce, as it contributes to the culture and the fabric of the Firm in so many ways, not only as it relates to pro bono, but also to how we live and work at McDermott. As lawyers, learning how to work with people across backgrounds, communication styles, generations, and educational backgrounds helps you grow and develop as a lawyer. It also creates a culture of belonging, friendship, loyalty, and constant growth.
Thompson: We are building an orchestra, and an orchestra must have many different instruments to make a symphony sound the way it’s supposed to sound. If everybody doesn’t feel included – like they belong and can be seen and understood – the culture does not work and we cannot build the kind of teams needed to provide excellent client service. Lawyers are in the empathy business. It is our job to put ourselves in the shoes of someone else, to represent a client going through something that we likely have never experienced. You cannot do that job well unless you have a culture that emphasizes empathy, diversity, equality, understanding, inclusion, and belonging.
What do you tell the next generation about the type of careers the legal profession offers?
Thompson: When I was in law school, I tutored undergraduates who wanted to go to law school, and I would always say the same thing: the great thing about the law is that you can do so much with it. We know people who never practiced law and are in business. We know people with law degrees who coach football teams or basketball teams – actually, the head referee for the Super Bowl has a Harvard law degree and was an equity partner at a large law firm before he was a referee – there’s so much you can do with a law degree. If you practice law, there are many different practice areas. If you’re a litigator like me, you see so many different kinds of cases. The law opens a thousand doors, and you can walk through any of them, and you can walk out of any of them, and then go into another one. It is a profession with so much diversity, and it allows you to explore the things that you want to in your career. It allows you to explore your curiosity.
Lewis: Across the board, it gives you the tools to think, analyze, advocate, and navigate situations across industries and areas of life, including how to ask questions in a way that gets you the answers that you need. It’s a skill set that is very translatable, and you may end up in a completely different place than you thought you would be. It’s an exciting journey, and it opens up so many doors.•
FINDLAY GALLERIES
CHARLES NEAL
Highgrove House, His Majesty’s Gardens
Findlay Galleries is proud to present Highgrove House, His Majesty’s Gardens, an exhibition of commissioned paintings by Charles Neal on view at our Palm Beach Galleries. This distinguished collection beautifully captures the enchanting vistas of His Majesty King Charles III’s private residence and its esteemed gardens. Notably, Charles Neal is the first artist granted permission to portray the breathtaking beauty of The King’s remarkable estate.
The exhibition “is an interpretation of the gardens within the Highgrove House and Gardens estate created by collective advisers along with His Majesty’s ideas, plans and underlying philosophical viewpoint of life and its relationship to the natural world. The overall ambiance of the estate leaves one with a distinct sense that the creator of Highgrove’s gardens has a deep connection and holistic view of the natural world, along with its rhythms and sacred being.” – Charles Neal.
Alongside Charles Neal’s exhibition, Findlay Galleries hosted a fundraising reception and Terrace dinner supporting The King’s Foundation, a charity established by HM The King in 1990 while he was the Prince of Wales. The foundation reflects the King’s long-standing commitment to various important areas, including education, sustainability, farming, traditional arts and crafts, health and wellbeing, and architecture. It aims to provide global educational opportunities, public services, and consultancy, showcasing the King’s forward-thinking approach across multiple disciplines and sectors.
Since 2002, Findlay Galleries has had the privilege of exclusively representing Charles Neal, an artist whose steadfast commitment to impressionism has garnered international acclaim. Throughout his artistic journey, Neal has navigated the picturesque landscapes of England, skillfully capturing the essence of historic sites and stately manor houses on canvas. In the past decade, Findlay Galleries and Charles Neal have collaborated on extraordinary exhibitions celebrating the lush gardens and opulent interiors of renowned English estates and manor houses. Together, they have undertaken fundraising initiatives to support the numerous charitable endeavors championed by the foundations of these magnificent estates.
Enhancing The Learning Experience
An Interview with Sandra Reiter, Chairwoman and Chief Executive Officer, Vertex Solutions
EDITORS’ NOTE Sandra Reiter brings more than two decades of operational and consulting expertise to the leadership of Vertex Solutions. She holds a master’s degree in business administration and a juris doctor degree from Columbia University and is a member of the New York and Massachusetts State Bars. She earned her BA cum laude from Middlebury College and graduated from Phillips Exeter Academy cum laude
COMPANY BRIEF Vertex Solutions, LLC (vertexsolutions.com) is a high-technology learning enterprise company. Founded in 1997, Vertex specializes in progressing human performance by implementing emerging technology for better learning to promote and achieve customer confidence and success.
How do you define Vertex Solutions’ mission and purpose?
At Vertex Solutions, we firmly believe that enhanced learning is the catalyst for brighter futures. Superior learning empowers individuals to achieve their objectives, excel in the workplace, make meaningful contributions to their communities, and lead more fulfilling lives. It is defined not only by the quality of instruction, but also by its relevance to personal goals and its accessibility. Central to our mission is the commitment to harness emerging technologies to democratize high-quality learning for all, regardless of geographic, social, or economic boundaries. We continually explore innovative solutions that extend the reach of superior learning to wherever people live and work. Enhancing the learning experience also means providing learners with the opportunity to develop job-specific skills in environments that closely mirror real world scenarios. We are dedicated to replicating the proven mentor protégé model; a methodology that, since the early 1970s, has demonstrated the fastest knowledge transfer and the most enduring retention. This model emulates on-the-job training, where an expert imparts the nuances of a task and its rationale, followed by guided practice, assessment, and constructive feedback. Our XR aviation simulators exemplify this expert-apprentice approach by offering a comprehensive, immersive learning experience that equips users with
practical, actionable skills. Vertex Solutions’ XR aviation simulators serve both the commercial and defense sectors, ensuring that pilots across industries have access to the most advanced and effective training solutions. However, it is particularly important to us that we support the men and women of the U.S. Air Force, as well as our other armed services, by providing cuttingedge training tools that enhance mission readiness, increase operational safety, and improve skill proficiency in high stakes environments. Our commitment to innovation in aviation training directly aligns with the needs of national security and defense, helping to prepare the next generation of pilots and aircrew for the challenges they may face. By integrating our expertise in mixed reality technology with a deep understanding of military training requirements, we are dedicated to equipping those who serve with the best possible learning solutions.
This said, we are also becoming further entrenched into the commercial sector, specifically with Archer Aviation, developing the simulators for their eVOTL aircraft. It is exciting to broaden our offerings into the commercial category. Our objective is to train our users better and create improved learning environments
that extend beyond the military, allowing us to reach an extended market with the benefits of our life-saving teachings.
How critical is to maintain Vertex Solutions’ culture and values as the company continues to grow?
A steadfast commitment to culture and values serves as the foundation that enables us to navigate the rapid evolution required to remain at the forefront of innovation. Our agility and ability to drive continuous technological advancement allow us to outpace larger competitors in the aerospace simulation industry. Nowhere is this need for rapid innovation more critical than in the defense sector, where the military’s ongoing pursuit of next generation technologies demands solutions that enhance operational effectiveness and survivability. With the landscape constantly shifting, driven by technological breakthroughs, emerging threats, and evolving security challenges, innovation is not merely an advantage; it is a necessity. In an environment defined by constant change, uncertainty can only be mitigated by a strong cultural foundation built on trust, transparency, and shared purpose. A lack of clarity or consistency in values can lead to internal misalignment and external unpredictability, whereas a clearly defined and universally understood culture fosters cohesion, strategic focus, and a unified approach to problem
Sandra Reiter
solving. By explicitly articulating, and by personally demonstrating, the behaviors and results that are valued (and rewarded), we ensure that every member of our team is aligned in both thought and action.
Developing and reinforcing our culture around well-defined values creates shared expectations, strengthens trust, and provides a clear sense of direction – even in the face of rapid transformation. While our vision and mission set the course for where we are headed, our culture and values dictate how we will get there. A true culture of innovation is rooted in the encouragement of creativity, calculated risk-taking, and relentless experimentation. We invest in our people, empowering them to think beyond conventional boundaries and equipping them with the tools and resources needed to turn bold ideas into tangible solutions. Our values emphasize collective success over individual achievement, fostering deep empathy for our customers, an acute understanding of their challenges, and a commitment to delivering training solutions that are highly relevant to the mission critical needs of those we serve. This approach not only fuels our growth, but also ensures we remain agile, responsive, and competitive in an industry where staying
ahead technologically can mean the difference between success and obsolescence.
As we look to the future, our unwavering dedication to innovation will continue to be our guiding principle, ensuring that Vertex Solutions remains at the cutting edge of training and simulation – advancing learning, expanding accessibility, and ultimately improving lives.
Will you elaborate on Vertex Solutions’ focus on innovation and where innovation will happen in the coming years?
Vertex Solutions has long maintained a dedicated research and development team focused on advancing learning technologies through both internally and externally funded initiatives. Our track record of innovation includes securing multiple Small Business Innovative Research (SBIR) awards, many of which have successfully transitioned into Phase III commercialization contracts. This commitment to research and technological evolution has been fundamental in transforming Vertex from a courseware development company in the 1990s into the high-tech learning solutions leader we are today.
Currently, we are at the forefront of revolutionizing pilot training through our lightweight, cost-effective Mixed Reality (MR) aviation simulators. In November 2024, Vertex was awarded a
collaborative research contract with the Federal Aviation Administration (FAA) to define the metrics and fidelity requirements necessary for MR simulator training hours to be accredited toward official flight time. Additionally, we are working closely with Archer Aviation to develop an MR simulator designed to meet both FAA and international certification standards, ensuring it can serve as the primary training platform for Archer Midnight pilots.
Vertex Solutions’ MR simulators are a paradigm shift in aviation training. At approximately one twentieth the cost of traditional simulators, they operate on a single 110-volt outlet and require no specialized facilities. FAA certification of MR simulators will enable a fundamental transition from large, centralized training centers to more accessible, office-based simulators located near where pilots live and work, directly aligning with our mission of expanding access to highquality training.
Looking ahead, we anticipate significant advancements in MR technology over the next two years. Higher resolution head mounted displays will become smaller and lighter, enhancing usability and immersion. Increased processing power will allow for more intricate 3D terrain modeling, with real-time updates that reflect new structures, storm damage, and evolving weather conditions. Meanwhile, artificial intelligence (AI) driven analytics will provide automated student performance assessments and instructor feedback, elevating pilot training to new levels of proficiency and safety.
What have been the keys to Vertex Solutions’ growth and how do you define the Vertex Solutions’ difference?
Vertex Solutions differentiates itself in a competitive landscape by two key strengths: our ability to develop groundbreaking solutions that align with our vision of making high-quality learning more accessible and our deeply ingrained culture and values that define how we engage with customers and partners. These attributes enable us to compete effectively against much larger organizations while maintaining agility, innovation, and a customer centric approach. Mixed reality simulation is an emerging market driven by cutting-edge technology, and continuous innovation is the cornerstone of our growth. By maintaining an in-house R&D capability, we not only enhance our MR simulation technologies but also explore ways to optimize high-resolution graphics and aircraft models to reduce the cost of tutorial learning within simulator training. We view pilot training as an interconnected system of multiple training interventions – including instructors, courseware, simulators, and live aircraft – ensuring all elements function cohesively to drive proficiency. Our goal is to ensure that every learning solution we provide seamlessly complements our customers’ broader training ecosystems.
One of the most meaningful acknowledgments we have received from a customer was their recognition of the effort we put into understanding their unique training needs and tailoring a solution specifically for them, rather than simply offering a pre-existing product. This reflects the
VR Transmission Maintenance Trainer: Hands-on, risk-free training for maintenance and skilled trades – unlocking availability and access to real-world skills training. Delivered to US Army 223rd Aviation Regiment supporting CH-47 maintenance training.
foundation of our corporate culture: fostering true partnerships with our customers to achieve shared objectives. We take the time to understand their goals, definitions of success, and the broader context of their training systems to develop the most effective approach. This same philosophy extends to our subcontractors, where we actively consider their business objectives and strive to create mutually beneficial solutions. Many of our long-term business relationships are built on a foundation of trust, with partners who know that we will always operate with integrity and a commitment to shared success. Our relationships with partner companies are just as vital as those with our customers. To thrive as a small business in a fast moving, innovation driven industry, we must be both willing and capable of integrating the most advanced technologies from a diverse array of partners. We have designed a flexible, open architecture software framework that enables us to rapidly incorporate best-of-breed technologies into our simulators. However, access to these technologies is made possible not just by our technical capabilities, but by the strong collaborative relationships we have cultivated with our partners. It is this spirit of cooperation and shared innovation that allows us to deliver cutting-edge solutions that push the boundaries of what is possible in training and simulation.
How is technology impacting the way Vertex Solutions operates?
We integrate cutting-edge Extended Reality (XR) technologies into our hardware based simulators to provide warfighters with training experiences that are both visually and physically immersive. By combining high-fidelity virtual environments with tactile, haptic feedback, our simulators replicate real world scenarios with exceptional accuracy. Our software and hardware are designed and implemented in a modular fashion, allowing us to swiftly adapt to the everchanging XR market and provide our customers with best-of-breed, cutting-edge technology.
To maintain our leadership in simulation technology, we have developed a proprietary, localized Large Language Model (LLM) tailored to our specific needs. This in-house LLM assists in error checking and summarizing extensive research and documentation, streamlining our development processes. Additionally, we
actively monitor emerging trends in AI and data analytics on a daily basis across multiple industries, allowing us to anticipate breakthroughs and integrate the most impactful innovations into our solutions.
Our software development team employs best-in-class agile methodologies to manage projects efficiently, ensuring we meet or exceed schedules and budgets. By embracing iterative development, continuous feedback, and adaptive planning, we can respond swiftly to changing requirements and deliver high-quality solutions. Our commitment to monitoring developments in agile practices across industries allows us to incorporate the latest tools and techniques, maintaining our competitive edge in delivering innovative training solutions.
Will you highlight the strength and expertise of the Vertex Solutions’ team?
A key strength of our organization is our diverse workforce, which includes a significant number of military veterans. Their firsthand understanding of the defense landscape, leadership acumen, and ability to perform under pressure enrich our team’s capabilities, fostering agility and innovation. By embedding veterans into our workforce, Vertex Solutions not only honors their service but also leverages their unique expertise to better anticipate and address the complex needs of our clients, navigate global challenges, and sustain a competitive edge in a rapidly evolving landscape.
Beyond technical proficiency, our team’s greatest asset is their unwavering commitment to Vertex Solutions’ culture and values. Our employees share a deep empathy for our customers, demonstrating a genuine investment in solving challenges and driving success. They are
“Sandy is a natural leader and genuinely instills confidence in those around her; her energy and belief in others drive people to want to step up and be successful. She has a unique capacity to tell it like it is – no fluff, no pretense - just sharp insights and smart ideas delivered with her signature (Sandy) authenticity.”
Linda Tantawi, former CEO, Susan G. Komen, NYC; CEO, Lustgarten Foundation for Pancreatic Cancer Research
Two of Vertex’s family of low-cost, lightweight, reconfigurable MR flight simulators. Developed in conjunction with Defense Innovation Unit and delivered to US Air Force, Air Education and Training Command.
naturally curious, constantly seeking new ways to enhance learning effectiveness, because they believe in the transformative power of education. This shared mission fosters a culture of collaboration, where a strong work ethic and collective success take precedence over individual recognition. Trust and mutual support are foundational to our team dynamic, ensuring that every member is confident in the strength of those around them.
At Vertex Solutions, we recognize that individual expertise alone is not enough to sustain excellence. Our success is built on the synergy of exceptional talent, a passion for our mission, and a culture that values the contributions of every team member. This combination is what enables us to push the boundaries of innovation and deliver meaningful, lasting impact.
What do you see as Vertex Solutions’ responsibility to be engaged in the communities it serves and a force for good in society?
Our leadership team is deeply engaged in the communities where we live and work, recognizing that our investment in these spaces extends beyond corporate responsibility; it is a fundamental part of who we are. We understand that fostering strong community relationships not only enriches the places we serve, but also cultivates a pipeline of future talent. By actively engaging with students through hands on seminars featuring our virtual and mixed reality simulators, we bridge the gap between cutting-edge technology and the diverse career paths that bring these innovations to life. These experiences are designed to ignite curiosity and inspire the next generation, demonstrating how a wide range of skills and disciplines converge to develop transformative learning solutions.
Our commitment to community engagement extends beyond education. Through strategic investments in local programs, partnerships, and workforce development initiatives, we contribute to the long-term prosperity of the regions where we operate. By supporting STEM education, military advocacy groups, and professional organizations including local Chambers of Commerce and Economic Development Councils, we reinforce our mission to advance learning and innovation.
For Vertex Solutions, community involvement is not just about giving back; it is about growing together. As we push the boundaries of technological and defense capabilities, we remain
equally dedicated to fostering an ecosystem of learning, collaboration, and shared success. Our mission comes full circle when we empower individuals with the skills they need to join us in shaping the future, driving forward a vision where better learning leads to brighter lives.
What has made philanthropy so important to you and how do you decide where to focus your philanthropic efforts?
In many ways, my philanthropic efforts choose me. That started for me at the age of 12 when I got involved with the Susan G. Komen Breast Cancer Foundation after my grandmother was diagnosed with breast cancer. That evolved over the years to my work as the founder and chairwoman of The Young Professionals Committee for Susan G. Komen, Greater NYC, a committee that was then rolled out across the U.S. and globally. I eventually served as chair of the board from 2013 to 2016.
Much of my philanthropic focus is on making things accessible to people who may not otherwise have access, which is similar to how we focus our giving at Vertex when we work with students and in schools to provide technology and resources.
I think to be effective in philanthropy you need to look at it from a business lens in regard to setting goals and objectives, and having timelines and metrics. while always keeping who you are serving front of mind and what they need to be successful. Success here is measured by intangibles, like opportunity to live life to its fullest. People, and how I can teach them and give them tools to empower them to be successful, will always be my priority, regardless of my endeavor.
How do you approach your management style?
As the owner of this Woman Owned Small Business (WOSB), I am deeply committed to leading with unwavering integrity, resilience, and an unshakable ethical compass. My management style is rooted in leading by example, setting the highest standards of excellence, accountability, and innovation for my team.
With my background as an attorney, I bring a meticulous attention to detail, ensuring that every decision is grounded in precision, strategy, and a deep understanding of complex regulatory and operational landscapes. Yet, I also humbly recognize that true leadership is not about having all the answers; it’s about fostering an environment
where the exceptional minds within my organization, and the broader aerospace, defense and commercial communities, can collaborate, challenge conventional thinking, and push the boundaries of what is possible.
I believe in empowering individuals, cultivating a culture of trust, and inspiring a leadership mindset at every level. By doing so, we align our collective expertise toward a shared vision; advancing the mission critical objectives that drive progress and innovation in our industry. I am lucky – what I do, I believe in; I believe in my team, and vice versa, they know that I would run over a cliff for them whereas they would take a bullet for me. This can’t be taught, but only felt through unwavering commitment to bettering each other and those around us.
What are your priorities for Vertex Solutions as you look to the future?
Our vision for the future is centered on building comprehensive pilot training ecosystems that complement and enhance the lightweight, cost effective simulators we currently provide. Attaining FAA certification levels that enable pilots to log flight hours within our simulators will not only expand our presence in the commercial aviation sector, but will also strengthen the credibility of mixed reality simulation for military training. Vertex is already pursuing certification internationally. In partnership with Archer Aviation, Vertex is working with the General Civil Aviation Authority of UAE to have our simulator of the Midnight Aircraft certified for logging flight time. By developing tailored curricula and instructional content designed for a training framework that prioritizes accessibility to high fidelity simulators, we aim to demonstrate that such programs yield superior results at lower costs around the world, an achievement that will redefine Vertex’s role in the industry.
Our approach will provide young aspiring pilots an opportunity to pursue an aviation career that might otherwise be out of reach. Deploying our training framework into pilot training aviation academies reduces the cost of pilot training in communities that rely solely on flight hours to train pilots. Expanding access to high fidelity simulator training at lower costs will not only increase the number of pilots being trained, but expand the diversity of those able to achieve their dream of flying. In my eyes, the sky is our limit.•
“Working with Sandy has shown me what effective leadership looks like in action. She brings a unique blend of legal expertise and people skills that translates into an uncanny ability to spot talent and build high-performing teams. What I appreciate most is how she balances giving us room to run our departments while maintaining clear expectations.”
Nic Dezinski, Director, Vertex Solutions
A Life In Baseball
An Interview with Omar Minaya, Senior Advisor to Baseball Operations, New York Yankees
EDITORS’ NOTE Omar Minaya has four decades of front office experience. The Baseball America “2022 Trailblazer Award” winner spent six seasons with the New York Mets, serving as a Special Assistant to the General Manager from 2017-20, and a Mets Ambassador from 2020-22. It marked his third stint with the club after previously working as the organization’s Senior Assistant General Manager from September 1997 to February 2002 and serving as the Mets Executive Vice President and General Manager from September 2004 to October 2010. Minaya began his career with the Texas Rangers, working in their scouting department from 1985-97. He joined the Rangers organization as an amateur scout in 1985 while also coaching the Rookie-level Gulf Coast Rangers from 1985-87. He was named the Latin American Scouting Coordinator for Texas in 1989 and promoted to the Director of Professional and International Scouting in 1994. The Rangers professional scouting department was newly created that season, and it marked the first time in the history of Major League Baseball that a club had dedicated a department solely to professional scouting. After his first stint with the Mets from 1997-2002, he became baseball’s first Hispanic General Manager
when he was appointed by MLB Commissioner Bud Selig as Vice President and General Manager of the Montreal Expos in February 2002. He spent three seasons with Montreal (2002-04) before returning to the Mets as their General Manager in 2004. From 2005-10, the Mets posted a 506-466 (.521) record, the third-best mark in the National League during that stretch. From December 2011 to January 2015, Minaya served as the Vice President of Baseball Operations for the San Diego Padres. He also spent three years (2015-17) as a Senior Advisor to the Executive Director of the Major League Baseball Players Association before rejoining the Mets in 2017. Additionally, Minaya was a member of the selection committee for the United States Olympic and Pan-American baseball teams in 2000 when both teams won gold medals. In 2009, President George W. Bush appointed Omar Minaya to his Council on Physical Fitness and Sports. Minaya was born in the Dominican Republic and grew up in Queens where he played baseball at Newtown High School in Elmhurst. He was selected by the Oakland Athletics in the 14th round of the 1978 First-Year Player Draft. After playing in both the Athletics and Mariners minor league organizations, he spent two years (198384) playing professionally in Italy.
Will you discuss your life journey and where you developed your passion for the sport of baseball?
My journey as an American began as an immigrant. My parents came to America because we were a family that believed in human rights. Some of my family members went to jail because they stood up for human rights. We came to Queens, New York, which was a great borough to come to in the 1960s with its diversity and public education system. I built friendships with people from all races and religions, and it was a wonderful growing up experience. This is why diversity has always been a major part of my being, and it has allowed me to always understand and be open-minded. I always say that while I am Dominican, I am really a New Yorker.
There is a picture of me when I was very young and I was given a baseball glove, and my passion for baseball developed very early. I was always an active kid who wanted to be outside, and baseball became my sport. Growing up in Queens where I could walk to Shea Stadium and watching the 1969 Mets built on my passion. When I got into my teens, I started to realize that I had a special talent and was a little different from everyone else. At that time, I had to make
“When it comes to my approach to scouting, I am an eye test guy in a world of data.”
Omar Minaya
Omar Minaya at a Yankees practice
a decision to play in Queens with my friends or go play in Long Island where the competition was at a higher level. I decided to play in Long Island which was a big decision for me since there it was an unknown and there was no diversity.
How important was it to be resilient during your career?
Resilience has been a key for me to this day. I have been fortunate since day one to have people in my life who have supported me and been mentors. They taught me to stop blaming others and to always look forward. If a door is locked, don’t spend time dwelling on why it is locked – find a way to unlock it.
When did you know that you had an interest in working as a scout and for an organization?
In high school, I was a big fish in the pond, but when you get to professional baseball, you become a fish in the ocean. The truth is that in my pond in New York City baseball, I was great, but when I went to the ocean, with my physical ability, it was not that way. This is a perfect example of when the door gets locked, finding a way to unlock it. I realized I was not good enough to play at that level, accepted it, and moved forward.
One of the most impactful times in my life was the two years I spent playing professionally
in Italy. This experience really changed my whole being. It changed my way of thinking. I became fluent in Italian and became immersed in the culture. While I speak Spanish and English, I think Italian. Those were transformative years.
How do you describe your roles in baseball over the past four decades?
I am the only person in the history of the sport who has been an executive for Major League Baseball, an executive for the Players Association, and an executive for a team. I was able to do this because I have been openminded to other people’s ideas and respected other people’s opinions. I will always see myself as a scout, and to be a good scout you need to be able to adapt and recover since there is a high failure rate.
When it comes to my approach to scouting, I am an eye test guy in a world of data. I have so much respect and admiration for the intelligence of the data guys, even though I am the opposite, and to be an effective leader, I believe you need to embrace areas that are not your strength. Whenever I put a team together, I look for people who are not the same and think differently since this is the way to be effective. Effective leadership is about giving space to people who don’t think like you or may disagree with you, and this usually results in the best outcomes in the end.
When scouting talent, you are clearly looking for the best players, but how important is culture fit in the process?
That is a great point because early on in your career when you are trying to make a name for yourself, it doesn’t matter since you are just looking to win that battle. However, when you are in leadership, and for me personally having been in this for 40 years, culture matters because without the right culture, it is not sustainable. It is possible to build a team that can win without culture, but it will not last. Talent is talent, but if you want to build for the long-term, you must have culture.
An example is “The Yankee Way.” Being with the Yankees now for two years, I have lived the culture and the standards of the organization. There is something about the Yankees that is different, and it starts with the leadership going back to George Steinbrenner, and today with Hal Steinbrenner, Randy Levine, and Brian Cashman. One thing you need to understand about the Yankees is that it is still a family-run business, and there are not too many family-run organizations left. The culture is built on a family feel and philosophy.
When you look at what you have achieved in your career over four decades, are you able to enjoy the process and appreciate what you have accomplished?
The number one thing I appreciate is having raised two great kids who are good citizens. I think about my wife who passed away recently and was, and still is, my best friend. When I reflect, I look at it on the family side, not on the professional side. Being a father and being a husband is my proudest moment.•
Brian Cashman, Yankees’ General Manager and Senior Vice President, with Omar Minaya
Three Keys To The Leadership Kingdom
An Interview with The Honorable Dr. John Hillen
EDITORS’ NOTE John Hillen is a highly accomplished CEO, Board Chairman, former U.S. Assistant Secretary of State and awardwinning professor who has taught strategy and leadership at Duke University, George Mason University, and Hampden-Sydney College. With extensive strategic leadership experience spanning business, government, the military, and academia, he is also the author of several influential books, including What Happens Now? Reinvent Yourself as a Leader Before Your Business Outruns You and, most recently, The Strategy Dialogues . Hillen has contributed extensively to publications such as Forbes, The New York Times , The Wall Street Journal , Washington Technology, and The Washington Post
Will you discuss your career journey?
I have had four different careers: first, as a professional Army officer, then as a public policy expert and senior U.S. government official, then as a CEO of technology services firms, both public and private, and finally as a college professor and author. What ties all those different career episodes together is my passion for leadership. Every organization in the world, from the largest multinational corporation to the small church choir, has one thing in common: a group of people working together trying to accomplish something. I dedicated my life to understanding that process as a leader and trying to shape it effectively – be it in the Army, The State Department, on Wall Street, or on campus. I am now trying to give back and share what I have learned from those experiences through teaching and writing about leadership and strategy.
What do you feel are the keys to effective leadership?
Three “Keys” to the Leadership Kingdom: First, be an emotionally intelligent leader. It is not enough to be smart, determined, authoritative, and all the rest. Those fine qualities are not enough to build a first-class team and generate followership. Almost every success I had stemmed from channeling my emotional intelligence – building relationships through empathy, showing self and social awareness for how my teams were feeling and performing. Second, be an ethical leader. Not enough leaders are
comfortable making calls about right and wrong. That must be in a strategic leader’s comfort zone – CEO could just as well stand for Chief Ethical Officer. I was once interviewing the head of a big organization and asked him who was in charge of ethics, and he offered up HR first (no), the general counsel (no), and finally, the organizational chaplain (no). I told him all those people can help, but he must own institutional ethics as part of his responsibility. People want to trust their leaders to do the right thing – to have judgement, not just business smarts. Finally, and no surprise given my work and most recent book – leaders need to think strategically. They should always have an eye on the future, the big picture, and the changing dynamics of the ecosystems in their competitive landscape. Too many business leaders outsource this to so-called strategy firms. Strategy is not a distraction from a leader getting things done – it is at the heart of their responsibility.
How did your time in the military impact your views on leadership and your management style?
For some reason I cannot really fathom, I’ve been at the center of a number of cataclysmic events. My Army unit was patrolling the Iron Curtain between West and East Germany the night the Berlin Wall came down. During Desert Storm, I was in the middle of the biggest tank battle since World War II. I was the COO of a financial services firm in downtown New York City on September 11th, just a few blocks from the World Trade Center. And I did an IPO in the middle of the recession in 2009 – one of a handful of successful IPOs in the American economy that year. So, I’ve been blessed or cursed, depending on your outlook, to be in high-stakes leadership situations from the very start of my career.
What attracted you to public service and has made this work so meaningful to you?
I am powerfully in love with America –perhaps, to paraphrase Charles de Gaulle and use the title of a Peggy Noonan book – “a certain idea of America.” I have been in over 90 countries around the world and have a PhD in international relations, so I really appreciate how unique the U.S. is. Not a day goes by where I am not stunned at the audacity and success of the American experiment in
self-governance – and how different it is from the experience of other societies and countries. I felt that in my bones, even as a kid. And my formative years were during what I will call the Reagan restoration of American confidence and self-belief. So, I always wanted to be part of that experiment in self-governance, trying to make it better – to create “a more perfect union” in the words of the Constitution. We are very far from perfect as a country, but that is the public service challenge – create a more perfect union if it is imperfect now.
What interested you in writing your new book, The Strategy Dialogues, and what are the key messages you wanted to convey in the book?
My goal in The Strategy Dialogues is to take a complex, sometimes perplexing subject, and bring it out of the clouds and down to the basics so people can use it every day. I wanted a one-stop shop that gave leaders and students the foundational frameworks and techniques of business strategy and strategic management – in one place at your fingertips.
Moreover, I tell the tale of strategic management the way people learn it – in a dialogue. They talk it out, learn together, and the sense of the strategic thinking process unveils itself along with all the tools and frameworks that strategists use.
My overall message, above all the details about strategic management in the book, is that strategy is a “way” to think, not a “what” to think. Every executive needs to learn to think that way and they can. But like building a muscle in the gym, they need to work at it. Organizations do not need to hire an expensive mainline strategy consulting firm – they can do that work themselves, and should.
What advice do you offer to young people beginning their careers?
• Learn to Manage Up – this is a hard skill and you need to work on it early. The last time I failed to effectively manage “up” I got fired –and I was an award-winning CEO. Do not take for granted, even after your first week on the job, that you and your boss are on the same sheet of music about how you will be successful in his or her eyes.
• Model the “Wells” – Dr. Robert Franklin, a former president of Morehouse College, told his college students to be “Well-Read, WellSpoken, Well-Traveled, Well-Dressed, and WellBalanced.” I could go on and on about the
The Hon. Dr. John Hillen
wisdom of this advice – and advise you to look up Dr. Franklin’s own explanations for it, but it really speaks for itself.
• Observe and Recognize Behaviors –speaking of behaviors, turn yourself into a behavioral scientist at work, and observation is your method. I’ve always been a mimic – but with a purpose and a discerning eye. I would look around the organization and see whose behavior was garnering positive responses and results, and whose was turning people off and
impeding progress. Then I’d try to understand and model the former behavior in a way that was authentic to me. Simple, eh? But you’d be surprised at how many people are blind to this process.
• Be Curious – I have a friend who ended his career as the CEO of a $12 billion global healthcare company. When he started, he was simply a financial analyst in the corporate development department – not exactly at the center of the action in a firm that made its
money from medical devices and other innovations. But he was remarkably curious. He sat at lunch with the scientists and doctors (uninvited sometimes). He volunteered his extra time to help them in their work with his financial skills. He asked questions of them to learn how they made decisions and processed information. His curiosity and willingness to follow it with his time and energy to help others eventually earned him the CEO role. Genuinely curious people who are willing to take on extra duties to learn new things stand out right away from their peers.
• Build a Strategic Network – about halfway through their career, most executives learn the secret contained in Sid Fuchs’ book Get Off The Bench – that their strategic network and strategic relationships are the most powerful asset they have. And then they scramble to assemble this critical foundation of most successful careers. But, as Sid points out, if you wait until you need a relationship, it is too late to build it at that point. So, start now. A strategic network is not the 10-12 people you work around every day that help you accomplish your job, or your close professional friends. Network scholars call those operational and personal networks. Your strategic network is composed of people outside your immediate professional circle who might help pull you into certain circles, provide key information, or open future opportunities. It might not be obvious at this stage in your career about how they could be relevant, but as you deliberately form a strategic network it becomes clearer.
• Keep Score – your generation has been brought up in a much more collaborative and team-oriented environment than mine. And, on balance, the world is probably a better place for it. But the team orientation can hinder your understanding of your own accomplishments in your first job. I’ve found that young professionals with four or five years on the job sometimes have a hard time articulating their achievements. They can talk about the team they were on at this company or that company, and what the team did, but when I push for individual accomplishments they often come up dry. But I was likely looking to hire an individual – not a team. You need to keep score at the individual level and assemble a body-of-work for which you can take credit or ownership.
• Be a Systems Thinker – too many new employees are in the dark about how things connect in their enterprise because that information is not in their welcome packet or it might seem like it’s none of their business. But you become so much more effective – so much more powerful in your ability to contribute –if you know why things are the way they are. Why do you use this tool or vendor rather than that one? Why does the CEO announce this financial goal one quarter and a different one the next? Why did your competition go one way and your company went a different way? Ask, probe, inquire. Most people don’t. It is easier for them to try and fill in their own theories sometimes.•
A History Of Firsts
An Interview with Peter P. Semczuk, Regional Senior Vice President, New York City and Executive Director, Moses Campus and Faculty Practice Group, Montefiore Einstein
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
Peter P. Semczuk
quaternary care and is the academic flagship for our system; the Children’s Hospital at Montefiore (CHAM), which is ranked among the “nation’s best hospitals” by U.S. News & World Report ; the Jack D. Weiler Hospital; Montefiore Wakefield Hospital; and Montefiore Westchester Square. In addition, I oversee our Montefiore Hutchinson Campus, an ambulatory care center, and our International Office which attracts patients from across the globe. Most recently, I began overseeing operations for Montefiore Mount Vernon Hospital and Montefiore Faculty Practice Group. Together, the New York City region represents 70 percent of Montefiore Health System’s activity.
and performance improvement. If you are not constantly rounding and hearing feedback from patients and colleagues on the front lines, in addition to speaking with leaders from other health systems, you are missing opportunities to improve healthcare for everyone.
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 nearly 40,000 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 eight 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 highlight your career journey?
I am the Regional Senior Vice President for New York City and Executive Director, Moses Campus and Faculty Practice Group at Montefiore Einstein, a premier academic health system. I oversee the operations of Montefiore Einstein’s New York City locations, including the Henry and Lucy Moses hospital, which houses our
When I reflect on my career, the accomplishments I am most proud of are the ones where a cultural change was required. For example, in 2013, Montefiore acquired the former Westchester Square Medical Center, a community hospital that saw 13,000 people each year. We transformed the hospital into Montefiore Westchester Square, the first freestanding emergency department in New York State. Closing a hospital is never popular and being the first to establish a new standard can be challenging, but we saw the potential, stepped in and it has been one of our most successful feats. Five years later, we saw approximately 36,000 patients per year, about 100 patients per day. Today, we are approaching 40,000 patients annually. By having emergency medicine certified doctors, nurses, and support staff that you would not find in a typical urgent care setting, we improved access to vital health services during evening hours and weekends –when too many emergencies tend to happen.
Other accomplishments I’m incredibly proud of include Montefiore Wakefield Campus earning Magnet Status, which is widely accepted as the gold standard for nursing excellence, and CHAM earning the Emergency Nurses Association Lantern Award for exceptional care. Both accolades demonstrate leadership, advocacy, research and a commitment to performance improvement. We must be proud of our accomplishments, but we can always do better – and need to leave room to be inventive.
Will you provide an overview of your role and areas of focus?
Much of how I define my role and career at Montefiore is centered around active listening
When Montefiore began more deeply expanding into the Bronx and Westchester, I spent a good chunk of time speaking with hospital executives throughout the region and hearing how they would define a “well-run” command center. The answers were straightforward and simple. Always say yes, have an attending physician answering the calls, have one simple phone number to call, and the capability of handling any type of patient 24 hours a day, 7 days a week. Based on this feedback, starting in 2018, we restructured our transfer center to be a command center. Now we field upwards of 6,000 calls per year, about a 50 percent increase since I took this responsibility on. Having the right people in place and acknowledging the command center as a strategic vehicle to drive inpatient, tertiary and quaternary growth was critical. This continues to be the case today.
I also spend a lot of my time focused on growing our outpatient care with an eye towards expanding access. If you cannot get in the door for a radiology appointment for imaging or to see a primary care doctor, we are losing precious opportunities to provide the best care for patients and have them engage in the health system.
Our Montefiore Faculty Practice Group (FPG) is one of the largest physician groups in the New York metropolitan area with a network of 200+ physician practices providing patient-centered care in the Bronx, Westchester, Manhattan, and beyond. From 2023-2024, our overall FPG patient service volume increased 10 percent year-overyear with revenue increasing 14 percent. Our Montefiore Einstein Advanced Care patient volume, managed by FPG, grew by 32 percent with areas like dermatology, cardiology, GI and mental health leading the way. Our primary objective is thinking through how a person “wants,” not “needs,” to interact with the healthcare system. This includes delivering the highest quality care based on the latest and greatest in academic medicine, making appointments at convenient times and trying to establish a “one-stop shopping” experience. An example of this approach is our 60,000-square-foot Montefiore Einstein
Comprehensive Orthopedic & Spine Center which opened last year and provides a variety of orthopedic and spine services, including surgery, imaging, and rehabilitation. Note, this is the second time I have said imaging.
We will also soon be introducing an esketamine clinic at Montefiore Einstein Advanced Care in Westchester, so more people have access to medication treatment-resistant depression. This treatment can be incredibly effective when conventional antidepressants have not worked, and it has a lower risk and is a safer alternative to ketamine therapy.
How do you describe Montefiore Einstein’s culture and values?
Montefiore’s culture is deeply rooted in improving the health and well-being of the communities we serve. This means getting to the core of health challenges we see and finding ways to remove barriers to care. One way we do this is by having one of the largest and most sophisticated social determinants of health (SDOH) screening enterprises in the country. With Albert Einstein College of Medicine under the Montefiore Medicine umbrella, our SDOH screening helps us take a scientific approach to understanding where and how people live and work impacts their health. We then use this data to address gaps in care by employing community health workers, trusted members of our community, as part of our care team.
One of the main values of Montefiore is innovation, which means we are always on the lookout for new services to meet emerging care needs and identifying partners who have similar goals, so together we can make dreams a reality. Last year we announced our new inpatient pediatric mental health center at Montefiore Einstein. The center, which we hope will open its doors later this year or early next year, will provide best-in-class intensive treatment for youth with serious behavioral
health conditions including severe depression, anxiety, trauma, and other acute psychiatric conditions. We could not be more grateful to our New York State leaders and Governor Kathy Hochul for their tremendous support of this project. Overseeing much of our Bronx inpatient care, I have been troubled for years about the number of children and adolescents who require acute psychiatric services and end up in emergency departments waiting for available beds. We have a mental health crisis occurring and the emergency room is often not the optimal setting for patients and their families. Services like this center will make sure patients and their families have access to the right care in the right setting.
What have been the keys to Montefiore Einstein’s industry leadership?
We are not afraid to be the first and to be disrupters. We were founded in 1884 by Jewish philanthropists to care for people denied treatment by other medical institutions. Our Albert Einstein College of Medicine was the first private medical school in New York City to establish an academic department of Family Medicine. Just some of the medical achievements we have pioneered include developing the first pacemaker, being the first to successfully separate twins joined at their heads, and most recently, accomplishing the world’s first successful HIV positive to HIV positive heart transplant. Being at some of these events and meeting the families impacted by these triumphs fosters our desire to do more.
How important is collaboration for Montefiore Einstein in order to operate as one health system?
Collaboration is incredibly important. Our focus cannot be what is right for one hospital; we need to look at what is right for the region. As my responsibilities and oversight of different hospitals expanded, I made new hires, like our inaugural chief pharmacy officer to have a centralized view and system of medication
safety and regulatory oversight. I’ve also advanced colleagues so operations run consistently across the region. This allows us to look at what our needs are in a more comprehensive way. As part of this strategy, we are modernizing critical areas of our Montefiore Mount Vernon Hospital, including the redesign of the Emergency Department, increasing its capacity from 20,000 visits each year to 50,000 visits, a 150 percent increase in capacity. By adding beds at Montefiore Mount Vernon and starting to segment the health system by specialties that complement each other, we’re able to see how we can bring greater value to patients and our colleagues alike.
Internally, we started initiatives like having one Town Hall hosted and broadcasted from different campuses, instead of different Town Halls occurring at different hospitals. This way, we are all communicating and I’m conveying that we’re not individual hospitals, but one system supporting all. The bigger steps and smaller gestures need to go hand in hand. Culture does not change overnight, and we need to do what we can to reinforce forward momentum and “system-ness” in a positive and thoughtful way.
What do you see as Montefiore Einstein’s responsibility to be engaged in the communities it serves?
We do not just serve the community; we are the community. Today about 35 percent of every patient in a Bronx hospital is in a Montefiore hospital. That is a remarkable amount of market share that must be respected and is a great place to build. We need to intently listen about each experience. Equally important is getting feedback from our staff who are on the front lines of delivering care.
What do you feel are the keys to effective leadership and how do you approach your management style?
The best ideas come from anyone and anywhere. I am constantly roaming across our campuses because it is imperative to keep ears to the ground. I am also a patient at Montefiore. When I make an appointment or do so on behalf of a family member, I do not give my title or even say I am an employee. To make sure the system works, you need to experience it firsthand. How else will you really know?
My approach to management is transparency in communication and surrounding myself with smart people who are hungry to make things better. I have been at Montefiore for 31 years – and I couldn’t be prouder to point to colleagues and direct-reports who have been here for almost the same amount of time. One person does not make change –you need a team – and you can tell a lot about a manager by the people they surround themselves with.
What advice do you offer to young people beginning their careers?
Be passionate about what you do, don’t be afraid to try new things, and surround yourself with people who are smart, who you admire, and who push you and what you do to be better.•
Montefiore’s Henry and Lucy Moses Division
The Cornerstone Of Meaningful Progress
An Interview with Robert L. Dilenschneider, Founder and Chief Executive Officer, The Dilenschneider Group, Inc.
EDITORS’ NOTE Robert Dilenschneider is the Founder and Chief Executive Officer of The Dilenschneider Group, a strategic counseling and public relations consulting firm. He is considered one of the world’s foremost communications experts and is frequently called upon by the media for commentary on major news stories. He is the author of several books, including The Ultimate Guide to Power and Influence and 50 Plus! – Critical Career Decisions for the Rest of Your Life
FIRM BRIEF The Dilenschneider Group (dilenschneider.com) provides access to CEOs and their communications professionals in fields ranging from mergers and acquisitions to marketing, government affairs and international media. The firm’s objectives are to bring clients a level of communications counsel, creativity and exposure to networks and contacts not available elsewhere.
Will you provide an overview of The Dilenschneider Group and what you feel have been the keys to the firm’s strength and leadership over so many years?
We founded the firm in 1991 with one goal in mind, to provide the highest level of strategic counseling to leaders in their field – whether they be Fortune 500 companies, not-for-profit organizations, high-net-worth individuals – both in the U.S. and globally. We are able to do this because all of the individuals in our firm have proven track records in their particular discipline, whether it be corporate relations, investor relations, crisis communications, internal and external relations, and more. This approach has worked.
The United States enters 2025 with a new president and too many domestic and international problems and opportunities to cite. But throughout all that lies ahead, The Dilenschneider Group will continue to do what it does best – give clients first-class advice on meeting their communications challenges, help them prepare for the new, and offer guidance in dealing with the unexpected.
You have written many books during your career. Where did your interest in writing books develop?
It has always been a goal of mine to share knowledge with others. My first book, Power & Influence, was a bestseller. People really want to
know how they can improve themselves and create better outcomes, and we can learn by example, taking important lessons from those around us and from those in history who made a mark on the world. It takes time, research, and then reflecting on how to apply important lessons to our own lives. I enjoy doing this and it is always rewarding when I hear from someone that they did something as a result of reading one of my books. So many have come into my life because they reached out to thank me for my advice and they remain good friends.
What was your vision for writing your new book, Character, and what are the key messages you wanted to convey in the book?
My vision was to remind readers that character – qualities like integrity, courage, resilience, and leadership – remains the cornerstone of meaningful progress, both personally and collectively. In an age dominated by fleeting distractions, divisiveness, and quick fixes, I wanted to emphasize the enduring importance of the traits that define great leaders and change-makers. The key message is that character is not only a personal asset but also a guiding force that can inspire others, navigate crises, and shape the future. Through the lives of iconic figures, I aimed to show that character is built through choices, not circumstances, and that it can unite and elevate society.
Will you provide some examples from the book on how character helped shape history’s most iconic figures?
Here are a few:
• Nelson Mandela: His resilience during 27 years of imprisonment exemplifies how forgiveness and reconciliation can transform a divided nation and create a blueprint for healing.
• Mother Teresa: Her unwavering dedication to serving the poor demonstrated the power of selflessness and humility in inspiring global change.
• Walt Disney: His tenacity in the face of early failures helped him build an entertainment empire, showing how vision and persistence can turn dreams into reality.
• Florence Nightingale: Her courage and innovation in revolutionizing healthcare during the Crimean War laid the foundation for modern nursing.
These stories illustrate that character is the bedrock of leadership and influence.
Why do you feel the book is so relevant at this time in history?
We are living in an era marked by unprecedented challenges – political polarization, social unrest, environmental crises, and a growing sense of uncertainty. The examples in this book provide a roadmap for navigating these complexities with courage, integrity, and a commitment to the greater good. People are looking for authentic leadership and timeless values to guide them. Character offers lessons from the past to help us address the urgent need for strong, ethical leadership and inspire individuals to take action in their own lives.
Who is the book targeted to when you look at its readership?
The book is for anyone who seeks inspiration, whether they are seasoned leaders, young professionals, educators, or students. It’s particularly relevant for emerging leaders who want to make an impact in business, politics, education, or social change. I also hope it resonates with individuals who feel disillusioned by the lack of moral clarity in today’s world and are looking for practical guidance on how to lead with purpose and integrity.
What do you hope readers will learn from the book?
I hope readers come away with the understanding that character is the foundation of success, influence, and fulfillment. I want them to see that:
• Character is not innate – it’s cultivated through choices and actions.
• Adversity is often the proving ground for greatness.
• True leadership requires courage, empathy, and a willingness to serve others.
• Each of us has the potential to shape the world around us by embodying these qualities.
Ultimately, I hope readers are inspired to look inward, embrace the principles that resonate with them, and become leaders in their own lives, no matter their circumstances.•
Robert L. Dilenschneider
Sound Therapy
EDITORS’ NOTE Sara Auster (saraauster.com) is a world-renowned sound therapist, meditation teacher, author, and creator of the PAUSE app. Her thoughtfully crafted experiences harness sound as a tool to support self-inquiry, cultivate deep relaxation, and inspire meaningful transformation. As a leading voice in her field, she creates welcoming spaces that expand the reach of meditation and sound baths – keeping accessibility and purpose at the forefront. From developing a mindfulness curriculum for the World Health Organization and creating FDA-approved sound baths as a complementary treatment option for people living with migraines, to partnering with organizations such as Apple, Spotify, Google, and MoMA to create inclusive sound bath experiences, she continues to be a pioneer in this space. Through her original methodology, the Auster Sound Method, she explores how listening transforms space – both physically and psychologically – and invites new audiences into deeper ways of being, shaping the future of healing for all.
Will you discuss your life journey?
My journey into sound therapy began with a personal healing experience. I was a musician and artist, but a serious accident led me to explore alternative healing modalities. During my recovery, I discovered how sound and deep listening could profoundly impact my physical, mental, and emotional well-being. This realization set me on a path to study meditation, sound
therapy, and mindfulness, leading me to share this practice with others in an accessible and meaningful way.
What was your vision for creating Auster Sound, and how do you define its mission?
Auster Sound was born from a desire to make sound meditation and deep listening available to as many people as possible. My vision was to create experiences that help people feel more connected – to themselves, to others, and to their environments. The mission is simple yet profound: to use sound as a bridge to greater awareness, relaxation, and transformation.
How does listening transform space, both physically and psychologically?
Listening is a deeply transformative act. Physically, sound vibrations interact with our bodies, shifting our nervous system into a state of relaxation and receptivity. Psychologically, listening with intention can alter our perception of space, time, and emotion. A space that may feel chaotic can become a sanctuary
simply through mindful listening. Sound can soften edges, create a sense of spaciousness, and foster a profound inner stillness.
What is a sound bath, and how do sound baths facilitate healing?
A sound bath is an immersive listening experience where participants are “bathed” in sound waves from instruments such as crystal singing bowls, gongs, and chimes. The vibrations help shift brainwave states, encouraging deep relaxation, stress reduction, and even emotional release. Sound baths facilitate healing by guiding the body into a parasympathetic state, allowing for restoration on a physical, mental, and energetic level.
Will you highlight the purpose of the PAUSE app?
PAUSE was created to make the practice of deep listening and mindfulness through sound more accessible. It offers guided sound experiences that help users integrate moments of stillness and self-care into their daily lives. Whether you need a few minutes to reset or a longer session to unwind, the app provides an opportunity to engage with sound as a tool for relaxation and self-inquiry.
What interested you in writing the book, Sound Bath: Meditate, Heal and Connect Through Listening , and what are the key messages you wanted to convey in the book?
I wrote Sound Bath to offer a practical and approachable guide to sound therapy and meditation. I wanted to empower people with the tools to explore sound in their own way, whether through listening, creating, or simply being more present with the sounds around them. The key messages are that sound is a universal and accessible healing modality, that listening is a transformative practice, and that anyone can incorporate sound into their daily lives for greater well-being.
Your work has impacted many lives. Are you able to take moments to reflect on what you have accomplished?
I try to, though it’s not always easy. My work is about being present, so I remind myself to take in those moments when I see the impact of sound on someone’s face, hear a story of transformation, or feel the collective energy in a room shift. It’s deeply fulfilling to witness how sound can bring people into connection with themselves and others. Those moments of reflection remind me why I continue this work.•
Sara Auster (above) and the PAUSE app (right)
An Interview with Sara Auster
The Brooklyn Way
An Interview with Marissa Shorenstein, Chief External Affairs Officer, BSE Global
EDITORS’ NOTE Marissa Shorenstein is the Chief External Affairs Officer at BSE where she oversees communications, community relations, and government relations. Previously, Shorenstein served as Principal, SKDK, where she advised global clients on strategic and crisis communications issues as well as legislative and regulatory oversight challenges and traditional, social, and digital media strategy. In 2021, Shorenstein served as Director of the Executive Transition for New York State’s first female governor, Kathy Hochul. Shorenstein served as Global Chief Communications Officer for WeWork after spending more than eight years at AT&T where she served as President – Northern Region, overseeing the company’s external affairs for 17 states from Maine to Illinois, as well as Washington, DC. She previously served as AT&T’s Regional President for the Northeast and New York State President. Shorenstein was one of just a handful of female officers of the company, and the youngest in company history. Prior to joining AT&T, Shorenstein ran Marissa Shorenstein LLC, where she offered strategic communications consulting services to a wide range of clients including private sector institutions facing PR crises, tech start-ups looking for guidance on product launches, hedge funds and private equity firms requiring investor relations and sales and marketing assistance, and nonprofit organizations desiring speechwriting, media training and story placement expertise. Shorenstein was Director of Communications for Andrew Cuomo’s successful 2010 campaign for Governor of New York State. Before joining the Cuomo campaign, she was Press Secretary and Deputy Director of Communications for Governor David A. Paterson where she also oversaw communications for the dozens of state agencies across the state. From 2004-2007, Shorenstein served as Senior Manager for Strategic Planning and Corporate Communications for the New York Jets while earning her JD from Fordham Law School’s Evening Division. In her capacity at the Jets, she was the chief spokesperson for the controversial stadium development project on Manhattan’s West Side. While an undergraduate student at Harvard University, from which she became the first female to graduate with honors in three years, Shorenstein traveled as one of five members of the National Press
Advance staff for the Gore Presidential campaign where she planned press events and coordinated logistics for the traveling press corps. She has also worked in the New York City Mayor’s Office, on the 1992 and 1996 Clinton campaigns, and on the 2004 Wesley Clark campaign. Shorenstein was also New York Director of Communications for Cover the Uninsured Week, a public awareness campaign funded by the Robert Wood Johnson Foundation and co-sponsored by dozens of nonprofit, labor and business organizations around the country to highlight and create awareness about the tens of millions of Americans without health insurance. Shorenstein is currently a Commissioner of the New York State Gaming Commission, Chair of the Citizens Budget Commission (CBC), member of the Board of the Jewish Community Relations Council of New York (JCRC), and Mom’s First. She is the former Chair of the Board of Girls Who Code. In becoming Chair of the CBC, Shorenstein broke the glass ceiling as the first female chair in CBC’s venerable 90-year history.
ORGANIZATION BRIEF BSE (bseglobal.net) is an entertainment platform committed to creating elevated, innovative and unforgettable experiences inspired by Brooklyn. Through its state-of-the-art venues, professional sports franchises and emerging businesses, BSE delivers dynamic content and memories for its fans and audiences.
Will you provide an overview of your role and areas of focus?
As the Chief External Affairs Officer of BSE, I oversee communications, community relations, government relations, and our youth basketball program, Brooklyn Basketball. We have a team of very talented professionals who evaluate community partners and programs to ensure that we make the most impact across Brooklyn and throughout New York City.
How is BSE Global committed to giving back and bettering the lives of those in the communities it serves?
BSE Global takes seriously our commitment to giving back to our community and we strive to positively impact the Brooklyn
Marissa Shorenstein
BSE Global youth basketball program (above and opposite page)
population through various initiatives and programs focused on the health, education, and well-being of our neighbors in the borough and beyond. We recognize the unique and diverse makeup of the community we serve and have taken a hyperlocal approach to equity, sustainability, and community development to create meaningful relationships with local residents, businesses, and organizations. We partner with dozens of local organizations each year to host education events, youth basketball clinics, Season of Giving activations, local art installations and more including our signature programs, NETSTEM and Read Across Brooklyn. We also donate thousands of tickets to community groups each year, giving those in underserved communities the opportunity to enjoy arena events that they may otherwise not be able to attend.
In addition to our dozens of programs, Brooklyn Basketball, BSE’s flagship youth basketball program, is undoubtedly the one with the biggest reach. Brooklyn Basketball is a partnership between the Brooklyn Nets and New York Liberty, establishing a community-first basketball experience dedicated to nurturing young basketball players and enthusiasts to unlock their full potential both on and off the court. Grounded in BSE’s pillars of education, health and wellness, and social equity, Brooklyn Basketball caters to children ages 6-14, providing players of all skill levels an opportunity to learn the game while experiencing basketball the “Brooklyn Way.” Brooklyn Basketball strives to motivate children to get active and off screens while developing a love for the sport and is intended to grow the game through professionally led clinics and camps, community-focused events, instructional videos, unique basketball content, and much more. In addition to our own Brooklyn Basketball program, we also support existing basketball programs with
local organizations including New Heights, Power Play, YMCA, Madison Square Boys + Girls Club, and many more.
Will you highlight BSE Global’s youth basketball programming in partnership with the Department of Education?
In 2023, we expanded our communitybased youth basketball clinics through a new partnership with New York City Public Schools. Through a first-of-its-kind partnership, we now provide Brooklyn Basketball clinics free-ofcharge to more than 200 NYC public elementary and middle schools in Brooklyn during gym periods where students learn basketball fundamentals, along with critical off-the-court life and leadership skills.
In addition to our daily school clinics, Brooklyn Basketball hosts dozens of additional clinics with local partner organizations, coach and referee clinics, 3x3 tournaments, skills challenges, combines, 3-Point contests, camps, and more. Throughout the year, we host nearly 1,000 free youth basketball clinics as part of the broader Brooklyn Basketball program – in the last year alone, Brooklyn Basketball reached more than 60,000 students, and this year we expect to reach 80,000 local students across 1,650 events.
How is BSE Global working to expand its youth basketball programming in the future?
Brooklyn Basketball is dedicated to nurturing young basketball players and enthusiasts by providing high-quality, comprehensive training that enables them to develop their talents to their fullest potential. We are committed to fostering a supportive and dynamic environment where every student is inspired to unlock their full potential as a basketball player, cultivate a deep love for the game, and grow both on and off the court.
In the future, we will open a dedicated Brooklyn Basketball facility located directly
across from Barclays Center. We believe that a physical, full-time space will offer us the ability to positively impact even more children and their families across New York and also help Brooklyn Basketball further expand by reaching schools and programs that may not have access to a basketball court. The space will be programmed seven days a week with after school and weekend training, camps, coaching clinics and tournaments, and we will also provide a place in the facility for parents to convene and for students to have a safe space for homework or other needs before and after training.
We are excited to continue to improve the area surrounding Barclays Center through a youth basketball program available to all right in the heart of Brooklyn as we continue to help grow the game of basketball across the borough.
How does BSE Global engage its players and workforce in its basketball programming efforts?
Brooklyn Basketball engages players and staff in our programming in a variety of ways. Oftentimes current players, coaches and legends from the Brooklyn Nets, New York Liberty and Long Island Nets will surprise youth participants at our clinics or camps. Most recently, Brooklyn Basketball held a clinic for National Girls and Women in Sports Day, including a panel of staff members from the New York Liberty, with the goal of inspiring young women to pursue participation in sports on all levels.
When Brooklyn Basketball first announced its partnership with the New York City Department of Education in 2023, Nets coaches and players attended the launch event and jumped in to engage with the students during the clinic, showing their continuing support for Brooklyn Basketball and its initiatives.
It is incredibly important we have players, coaches, staff members and even team front office members represented at Brooklyn Basketball events because we want youth of all ages, genders, and backgrounds to be able to see the possibilities that exist through hard work and passion.
Will you discuss the importance of athletics in transforming both the body and spirit, building camaraderie, character and positive habits that can last a lifetime?
Sports play a pivotal role in shaping both the body and the spirit, offering profound benefits that extend beyond physical fitness. The importance of young people playing sports cannot be overstated, as it provides a foundation for both physical and emotional wellbeing, while helping shape future leaders and responsible citizens. Basketball is much more than just a sport for children. The fast-paced, team-oriented nature of the game is an incredible platform for teaching valuable life skills like collaboration, decision-making, perseverance, confidence, self-esteem, and more. These attributes not only enhance athletic performance, but also contribute to the development of well-rounded individuals who are prepared to succeed in various aspects of life.•
A Story Of Resilience
EDITORS’ NOTE Daniel McGahn
is a strategic business leader with a strong track record of commercializing cutting-edge technology. McGahn was appointed to the position of CEO in June 2011 after joining AMSC in 2006 as Vice President, Strategic Planning and Corporate Development. In 2009, McGahn was promoted to President and Chief Operating Officer, with responsibility for AMSC’s day-today global operations. From 2003 to 2006, prior to joining AMSC, he served as Executive Vice President and Chief Marketing Officer of Konarka Technologies, a venture-backed developer of polymer photovoltaic technology for renewable power. Prior to that role, McGahn was General Manager and Chief Operating Officer of Hyperion Catalysis, a world leader in carbon nanotube production and application development. He has also held managerial positions at IGEN International, a medical device company, and Princeton Consultants. McGahn holds MS and BS degrees in engineering from the Massachusetts Institute of Technology.
COMPANY BRIEF AMSC (amsc.com) generates the ideas, technologies and solutions that meet the world’s demand for smarter, cleaner, better energy. Through its Windtec Solutions,
AMSC provides wind turbine electronic controls and systems, designs, and engineering services that reduce the cost of wind energy. Through its Gridtec Solutions, AMSC provides engineering planning services and advanced grid systems that optimize network reliability, efficiency, and performance. Through its Marinetec solutions, AMSC offers power, protection, and propulsion for the marine sector. The company’s solutions are now powering gigawatts of renewable energy globally, enhancing the performance and reliability of power networks in more than a dozen countries, and helping the U.S. fleet increase system efficiencies and security. Founded in 1987, AMSC is headquartered near Boston and has operations in Asia, Australia, Europe, and North America.
Will you discuss the history and heritage of AMSC, and how you define the AMSC difference?
The company was founded in 1987 and is now an amalgamation of a series of acquisitions. AMSC, over its history, has been a company with a lot of promise because its technology is so compelling. The challenge I inherited was to turn that compelling technology, developed in the late 1980s, into something commercially viable. I’ve spent my career at AMSC trying
to take dreams and turn them into reality. We are taking a technology that, for decades, was from the pages of science fiction and are now developing and launching commercial products, creating a marketplace, securing new customers, and growing a business. If you read any science fiction story about space travel, the propulsion system of that ship is a superconductor, which is what we make.
Our focus is on the customer, and we are building on our relationships with our current customers. We are providing solutions for the problems that our customers are facing today. Our target markets are utilities, the military, and engineering, procurement, and construction companies. We understand how power generation works and how the grid works and are creating additional solutions to serve our customers’ needs.
As AMSC has grown in size and scale, how critical has it been to maintain the company culture?
Culture is paramount and is one of the few things that you can influence as a leader. Our culture is based on collaboration. We make sure we are constantly collaborating with our partners. Many of our best and commercially viable product ideas have directly resulted from these collaborations. If we are working on a specific project with a partner, they will ask if they may be able to fix a particular problem on another project that we’re working on together. This
“Our most critical guiding principle is resiliency. We have been through a lot as a company, and we must have employees who are extremely resilient to changes – such as ups and downs in the market, challenges with trade, or other issues. We have taken that part of our DNA, our resiliency, and have literally molded it into our product mix.”
Daniel McGahn
An Interview with Daniel McGahn, President, Chief Executive Officer and Chairman, AMSC
“We are now developing and launching commercial products, creating a marketplace, securing new customers, and growing a business. If you read any science fiction story about space travel, the propulsion system of that ship is a superconductor, which is what we make.”
collaboration can lead to a whole new class of products. This has happened several times throughout the history of the company.
Accountability is an integral part of our culture. We need to be accountable to ourselves, our culture, our company, our customers, and our family. At the end of the day, the buck stops with anyone who represents the face of the company, and we must deliver for our customers, shareholders, and our employees. Listening and learning are other important tenets of our culture. Interaction is critical, whether it is with a colleague, a customer, or a supplier. We spend the time to understand not only what we are accountable for, but also how we can find ways to further strengthen our opportunities to collaborate. Innovation is critical for our organization and its culture. We work to be inherently innovative with our research and development and then find ways to apply that innovation to provide value to current and prospective customers.
Our most critical guiding principle is resiliency. We have been through a lot as a company, and we must have employees who are extremely resilient to changes – such as ups and downs in the market, challenges with trade, or other issues. We have taken that part of our DNA, our resiliency, and have literally molded it into our product mix. We address resiliency with every product we make. Resiliency in the electric grid and resiliency within the Navy fleet
are just two examples of how we integrate resiliency into everything that we do. Resiliency is what we are as an organization. Every AMSC employee demonstrates that resiliency.
What have been the keys to AMSC’s success with its acquisitions?
While we are clearly focused on the value that an acquisition adds to our ability to serve our customers, we also focus on how that potential acquisition will fit into our culture. We have done several acquisitions where we felt that the combined offering was an advantage, and it takes finding the right people with the right product at the right price. We look at acquisitions in an opportunistic way – when we see a gap, we look to fill that gap.
How difficult is it to focus and invest for the long-term with the quarter-to-quarter pressures for financial results?
If quarter-to-quarter performance is doing well, it’s much easier to focus on the long-term and articulate that vision and plan to company stakeholders. We are focused on continuing to demonstrate that we can deliver strengthened results on a consistent basis, which builds trust in the company. While it is critical to drive quarterly results, it is also critical to invest in the long term to build a sustainable and industry-leading organization.
You have been with AMSC for almost 20 years. What has made the experience so special for you?
I have never really given thought to myself and have not done the best job thinking about the development of my own career. My focus has always been on the company that I am trying to develop and the people who are on the team. I am very proud of what we have accomplished as a team. I am proud to see members of our team who have been with us since the early days and may now be retiring and to see that they have family members who are now joining the company. AMSC is built on a series of families, which goes back to my comments about the importance of culture fit when we evaluate an acquisition opportunity – we want the people who work for us as well the customers who work with us to have a positive experience and feel that they are part of an organization. What advice do you offer to young people beginning their careers?
I would tell them to visualize it and be patient with it. My generation thought about where they wanted to be in 10 or 15 years, and the generation before me probably thought a little longer out. Today’s generation is focused on the now, but it is so important to be patient with yourself. I tell our people all the time that I do not want to put them in a situation that has a high probability of failure; my focus is on putting them in situations where they will be successful so that they will continue to progress in their careers. It takes time and hard work to build a career.•
“AMSC is built on a series of families, which goes back to my comments about the importance of culture fit when we evaluate an acquisition opportunity – we want the people who work for us as well the customers who work with us to have a positive experience and feel that they are part of an organization.”
Oz The Mentalist
An Interview with Oz Pearlman
EDITORS’ NOTE Oz Pearlman (ozpearlman.com) is the most televised, followed on social media, and sought after mentalist in the world today. He developed an interest in magic at a young age and what started as a hobby quickly became a lifelong passion. After a couple of years spent working on Wall Street, Pearlman decided to pursue his dream and become a full-time entertainer. His client list reads like a who’s who of politicians, professional athletes, A-list celebrities, and Fortune 500 companies. In the summer of 2015, Pearlman was featured on America’s Got Talent . He has hundreds of other TV appearances on both national and international networks, a few of which include NBC’s Late Night with Jimmy Fallon , The TODAY Show , and ABC World News and has been profiled on the cover of The New York Times, Forbes, and GQ to name but a few. Pearlman is also an avid marathon and ultra-marathon runner, having completed such grueling races as the Badwater 135 Miler, Hawaii Ironman World Championships, Western States 100 and Spartathlon.
side from age 16 to 20 when I was at the University of Michigan. I was always out there driving business, meeting event planners, working at restaurants. The latter was really helpful in learning how to interact with people in a setting where they didn’t necessarily want you; it’s the best sales training you can get. Imagine you’re interrupting somebody at dinner with their family or their friends – you learn human dynamics very quickly and you learn how to iterate. You learn the psychology of it. Now I can be in a room with a movie star or with a CEO of a Fortune 100 company, and I know how to relate to that person in the span of 10 or 15 seconds because that’s how quickly people decide what they think about you.
How is being a mentalist different from being a magician?
There is a big difference, although they intersect in a certain way. Most mentalists
started as magicians because they have the same foundation. A great analogy I like to say especially being Jewish and telling my Jewish mother I’m quitting Wall Street to become a mentalist is that it’s kind of like being a doctor in the sense of everyone does premed, but then somebody who goes and becomes a general physician is like being a magician. Somebody who becomes a plastic surgeon, or specializes in anything of that sort, is a specialist, so this is like being a mentalist. There are very few mentalists in the world, and there are even fewer ones that are good at it and not boring because it’s an inherently boring thing to just keep guessing what people are thinking. You have to find a way to make it relatable, entertaining, unique, and visual. That’s really the most difficult challenge. It’s not doing the performance. It’s knowing how to make it appeal to an audience on an emotional level. I can do magic, but that doesn’t distinguish me from everyone else. What separates me is the mentalism, which is the ability to influence and
Did you always know you had a passion for being a mentalist?
I have done this since I was a teenager. When I was 13, my parents got divorced and it was a difficult time. We went on a cruise, and I saw a magician for the very first time. He brought me on stage and I was blown away. While many kids that age have a passing interest in magic, it became an all-consuming obsession for me. I spent any money I had buying books, researching and studying the art of magic, and when I ran out of money my mother told me I needed to get a job. I printed business cards and hand cut them myself, and my first regular gig was at an Italian family style restaurant a half a mile from my house where I worked at the age of 14 every Tuesday night going table to table performing close up magic.
I come from a very entrepreneurial background, and I really needed to do this on the side to subsist. After graduating high school at the age of 16, my parents moved back to Israel and I was forced to support myself. I went to college and from that point forward paid every bill I had myself. I either had scholarships or a couple of businesses I ran. I did magic on the
Oz Pearlman
Oz Pearlman performances (above and opposite page)
read people, and it takes years of study and commitment to perfect this craft.
How critical is it to continue to innovate to be successful?
One of the big ways to differentiate yourself is through innovation. An example would be Taylor Swift. There are many reasons why Taylor Swift is successful, but aside from all her other talents she is an incredible singer-songwriter, a true double threat. The songs are so powerful because she wrote them herself. This is such a rare combination which brings a level of authenticity that connects with her fans. You are getting a piece of her and her life story through her music.
Within my world, there are only a handful of the “singer-songwriters” where you are the creator and the performer. I am constantly innovating and doing new things, and then I package them very differently. My secret sauce is that I am taking a mirror, and I am shining it on you. The star of my show is always the audience. An example is when I go on CNBC, which I have done over two dozen times. There has never been another mentalist to perform on CNBC. Why would a serious business network have me on their show? It is because when I get on there, I speak to their viewers. I theme my presentations around interest rates, equities, the markets. When I am on, someone in private equity is thinking, “how does this guy know everything about what I do?” I create content based on the end viewer.
Are there times when things go wrong?
For sure. I think that if stuff never went wrong, it wouldn’t be as impressive because it’s kind of like a danger act. If you ever watched Evil Knievel, you watched to see the jump clear, but you’re also waiting to see if maybe
something will happen and knowing that he crashed in the past and broke every bone in his body is what kind of has a little bit of an allure. While things may go wrong, I plan for that to potentially happen so the audience will rarely notice it.
Are there natural gifts that a person needs to possess to become a mentalist?
While I do not think that just anyone can do this, I do think that anyone can try to do this. It takes persistence and resilience and making the right decisions when you reach a fork in the road. I am writing a book that touches on
this – not about the mentalism, but about how you become the best in your field because I have had the opportunity through my work to interact with and get to know many successful people in politics, business, sports and entertainment, etc. I am fascinated at studying what people did to become successful. When it comes to my specific trade, it is about consistency and focusing on the audience more than on myself.
Do you miss the early days when it was all about the work and you were just starting to build your career?
You always miss the “come up.” I’ve read numerous biographies of famous figures within the entertainment industry, and they said the happiest they ever were was when their band was playing in total dives, making no money and that journey, which is very cliché but it’s true. I do miss the early days when I was scrapping. I had an off-Broadway show that I had put together with me and one other guy. I got teenagers to be my ushers. We put this whole thing together and boot-strapped it. One night, Ethan Hawke came to my show and The New York Times came a week later to review it, and we didn’t have publicists. We didn’t have anything. We were doing this show in the back of a yoga studio. The excitement and the novelty of everything when you do that is so different than when you become more known and successful.
Are you able to take moments to reflect on your career and celebrate the success?
I try to, but like many entrepreneurs, I am always looking ahead and thinking about what is next. Every time I do a show, I think about what I can do to make it even bigger. I am focused on elevating the craft, since right now most people do not know what a mentalist is. It is my hope that in the coming years, not only is it known, but that I can define the category and when you ask people the question, “what is a mentalist?” their automatic response will be, “you mean like Oz the Mentalist?”•
Servant Leadership
EDITORS’ NOTE Bob Knakal has been a broker in New York City since 1984. Over that time, he has brokered the sale of over 2,339 buildings having a market value of approximately $22 billion. For 26 of those years (1988-2014), he owned and ran Massey Knakal Realty Services which sold more than three times the number of properties as the #2 firm in New York City from 2001-2014. Running the firm with a servant leadership management style, focusing on empowering everyone on the team, intensely training them and building their self-esteem, led to this overwhelmingly dominant platform. The firm was sold to Cushman & Wakefield in 2014 for $100 million. The Massey Knakal legacy is illustrated by the fact that today in the New York City investment sales market, there are 29 companies, or divisions of companies, that are either owned by, or run by, people who learned the business at Massey Knakal. Knakal is a prominent thought leader in the commercial real estate business, frequently writing about the market, lecturing on the market, and appearing on podcasts and national television shows on networks such as Fox, CNBC and MSNBC.
me, all of whom worked together at Massey Knakal. My departure from JLL in February 2024 marked a turning point in my career and led to the creation of BKREA. BKREA, an investment sales and capital markets brokerage firm in New York City, blends best-in-class analog data sets with AI technologies to create a new brokerage for a new era.
Will you elaborate on your vision for founding BKREA and how you define its mission?
BKREA was founded with an entrepreneurial vision to reshape the investment sales landscape. I wanted to create a company that combines our robust analog data sets with innovative technology to deliver superior results. BKREA’s mission is to maximize commercial property owners’ sales prices in New York City by offering unparalleled market insights and expert
representation. By combining the reliability of traditional approaches with the power of AI, we aim to provide our clients with the highest level of service, advocacy, and results. Our objective is to provide our clients with the most insightful market information so they can make the most informed decisions and achieve the best results.
Will you provide an overview of BKREA’s service offerings?
BKREA offers a range of specialized services tailored to property owners and market participants in New York City, including property sales, note sales, valuations, consultations, market reports and land arbitration.
Will you discuss BKREA’s current deals?
During the first nine months of BKREA, the team has closed two deals (a $24 million office building to mini storage conversion and a $27 million office to residential
Will you discuss your career journey?
I began my career as a summer intern with Coldwell Banker in Hackensack, New Jersey in the summer between freshman and sophomore year in college in 1981. I worked there my next two summers and started my full-time career with Coldwell Banker in Manhattan in July 1984. It was there I met my business partner, Paul Massey. In 1988, Paul and I left CB to start our own brokerage company, Massey Knakal Realty Services. We started with just the two of us and a secretary in an 800 square foot, 18 month sublet, and grew the firm to 250 people in three offices in New York City by 2014 when we sold the company to Cushman & Wakefield for $100 million. After the sale of Massey Knakal, I became the Chairman of NY Investment Sales at C&W and was the top producing, or originating, capital markets producer globally at the firm in 2014, 2015, 2016, and 2017. In 2018, I joined JLL as the Chairman of NY Investment Sales bringing 53 people with
“By combining the reliability of traditional approaches with the power of AI, we aim to provide our clients with the highest level of service, advocacy, and results. Our objective is to provide our clients with the most insightful market information so they can make the most informed decisions and achieve the best results.”
Bob Knakal
An Interview with Bob Knakal, Chairman and Chief Executive Officer, BKREA
conversion), put $52 million and $24 million development sites under contract, and has 30 exclusive listings totaling over $2.2 billion.
How is BKREA combining old school analog systems with cutting-edge AI technology to create the brokerage company of the future?
BKREA combines cutting-edge AI technology with time-tested brokerage expertise to create a future-focused, data-driven approach to real estate. We use AI to enhance prospecting, streamline transactions, and analyze data in new, innovative ways, while still maintaining the personal, hands-on approach that has been the cornerstone of our success for decades. Our proprietary, high-integrity data sets, built over 40 years, are analyzed by AI algorithms to uncover trends and predict market shifts. By focusing on the relationships between key data points and integrating macroeconomic factors, we provide unique, actionable insights that transform how the market is understood and navigated. By merging traditional methods with advanced technology, BKREA is redefining the real estate brokerage model, offering clients unparalleled market intelligence and a competitive edge in an ever-evolving landscape.
What do you feel are the keys to effective leadership and how do you approach your management style?
Effective leadership, to me, is centered around servant leadership, with the key being the creation of a culture of acknowledgement. People crave appreciation, and regular, meaningful feedback is crucial. As
“By focusing on the relationships between key data points and integrating macroeconomic factors, we provide unique, actionable insights that transform how the market is understood and navigated. By merging traditional methods with advanced technology, BKREA is redefining the real estate brokerage model, offering clients unparalleled market intelligence and a competitive edge in an ever-evolving landscape.”
Chuck Coonradt (President and CEO of Game of Work), put it, “Failing to give timely feedback is a form of cruelty.” Leaders must make their team feel valued and connected to the company’s goals. Studies show that positive
feedback is far more impactful than criticism. I’ve always made it a point to recognize everyone’s contributions, from top producers to receptionists. Acknowledging small but important roles boosts morale and performance.
At the core, effective leadership is about helping people believe in themselves. Acknowledgement fuels confidence and inspires greatness. Many people who run businesses talk about servant leadership, but it is rarely effectively implemented. At Massey Knakal, we walked the walk. Today, in New York City’s investment sales market, there are 31 companies, or divisions of companies, that are either owned by, or run by, folks who learned the business at Massey Knakal and grew under our servant leadership approach.
What advice do you offer to young people beginning their careers?
My advice to young people starting their careers is simple: Go for it! The world is full of opportunities, and the key is to explore different roles to find what truly excites you. Whether through internships, shadowing, or networking, figure out what you’re passionate about early, and the career will follow. Focus on three traits for success: expertise, find a niche and become the go-to person; passion, it’ll help you push through tough times; and discipline, stay focused on long-term goals. Lastly, don’t chase money in the beginning. Invest in learning, ask questions, and build your skills. That knowledge and experience will pay off far more than quick rewards. •
Coming Home
EDITORS’ NOTE Nebraska native Dani Busboom Kelly was named the fourth head coach in program history in January 2025 by Nebraska Director of Athletics Troy Dannen. A Husker national champion player and assistant coach, Busboom Kelly spent the last eight years building Louisville into a national power. The Cardinals have reached two NCAA Championship matches, three NCAA Semifinals, five regional finals, and have won four ACC titles. Busboom Kelly was the starting libero on Nebraska’s 2006 national championship team, and she was an assistant coach when the Huskers won the 2015 national championship in Omaha. She took the helm at Louisville late in 2016 after being named AVCA National Assistant Coach of the Year in her final season as a Husker assistant, and she guided the Cardinals to heights the program had never experienced. In her first season at Louisville in 2017, Busboom Kelly took over a program coming off a 12-18 season and led it to a 24-7 record, an ACC title and an NCAA Tournament appearance. For her efforts, she was named the AVCA East Region Coach of the Year for the first of four times at Louisville. Following her first season, Busboom Kelly was named the head coach of the U.S. Collegiate National Team Europe Tour, leading them to the gold medal in the European Global Challenge. The Cardinals continued to improve each season, reaching the NCAA Tournament Second Round in 2018 and the program’s first-ever NCAA Regional Final in 2019. During the shortened 2020-21 season, Busboom Kelly’s Cardinals went 15-3 and won the ACC Championship, and she was named ACC Coach of the Year. Louisville broke through in a big way in 2021, winning 32 straight matches to begin the season before finishing the year in the NCAA Semifinals for the first time in program history. Busboom Kelly was again named ACC Coach of the Year as well as AVCA National Coach of the Year, as the Cardinals achieved their first #1 ranking in program history. She became the first woman in NCAA history to coach an undefeated regular season. Busboom Kelly was the ACC Coach of the Year for the third year in a row, as the Cardinals won their third straight ACC title. Prior to her time at Louisville, Busboom Kelly played a vital role on the Husker coaching staff, assisting with Nebraska’s setters,
liberos, outside hitters, and recruiting. Regarded as one of the best recruiters in the nation, Busboom Kelly helped Nebraska’s resurgence to the forefront of college volleyball, as the Huskers captured the 2015 NCAA Championship at the CenturyLink Center in Omaha, the same place Busboom Kelly won the national title as a player for the Huskers in 2006. Before joining the Husker staff in 2012, she was an assistant coach at Tennessee from 2009-10, and an assistant coach at Louisville in 2011. As a captain at Nebraska, Busboom Kelly moved from setter to libero in 2006 to help Nebraska’s defense and finished her career as one of only two players to rank among NU’s all-time leaders in both digs (1,281) and assists (2,873). In addition to her accomplishments on the court, Busboom Kelly excelled off the court for the Huskers. She was a 2006 secondteam Academic All-District VII selection, while earning six Big 12 Commissioner’s Honor Roll
accolades and becoming a three-time first-team Academic All-Big 12 honoree. She earned a bachelor’s degree in communication studies from Nebraska in 2007. Following her graduation, Busboom Kelly spent time with the U.S. Women’s National Training Team before working as a sales representative for an Omaha insurance company. She also worked as a sideline reporter for radio broadcasts of Nebraska volleyball matches on the Husker Sports Network and was an assistant coach with USA Volleyball’s Select A2 Program.
Will you discuss your career journey?
I decided to get into coaching about a year after I graduated from Nebraska in 2007. My first job was as an assistant coach at Tennessee for two seasons. It was great to get to know a different conference and a different program after only being around Nebraska up to that point. After Tennessee, I went to Louisville as an assistant coach for one season and had an awesome experience working under Anne
Dani Busboom Kelly
An Interview with Dani Busboom Kelly, Head Coach, Women’s Volleyball, University of Nebraska
Dani Busboom Kelly coaching women’s volleyball at
of Nebraska
Kordes. She was a great mentor. Then there was an opening on John Cook’s staff at Nebraska and I went back to my alma mater. At the time, it was pretty much a dream come true. After five great seasons at Nebraska, I got the call from Louisville to go back there to be their head coach, and the rest is history. I spent a lot of time coaching outside of Nebraska, which Coach Cook encouraged me to do to learn how other programs operate and coach in a different landscape. I’ve learned a lot from that experience, and that has prepared me to come back to Nebraska and feel confident.
Did you know early on that you wanted to spend your career in the sport of volleyball?
It wasn’t until my senior year of college –when I switched positions from being a setter to a libero – when I considered coaching. At the time I was looking into doing medical or pharmaceutical sales. But being part of that national championship team in 2006 and playing a different position for the benefit of the team really inspired me to want to give back to the sport of volleyball.
What excited you about the opportunity to return to Nebraska as head coach at this time?
Nebraska is home. When you’re coaching, you want to be at a place that has a goal to win national championships and Nebraska does. The people, the fan support, everything about it makes it a place you would want to coach at. What I love about Nebraska is that the expectations never change. We are trying to win conference championships, get to Final Fours and win national championships. But also, we want our
players to leave here loving the sport of volleyball and loving the game. Maybe they want to play pro volleyball or coach or give back in some other way. We want our players to have an amazing experience at Nebraska, and usually that leads to success.
When you are recruiting players, while you are looking for the best talent, how important is personality and character?
It’s extremely important to have a good mix of personalities on a team. You never want to recruit 16 people who are all the same. Obviously, talent is most important in high-level sports, but personality and culture is a very close second. Players who are coachable are the ones who will end up having the most success, and the teams with the best chemistry that embrace every personality will usually be the ones that go far.
What are your views on the state of college sports today, especially with the transfer portal and players moving from school to school?
It seems like every five years or so there are big changes in college athletics, and it just takes time to adjust to the changes. And just like everything else changing in college sports, it can feel scary and new at first, but it always works itself out. The transfer portal is no exception. It is different than how programs were built even just 5 to 10 years ago, but college coaches and student-athletes have been and will keep adjusting to the changes that keep coming. I’m very excited for the future of college sports because the student athletes are being put on a higher pedestal and are being showcased for more
and more people to watch. Women’s volleyball especially feels like one of the sports that is just starting to take off.
Are you surprised to see the way women’s college volleyball has grown and what the game has become?
I’m not surprised at all. Volleyball is a great product, and the women’s college game is so exciting and fun to watch. Everywhere you look there are attendance records being broken and TV ratings setting new highs. I really think it just took some more marketing to increase awareness. Once you get new eyes on the sport, people get hooked on it. I think there is still a ton of room for growth in our sport, too. What’s been really amazing about our sport is how the ball just keeps rolling. This past season we had the first woman win a national championship as head coach with Katie Schumacher-Cawley at Penn State, and now you’re seeing more women take over historic programs and getting a chance to lead and show that we can do it. For me, it’s more than just being a woman. It’s about showing how we can be very successful and competitive, but we can also have great family lives and great lives outside of our sport, and I’m hoping to model that to our players –that you really can do it all.
How do you describe your coaching style?
I work really hard to be consistent as a coach. I do think I’m pretty serious most of the time, but I also don’t want us to take our sport so seriously that we lose the fun in it. If we are consistent in our personalities, then everybody knows what to expect. When everyone has that trust in each other and knows what to expect on a daily basis, then that’s where you can have some fun with different variations in practices or on road trips. It just creates a culture of trust. I am very fortunate that I’ve gotten to work with great coaches in my career and put trust in them, and that will continue at Nebraska with all of our staff returning. I know I don’t have to worry about little things here and there because I know our staff is taking care of that. We’ll come to work every day and love what we do because we want these players to be successful.
With all that you have achieved as a player and coach, are you able to take moments to reflect on your accomplishments and celebrate the wins?
For sure. It’s always been a pillar of my coaching style to celebrate the little things as much as the big things. We go through so many ups and downs throughout the course of a season or a career. It’s important to enjoy the journey and not take any of it for granted. My teams are always having fun and celebrating every step of the way. I’m just humbled and grateful to be here in this moment, living another dream of mine to represent Nebraska Volleyball and this state, a place that means so much to me and my family. It’s tough to wrap my mind around it sometimes. It’s an honor to be part of a place that cares so much about the sport of volleyball and continues to push the limits and show everybody what can be done.•
Dani Busboom Kelly surrounded by her family at a celebration of her return to the University of Nebraska as Women’s Volleyball Head Coach
Built On Trust
An Interview with Avi Hiaeve, Founder and Chief Executive Officer, Avi & Co.
EDITORS’ NOTE Avi Hiaeve is a business owner, an entrepreneur, a father of five, a husband, and a brother. Hiaeve arrived from Israel at 14 years old and started his own storefront at just 16 years old. Three years later, he had secured a coveted spot in New York’s hallowed Diamond District. He has built lasting relationships with the watch world’s elite. He has created custom pieces for celebrity clients like Jamie Foxx, DJ Khaled, Floyd Mayweather, Sylvester Stallone as well as the New York Knicks and also sells to jewelers in the wholesale industry.
Aspen, Avi & Co.’s people-first commitment to its customers, many of which are athletes, musicians, and celebrities demonstrate the company’s dedication to building long-lasting relationships on a foundation of trust.
Will you discuss your career journey?
COMPANY BRIEF Avi & Co. (aviandco.com) is a family-owned, highly trusted luxury watch and jewelry retailer located in the heart of Manhattan’s Diamond District. Avi & Co.’s unique jewelry and exclusive watch brands include brands such as Richard Mille, Patek Philippe, Audemars Piguet, and Rolex. At its Manhattan home as well as its locations in Miami and the recently opened Avi & Co. in
I moved to New York from Israel with my parents when I was 14. Even while in Israel at a very young age, I was always into buying and selling things, and trying to make money. When I arrived here, I did not speak any English. I worked at my mom’s cousin’s store on Canal Street on the weekends and also at my dad’s jewelry store in Long Island a few days each week. I was making sales and getting paid $40 a day, and with commissions was making thousands of dollars. It was a crazy time. At 16, I told my parents I wanted to open my own store. I felt motivated and ready, and I believed in myself.
I found an available store a block away from my mom’s cousin’s store, and had a deal with a guy for rent, deposit, and other costs.
I also needed to buy merchandise. I did the calculations and went to my parents to discuss the opportunity. My mom was an accountant, and my father was a watchmaker. He had a spot in a shoe store in Long Island and was fixing watches and repairing batteries. When I told them that I wanted to open my own store, my father told me that I was too young and that it was not a good idea. When I spoke to my mother, I convinced her that I was ready, and she agreed that I should take a chance. Today, my mom is still an accountant and works with me.
Avi Hiaeve
Avi & Co.’s flaghip New York City boutique
Avi & Co. graduated tennis diamond necklace (top): Hue by Avi & Co. watch (above)
We opened the new store on Canal Street and I worked there from the age of 16 to 19. I was the best jeweler in the area. I started gaining recognition for my work and for how well I treated people. From day one, I made a conscious effort to be genuine with people. I always cared about my reputation – not just with customers, but with everybody: my parents, my friends, my customers, and my community. When I turned 19, I knew I wanted to make my way over to 47th Street and even though during that time it was nearly impossible to get a store regardless of your efforts or financial resources,
fortunately I was lucky and was able to acquire a store.
I have built my business and career on being honest and keeping my word. You can make millions of dollars, but you can lose your name in one day and no amount of money can help if this happens. I started my business selling to the hip-hop community and grew into more conservative jewelry pieces such as engagement rings and tennis bracelets. At that time, I was fascinated with watches. My first watch was a Breitling that I bought for $3,000 and I found that other dealers would offer me $3,300 for it. I realized that watches were easier to sell since people know what they want, so I started evolving my business from diamonds and jewelry into watches.
This was during the early days of the internet, and I started to put money into building an online business. The website was a window to the world and online was driving 90 percent of our sales. We opened a second store in the Miami design district, which has also been a big success. We just opened in Aspen and are excited to build this market. We will be moving our New York headquarters and retail space from the Diamond District on 47th Street to 5 East 59th Street, formerly home to the city’s Playboy Club. We were able to buy the building at a foreclosure auction, and we will create retail and office space on the first two floors of the building and rent out the rest.
What have been the keys to Avi & Co.’s success, and how do you define the Avi & Co. difference?
It is all about the team, since I don’t believe one person can do it all. I’m just the driver. We have built a company that’s trustworthy and honest. We don’t just sell watches – we sell service. We have built a community and the
relationship with our clients means everything to me. If I have one client that’s disappointed with the company, I will do everything in my power to make it right. My reputation is more important to me than anything in life. That’s how I was raised.
My team has been with me for a long time, and loyalty is very important to me. You show me your loyalty, and I will repay that with my loyalty. I tell people when I hire them that I am not looking for a person to be with us for one or two years – I want you to build your career here.
Another key to our success is that I sell what I believe, and I always try to do my best as far as selling the right items for the customers at the right prices. It’s not about just selling to the customer, but also dealing with any problems they may have with the watch after. That’s what sets us apart – the quality of service we give –not just when you buy, but later with repairs, repolishing, upgrading, selling, or consigning us your watch.
Could you have imagined in the early days that Avi & Co. would become what it is today?
I don’t look that far out. I knew I would make it, but it is a dream every day to lead this business and to get to work with people I admire and respect. One thing that I think about often is making a difference for my family. I like to stay humble, and there is a lot more to do and many exciting opportunities ahead. •
Avi & Co. recently opened Aspen boutique (above and below left)
Avi & Co. Miami boutique
The Power Of Storytelling
An Interview with John Devaney, Founder and Chief Executive Officer, United Capital Markets and Founder, Manor House Films
EDITORS’ NOTE John Devaney is a leading financier with extensive expertise in structured finance bonds, real estate, and film financing. Since 1999, he has served as the founder and CEO of United Capital Markets, a pioneering firm in the modeling, research, and investment in complex structured finance credit. This year Devaney made a pivot in his career, directing his resources, creativity, and network towards supporting films that carry a powerful purpose. He is the majority investor and producer in both City of Dreams and The Prince, working closely with the actors, directors, and distributors to ensure these important works of cinema can reach larger audiences and invoke real change.
John Devaney
COMPANY BRIEFS United Capital Markets, Inc. (unitedcapital.com) is a leading market maker in subordinate and distressed structured finance bonds. Its leadership position has been cemented over 23 years buying approximately $50 billion of complex CMBS, RMBS, and ABS bonds as principal with hundreds of customers and dealers.
Manor House Films’ (manorhousefilms.com) mission is to craft compelling stories that ignite conversation and inspire change. The company is dedicated to developing purposeful films that challenge perspectives, foster critical thinking, and illuminate the world’s most pressing issues. Through the power of cinema, Manor House Films aims to engage, educate, and empower audiences to view the world from new perspectives and take action for a better future.
What was your vision for creating United Capital Markets and how do you define its mission?
When I founded United Capital Markets in 1999, my vision was to create a firm that would specialize in trading mortgage-backed securities and provide unparalleled liquidity and expertise. Based on my experiences, I wanted to build something that would serve as a reliable partner to clients and continue to establish myself as a trusted leader in this financial area. With the complexities surrounding mortgage-backed securities, my goal was to provide clients with insightful strategies and tailored solutions to navigate these challenges effectively. At its core, the mission of United Capital Markets is to facilitate efficient market operations in the bond space. By focusing on transparency and client-centric strategies, our job is to ensure that market participants can achieve their goals and mitigate risks in what is often an unstable environment. The firm was built on the belief that specialized knowledge and a steadfast commitment to excellence could drive long-term success for both our clients and the business itself.
Will you provide an overview of United Capital Markets’ business and core competency?
At United Capital Markets, we specialize in trading mortgage-backed securities, a complex but vital area within the financial space. This includes both commercial mortgage-backed securities and asset-backed securities, which cover an incredibly diverse range of assets such
as airplane loans, credit card loans, automobile loans, and more. The wide range of assets we handle allows us to operate at the intersection of various industries and provide essential liquidity to different market participants.
What have been the keys to the strength and leadership of United Capital Markets for 25 years?
By building a strong team of talented professionals who share the same commitment to excellence as myself, I’ve been able to cultivate an environment of collaboration and trust with United Capital Markets. We rely on our dedication to our expertise, forwardthinking approach, and commitment to fostering strong client relationships.
What led you to starting your new venture, Manor House Films, and what is your vision for the company?
Following my career within the financial industry, I felt a calling to explore a different path where I would be able to explore my passion for unique storytelling and desire to drive social change. I have always recognized storytelling as an opportunity to address critical issues, spark meaningful conversations, and inspire action. I recognized that filmmaking was the perfect way to reach broader audiences through the power of purpose-driven narratives, and that I had the opportunity to bring a new perspective to this industry from my previous experience within the financial field. Our mission at Manor House Films is to produce high-quality films that not only entertain, but also inform and educate widespread audiences. We aim to highlight untold stories that matter and amplify these voices that drive positive social
“Storytelling is one of the most powerful tools for driving social change because it connects with people on a deeply emotional level. Storytelling has the unique ability to open minds, foster empathy, and inspire action.”
“Our mission at Manor House Films is to produce high-quality films that not only entertain, but also inform and educate widespread audiences. We aim to highlight untold stories that matter and amplify these voices that drive positive social change.”
change. Whether addressing human trafficking or other pressing issues, Manor House Films is committed to producing films that encourage audiences to think deeply about the world around them.
What do you see as the power of storytelling and purpose-driven films as a tool for driving social change?
Storytelling is one of the most powerful tools for driving social change because it connects with people on a deeply emotional level. Storytelling has the unique ability to open minds, foster empathy, and inspire action. The value of bringing purpose-driven films to audiences through Manor House shines a spotlight on societal challenges and brings important issues to the forefront of public consciousness in a way that other storytelling platforms often can’t. Through visual storytelling, audiences are not only informed, but also moved to engage with the subject matter in a personal and meaningful way. These films can amplify conversations, create awareness, and even mobilize communities to support causes that matter. Our belief is that when you combine compelling storytelling with a clear message and a call to action, the potential for change is limitless.
Will you discuss the film, City of Dreams, and the key messages conveyed through the film?
Based on true events, City of Dreams is a powerful and emotionally resonant film which tackles the harrowing issue of child trafficking. The film follows the journey of a young Mexican boy whose dreams of becoming a soccer star are tragically cut short when he is smuggled across the U.S. border and forced into labor in
a Los Angeles sweatshop. Despite everything he faces throughout the film, the boy shows unwavering courage and strength, standing up to his captors multiple times throughout the story. After watching it for the first time, I could not sleep without thinking about the impact that the film had on me. I felt compelled to be involved with the promotion of City of Dreams, and help expand the film’s reach and crucial message to wider audiences. Through City of Dreams , I have been connected with an incredible community of individuals who are committed to spreading awareness about this pressing issue plaguing our society. I feel fortunate to be involved in this movement through Manor House Films.
What are your priorities for Manor House Films as you look to the future?
A big priority Manor House Films has been focused on is our feature film coming out this summer called The Prince, starring Nicolas Cage, Giancarlo Esposito, J. K. Simmons, and Andy Garcia. The Prince chronicles an addict’s tumultuous odyssey through the high-stakes world of power, pleasure, and pain on a transformative journey toward recovery. Our team will be making big business decisions in these next few months that will pave the way for the movie’s success.
Another one of my priorities is getting our world leaders focused on the critical issue of labor trafficking our nation faces today, using City of Dreams as a tool to spread awareness. I recently met with Linda Yaccarino, CEO of X, to discuss the importance of business leaders using their voice to encourage real change. Additionally, I am planning a screening of City of Dreams for members of the U.S. Senate,
Congress, and the President to get our government focused on this issue.
What do you see as the keys to effective leadership and how do you approach your management style?
I believe the key to leading effectively is being a good speaker and leading by example. I’m a very inspiring speaker because I’m always thinking big about the future and coming up with creative ideas. These speeches are great for energizing the team, motivating them to work hard towards a common goal and think outside the box. Leading by example is very important in running a business like mine because it strengthens company values. Throughout my entire career, I’ve always been the first person in the office and the last one to leave, which greatly attributes to my success. I find that being disciplined in what I do drives my employees to work to their full potential.
What advice do you offer to young people beginning their careers?
One of the best pieces of advice for young people starting their careers is to become a good writer. In college, I double majored in business and English. Many see English as a useless skill to have going into the business world, but it played an important role in jumpstarting my career. When I started my first job assisting a mortgage bond trader, I wrote very professional memos to potential clients that I mailed in manila envelopes with the things I was reading. This was very unusual in the bond business where most people just pester you over the phone, and it really resonated with people. My writing skills helped me become the number two salesperson right away, out of about 15.•
“Another one of my priorities is getting our world leaders focused on the critical issue of labor trafficking our nation faces today, using City of Dreams as a tool to spread awareness.”
Turning Panic Into Opportunity
Interview with Bill Canady, Chairman, OTC Industrial Technologies and Chief Executive Officer, Arrowhead Engineered Products
EDITORS’ NOTE Bill Canady is the Chairman of OTC Industrial Technologies and CEO of Arrowhead Engineered Products (AEP). With more than 30 years of experience, he specializes in driving organizational growth, cutting costs, and boosting profitability. During his time as CEO of OTC, he led a 43 percent increase in revenue and an 80 percent rise in earnings, with annual sales now exceeding $1 billion. At AEP, he oversees more than 3,600 employees and $1.5 billion in sales. He shares key leadership lessons in his new book, From Panic to Profit: Uncover Value, Boost Revenue, and Grow Your Business with The 80/20 Principle. A U.S. Navy veteran, Canady holds a BS in Business Administration from Elmhurst University and an MBA from the University of Chicago Booth School of Business.
Founded in 1985, Arrowhead Electrical Parts (arrowheadepinc.com) has become a worldwide distributor of non-discretionary, mission-critical aftermarket replacement parts. The company, now Arrowhead Engineered Products, is trusted by over 50,000 dealers, distributors, repair shops, and small businesses to provide quality, fit, and selection. Arrowhead’s global footprint includes 10 distribution centers in North America (nine in the U.S. and one in Canada), as well as one in the U.K., plus sourcing offices in India and China. These state-of-the-art facilities not only put the company at the forefront of production, but allow it to continually expand its product portfolio and reach new geographical markets.
Will you discuss your career journey?
leading people toward a shared vision. I eventually moved into executive roles, leading organizations like OTC Industrial Technologies and Arrowhead Engineered Products. Throughout my career, I’ve focused on driving growth and transformation by creating value through strong, empowered teams and a clear, results-oriented strategy. Each step in my journey, from the Navy to engineering to leading these companies, has taught me valuable lessons about the power of disciplined execution and the importance of building trust and engagement in any organization. My experiences have shaped my belief that growth isn’t just about numbers – it’s about people and the strategies that allow them to thrive.
Will you provide an overview of OTC Industrial Technologies and how you define its mission?
COMPANY BRIEFS Driven by decades of industry experience, OTC Industrial Technologies (otcindustrial.com) is a trusted, one-stopshop supplier for comprehensive industrial and manufacturing solutions. With outstanding engineering and service capabilities and a nationwide network of industry-leading vendors, OTC is invested in customizing the right solutions for its customers in virtually every industry.
My career journey began in the Navy, where I was first introduced to leadership in high-pressure, mission-critical environments. The Navy taught me the importance of discipline, teamwork, and staying calm under pressure – skills that would shape my approach to leadership for the rest of my life. After my time in the Navy, I transitioned into engineering, and it didn’t take long for me to realize that my passion was not just in solving technical problems, but in
OTC Industrial Technologies is built around one central idea: empowering our customers to succeed. We provide innovative industrial solutions and services that optimize efficiency and drive progress. Our mission is to create longterm partnerships by delivering value, whether that’s through our products, expertise, or the trust we build with every interaction.
Will you highlight OTC Industrial Technologies’ products and services?
We specialize in advanced industrial equipment, systems, and services, covering everything
“The key message in From Panic to Profit is that sustainable growth doesn’t happen by chance – it’s the result of disciplined execution. Leaders must focus on their people, prioritize effectively, and stay grounded in profitability while maintaining trust and engagement with their teams. In my experience, it’s this combination of strategic focus and human connection that turns panic into opportunity.”
Bill Canady
An
from compressed air systems to fluid handling solutions. But what sets us apart is our focus on service excellence – our teams work closely with customers to not only provide the tools they need, but also to help them achieve their operational goals efficiently and sustainably.
Where do you see the greatest opportunities for growth for OTC Industrial Technologies?
The greatest opportunities lie in leveraging technology to create smarter, more efficient systems and in deepening our customer relationships. By focusing on emerging industries and investing in sustainability, we can ensure long-term growth while staying ahead of market demands. The key is not just growth for growth’s sake, but creating scalable systems that truly serve our clients and their industries.
What interested you in writing the book, From Panic to Profit, and what are the key messages you wanted to convey in the book?
I wrote this book to share the lessons I’ve learned through years of leading organizations through turbulent times. It’s a guide for leaders who want to go beyond just surviving the chaos and instead find ways to thrive, even when the odds are stacked against them. The key message in From Panic to Profit is that sustainable growth doesn’t happen by chance – it’s the result of disciplined execution. Leaders must focus on their people, prioritize effectively, and stay grounded in profitability while maintaining trust and engagement with their teams. In my experience, it’s this combination of strategic focus and human connection that turns panic into opportunity.
What do you see as the responsibility that leading companies have to be engaged in the communities they serve and a force for good in society?
Leading companies have a responsibility to invest in the well-being of their communities. It’s not just about business success; it’s about contributing to a thriving society. This means supporting education, creating jobs, and being mindful of our environmental impact. At OTC, we strive to align our growth with meaningful contributions to the communities we’re a part of.
What do you feel are the keys to effective leadership and how do you approach your management style?
Effective leadership starts with clarity –defining the vision, setting priorities, and ensuring alignment across the organization. Whether in the Navy or in my leadership roles at OTC Industrial Technologies and Arrowhead Engineered Products, I’ve always been focused on creating a clear path forward for my teams. This clarity gives people the confidence to act decisively, even in times of uncertainty, as outlined in my book From Panic to Profit. In challenging times, it’s especially important to reinforce that clarity so the team remains focused on the right priorities.
Another key to effective leadership is empowerment. I’m a firm believer in giving people ownership of their work. My management
style is collaborative and performance-driven, with a strong emphasis on building trust and holding people accountable. By giving people the freedom to excel within a structured framework, they can bring their best ideas and energy to the table. It’s all about ensuring they have the tools they need and the space to perform at their highest potential.
In From Panic to Profit , I discuss how effective leadership involves being adaptable, transparent, and engaged with your team. By cultivating an environment of trust and
alignment, leaders can drive sustainable results and navigate challenges, ensuring the organization is prepared not just to survive, but to thrive. What advice do you offer to young people beginning their careers?
Be curious and embrace learning. Focus on developing skills that make you adaptable because the world is always changing. Seek mentors who challenge you to grow, and don’t be afraid to take calculated risks. Most importantly, understand the value of relationships –success is rarely a solo endeavor.•
The Future Of Education
An Interview with Joshua Richards, Chief Executive Officer, Boundless Learning
EDITORS’ NOTE Joshua Richards serves as Chief Executive Officer of Boundless Learning. He brings with him more than two decades of industry experience, including a history of impressive leadership roles in the technology and education solutions space. In his prior role as Chief Product and Technology Officer for Boundless Learning, Richards brought new products and services to life while also enhancing the technology capabilities that support employees, learners, and academic partners. He helped lead the transition of Boundless Learning to a standalone company, including the creation and optimization of the global organization and infrastructure to support stability and growth. Previously, at global education company Pearson, he held multiple technology and business leadership roles that drove continued digital transformation in education. Richards holds a bachelor’s degree from Penn State University.
Joshua Richards
around the world. Boundless Learning leverages its data-driven insights and workforce trends to build programs that align with industry demands. From upskilling to professional development, the company’s innovative solutions help enable universities and other learning institutions to reach new audiences through high-quality online learning experiences.
Will you discuss your career journey?
COMPANY BRIEF A pioneer in edtech for more than 30 years, Boundless Learning (boundless learning.com) is leading the way in designing personalized, workforce-aligned experiences. Its global portfolio serves approximately 17,000 learners in more than 150 countries. Composed of online learning solutions experts working across three continents, Boundless Learning has launched more than 450 online programs that boost access and create economic mobility
Technology has been the constant thread throughout my career – both in how I have shaped it and how it has shaped my leadership approach. My journey began in high school in the ’90s, when technology was only starting to make its way into the classroom. I was fortunate to attend a school that had secured funding from industry leaders like Kodak, Microsoft, and Apple. This wasn’t just about putting computers in front of students – it was about equipping us with the tools needed to understand and apply technology in realworld scenarios. In addition, as we learned, we were then leveraged to educate and empower teachers to use new solutions in the classroom to enhance the traditional learning experience. This approach took a bottom-up methodology to technology adoption, which I would later see mirrored in enterprise-level digital transformations.
When I started college, I initially pursued a marketing degree at the University of Central Florida. Two and a half years in, I recognized
that I was ready to take a risk and follow my passion for technology. That realization led me to a role as a support analyst at Penguin Books, based in New York, which was then part of Pearson. Even in that early role, I focused on providing meaningful and personal interactions, ultimately improving how technology moved the business forward. My work started to gain visibility, and I soon transitioned into the heart of the company’s textbook and digital learning operations. That move began my 23-year journey leading large-scale technology implementations and business transformations.
Will you highlight your progression at Pearson and the pivot to Boundless Learning?
Within a year of joining Pearson Education, I moved into a senior role and started to grow in my career. I established strong relationships across the business, particularly with leaders driving the modernization of textbook development and product creation. From there, I moved around various business and technology teams, taking on exciting roles that helped establish multiple global platforms and led Pearson through many aspects of its digital transformation. This trajectory led me to Pearson Online Learning Services, the predecessor to Boundless Learning, where I worked with amazing colleagues to implement a new Salesforce infrastructure that would become the foundation of a business in need of change. It wasn’t just the platform that made the difference. It was the alignment of technology strategy with broader business objectives to create a better experience for employees and learners, while
“At our core, we’re in the business of enabling universities and other learning institutions to reach new audiences through high-quality online learning experiences. It’s not just about offering online programs, but it’s also about redefining how students engage with education.”
“Online education has evolved beyond traditional program constructs. It’s about career mobility, understanding that learning doesn’t end at a point in time, and expanding access to knowledge in ways we hadn’t previously imagined.”
also generating positive ROI for the organization and success for our partners. At that point, technology wasn’t seen as being auxiliary for the business – it was a critical driver of our future. I joined the executive leadership team in an expanded role, providing me an opportunity to oversee technology, product, and business operations, ensuring that all our initiatives in these spaces directly supported business efficiency and growth.
You recently assumed the role of Chief Executive Officer of Boundless Learning. How did your time as Chief Product and Technology Officer prepare you for this new role?
When Pearson Online Learning Services was acquired by a private equity firm and transitioned out as a stand-alone organization, Boundless Learning, I stepped into the role of Chief Product and Technology Officer. This experience taught me so much in a short amount of time. We not only needed to rebuild ourselves as a new company, but we also needed all the technology to stand on our own. The organization also underwent massive changes that had a real impact on all aspects of our company. Every leader on the team had to work through rebuilding trust in the organization, while also focusing on achieving our aggressive business goals. Through all that, one thing became increasingly clear – if we want to win, we need to innovate and rely on the technology we invested so much in.
Technology would have to go even further and become a strategic enabler of growth and differentiation. In addition, the learner experience we provided through our products and services became a key focus area that we rallied around and brought connectivity to the organization. Getting to the next level required intense collaboration across the business to reimagine processes and strategically use the right tools at the right time in areas like marketing, recruitment, student retention and learning design. We also started to concentrate on growing the company and thinking about how we utilize the products and services that had been built to start promoting our competitive advantage.
At that point, the opportunity to become CEO of Boundless Learning presented itself and all those recent and past experiences came together simultaneously, allowing me to step up to take the lead, bringing my unique energy to the table to create urgency and excitement in
the business. I have the privilege of working with a motivated executive team and resilient group of employees dedicated to keeping technology and learner experience at the core of how we innovate, providing personalized experience for our learners, creating value for our partners, and expanding our market reach.
How do you define Boundless Learning’s mission and purpose?
Boundless Learning has always been about creating opportunity – both for our academic partners and for learners. That mission hasn’t changed, but how we execute it continues to evolve. At our core, we’re in the business of enabling universities and other learning institutions to reach new audiences through high-quality online learning experiences. It’s not just about offering online programs, but it’s also about redefining how students engage with education. Personalization, data-driven insights, and seamless digital experiences are key to making that happen. A great example of this evolution is our partnership with Sassoon Academy. This collaboration extends learning into nontraditional spaces – bringing a hands-on discipline like hairdressing into an online format through technology-driven solutions. It’s a prime example of how we’re expanding the definition of education, focusing on equity and ease of access for all types of learners, creating new revenue opportunities for brands, and delivering innovative learning models.
Our success is tied to the success of our partners. Whether their goals are financial growth, brand expansion, or increasing student enrollment, our role is to provide the technology, insights, and strategy that help them achieve those objectives. That’s the future of education – meeting learners where they are and providing institutions with tools to grow in a digital-first world.
Where do you see the greatest opportunities for growth for Boundless Learning?
Online education has evolved beyond traditional program constructs. It’s about career mobility, understanding that learning doesn’t end at a point in time, and expanding access to knowledge in ways we hadn’t previously imagined. One of the biggest growth opportunities we see is aligning our technology and learner-centric products and services to higher education, corporate clients, and associations in alignment with their growth and monetization
goals. We’ve proven we can do something different by helping a globally recognized brand like Sassoon translate its in-person training into an online offering that can reach a wider audience. There is more to come for us with additional collaborations, in addition to potential B2B partnerships with other businesses.
What do you feel are the keys to effective leadership, and how do you approach your management style?
Leadership is about more than making decisions – it’s about fostering a culture where people can do their best work. Emotional intelligence is key to that. Understanding what motivates people, how to navigate change, and how to inspire teams to align around a shared vision are critical to leading effectively. For me, leadership is also about listening – whether to employees, learners, or customers. Throughout my career, I’ve prioritized open communication and collaboration. Maintaining that sense of connection and shared purpose was a top priority as we transitioned from Pearson to Boundless Learning. I believe in having a strong sense of ownership over the areas you are responsible for while placing equal importance on respect. That’s what enables a business to not only navigate change, but to come out stronger.
At Boundless Learning, we’ve built leadership teams at all levels of the organization who are aligned with our core values and vision, something that we had the opportunity to reinvent as a new company. Our HR team and Culture Committee are crucial in fostering a workplace where people feel valued and empowered. Even through the challenges of restructuring post-acquisition, we’ve focused on building a culture that drives innovation and success.
What are your priorities for Boundless Learning as you look to the future?
Simply put, I want to keep our momentum going and not let up. Our focus is twofold: reinforcing the strengths that set us apart while also identifying new opportunities to push us forward. Looking ahead, we will be promoting Boundless Learning even more and sharing our passion for learning with others. Growth is coming and I am confident our organization is ready for what’s next; we are proud of our 30-year legacy in online learning, excited to tell our story, and more importantly, eager to realize our full potential.•
Redefining Architectural Landscapes
An Interview with Craig Collin, President and Chief Operating Officer, Tavistock Development Company
EDITORS’ NOTE As President and Chief Operating Officer of Tavistock Development Company, Craig Collin leads overall strategy and operations for developments throughout the Tavistock portfolio including the large-scale, master-planned communities of Lake Nona and Sunbridge in Central Florida and Pier Sixty-Six in Fort Lauderdale. Collin is responsible for defining corporate strategy, leading design, and overseeing execution and operational activities for Tavistock’s diverse development portfolio that includes residential, commercial, hospitality, infrastructure and industrial projects. Prior to joining Tavistock, he served as a Division President with one of the nation’s largest homebuilders, Pulte Group, where he led all operations throughout New York, New Jersey, and Pennsylvania. Collin sits on the boards for the United Arts of Central Florida, National Renewable Energy Lab (NREL) Innovation Incubator, U.S. Green Building Council (USGBC) of Central Florida and Cardel Homes. He’s also an active committee member with the Urban Land Institute (ULI), Global Wellness Institute and Association of Florida Community Developers. Collin is a graduate of the Toronto Metropolitan University (formerly Ryerson University) in Toronto, Canada.
Craig Collin
construction, development, and experiences. At the heart of Tavistock’s mission is creating long-term value through innovative and inspiring projects by redefining architectural landscapes and fostering sustainable, smart communities that inspire and create lasting value.
How do you describe Tavistock Development Company’s culture and values?
Collectively, our values build toward a more resilient and forwardthinking Central Florida, setting the stage for responsible growth that benefits the entire region. This collective mission starts with our company culture and values that focus on developing leaders within Tavistock at all levels. We provide employees with the tools, workshops, and support they need to succeed. By fostering an environment where every team member is trusted to make decisions and contribute to the company’s direction, we’ve seen a cohesive culture with employees feeling a greater sense of ownership. We also believe a healthy company culture starts with everyone’s
well-being, so we’ve added new wellness benefits and rewards programs, as well as providing on-site access to resources and wellness screenings for employees to support those values.
Will you highlight Tavistock Development Company’s projects?
Called “the Future of Cities,” Tavistock’s long-term development, Lake Nona, ranks among the fastest-growing, best-selling communities in America. Spanning 17 square miles in Central Florida, Tavistock has developed millions of square feet of residential and commercial space since Lake Nona’s founding almost 30 years ago. Today, Lake Nona has evolved into a hub of innovation, featuring one of the largest clusters of healthcare and life sciences institutions in the U.S., one of the healthiest communities in the country, according to the Global Wellness Institute, a thriving sports and performance district, hightech innovation centers, a growing commercial area, the world’s most technologically advanced hotel and Michelin-rated restaurants.
Sunbridge is Tavistock’s second masterplanned community in Central Florida and has been recognized as one of the top-selling master-planned communities in the nation
COMPANY BRIEF From state-of-the-art homes to the innovation centers of tomorrow, Tavistock Development Company (tavistockdevelopment.com) looks to the future of design, technology, and human experience. With a thoughtful, forwardlooking vision and a nimble, collaborative team, the company is focused on creating long-term value in projects that inspire. A diversified real estate firm, it specializes in planning, design, finance, construction, development, and experiences. Tavistock Development Company has shaped the Central Florida landscape with a portfolio of groundbreaking projects.
Will you provide an overview of Tavistock Development Company and how you define its mission?
Tavistock Development Company is a diversified real estate firm based in Orlando, Florida. As part of the Tavistock Group, an international private investment organization, we specialize in various aspects of real estate, including planning, design, finance,
Lake Nona Town Center, a Tavistock development in Central Florida
by both RCLCO and John Burns Real Estate Consulting. As Central Florida’s first “naturehood,” Sunbridge spans more than 27,000 acres with a significant portion of the development preserving green spaces, waterways, hundreds of miles of trails, lakes, and parks to promote an active outdoor lifestyle. Sunbridge exemplifies our commitment to ecological stewardship through the launch of the Florida Headwaters Foundation and the collaboration with the Osceola County School District, setting a new standard for responsible and innovative growth in Central Florida. Our initiatives, such as the Sunbridge Stewardship Plan, are designed to conserve water, improve water quality, and protect native ecosystems, serving as a model for other communities across the state. Additionally, we’ve used our influence to foster partnerships with local school districts, ensuring that future generations are equipped with the knowledge and resources to continue this mission of ecological stewardship.
Lastly, the newest development is the billion-dollar redevelopment of one of Fort Lauderdale’s most storied destinations, Pier Sixty-Six, which originally opened in 1957 as a fuel dock for Phillips 66 and evolved into the social harbor for the “Venice of America.” Tavistock redeveloped and opened the 32-acre site in early January 2025 with the introduction of a new 325-room resort, first-ever luxury residences, 12 dining concepts including the historic preservation of its iconic rotating cocktail lounge, Pier Top, and a new 13,000 squarefoot spa with the region’s first Aufguss-inspired spa. Pier Sixty-Six continues to be anchored by its 164-slip marina for world-class boating that is one of the largest on the eastern seaboard.
What do you see as Tavistock Development Company’s responsibility to be engaged in the communities it serves?
As a long-term owner, developer, and operator, we view our stewardship of the
communities we serve as paramount – a guiding principle behind our philanthropic and community engagement efforts. Beyond building an exceptional environment for our community members, we pride ourselves in how we foster and engage with our residents, from supporting residents’ grassroots initiatives to hosting major fundraising events, nurturing nonprofits that support our communities, and connecting the community through free events and programming. We keep a pulse on these needs through initiatives like our Resident Survey and our volunteer committee which in the last year alone has raised more than $775,000 by hosting Tour de Cure to benefit the American Diabetes
Association, partnered with Best Buddies, The Greyson Project, Ronald McDonald Charities, United Arts of Central Florida, and supported countless other organizations and initiatives.
How important is it for Tavistock Development Company to build a diverse and inclusive workforce?
Tavistock Development Company places significant importance on building a diverse and inclusive workforce. Diversity in all forms fosters innovation and creativity, leading to more effective problem-solving and better decision-making. By embracing a variety of perspectives, backgrounds, and experiences, it creates an environment where all employees feel valued and empowered to contribute to their fullest potential, which is a key to effective leadership. Outside of workplace benefits, diversity and inclusion strengthens our ability to serve and connect with the diverse communities we build and operate.
What do you see as the keys to effective leadership and how do you approach your management style?
My North Star of effective leadership is transparency and empowerment – these are the keys to effective leadership. I strive to provide consistent support while encouraging input from all team members. I believe in giving them the authority to make decisions within their trusted roles, fostering an environment where they feel confident taking the initiative and contribute meaningfully to our collective success.
What advice do you offer to young people beginning their careers?
I would give young professionals the advice to prioritize improving your work-life balance early on in your career. While I’ve learned to make time for family, friends, and personal pursuits in recent years, I realize now that this balance should have been a focus much earlier in my career.•
Pier Sixty-Six in Fort Lauderdale, Florida
Solar panel installation at Sunbridge, Tavistock’s second master-planned community in Central Florida
Burnout Prevention, Resilience, And Well-Being
An Interview with Paula Davis JD, MAPP, Founder and Chief Executive Officer, Stress and Resilience Institute
EDITORS’ NOTE Paula Davis is the Founder and CEO of the Stress & Resilience Institute. For 15 years, she has been a trusted advisor to leaders in organizations of all sizes helping them to make work better. Davis is a globally recognized expert on the effects of workplace stress, burnout prevention, workplace well-being, and building resilience for individuals and teams. She left her law practice after seven years and earned a master’s degree in applied positive psychology from the University of Pennsylvania. As part of her post-graduate training, Davis was selected to be part of the University of Pennsylvania faculty teaching and training resilience skills to soldiers as part of the Army’s Comprehensive Soldier and Family Fitness program. The Penn team trained resilience skills to more than 40,000 soldiers and their family members. Davis is the author of Beating Burnout at Work: Why Teams Hold the Secret to Well-Being & Resilience, which is about burnout prevention using a teams-based approach. Beating Burnout at Work was nominated for best new book by the Next Big Idea Club, which is curated by Adam Grant, Susan Cain, Malcom Gladwell, and Daniel Pink. Davis has shared her expertise at educational institutions such as Harvard Law School, Wharton School Executive Education, and Princeton. She is a two-time recipient of the distinguished teaching award from the Medical College of Wisconsin.
Paula Davis
ORGANIZATION BRIEF
The Stress and Resilience Institute (stressandresilence.com) was founded in 2010 to help organizations make work better. It is known for its ability to translate complex research into practical, easy-to-implement strategies for individuals, leaders, and teams. The Institute’s work typically focuses in the areas of burnout prevention, stress management, resilience, and well-being. It takes a “me and a we” approach to its teaching, consulting, and research, which is about seeing the entire workplace system – understanding how leadership behaviors, team dynamics, and individual experiences interconnect to create the conditions for high performance. The Stress and Resilience Institute has conducted hundreds of programs for tens of thousands of people across industries and around the globe.
Will you discuss your career journey?
I am a lawyer by training, and I practiced commercial real estate law for seven years. I burned out during what became the last year of my law practice. It was a scary experience as I didn’t really understand or know what burnout was at the time. It took me about a year of stops and starts to realize that I wanted to leave my law practice to pursue a master’s degree in applied positive psychology at the University of Pennsylvania. After graduating in 2010, I had the opportunity to join the UPenn faculty teaching a version of the Penn Resilience Program to U.S. Army officers, non-commissioned officers, and their families. I
was part of the training team for about three and a half years, all while working in my business and trying to figure out how to talk about well-being way before it was a hot topic in the workplace. I’ve been running my business ever since.
What was your vision for founding the Stress and Resilience Institute and how do you define its mission?
In the beginning, I went to the UPenn MAPP program looking for something that I felt I could teach to other busy professionals to help them manage their stress better and not burn out. I formed my company in 2009, but I arrived at UPenn not really having much direction. Some of my professors in the MAPP program are the world’s leading experts in the science of resilience, and as soon as we started to dig into that research, I knew I had found something significant. Initially, my work revolved around teaching a version of the skills in the Penn Resilience Program with soldiers, but that expanded to lawyers, providers in healthcare, and beyond. The more I taught, the more I realized that we needed to start talking about these concepts – and well-being in general – in a more systemic way. Leaders, teams, and individuals are interconnected and influence each other, yet most of the focus has been just on making individuals stress less or function better. There’s much more to the conversation than that. Now I like to think that I help people make work better, and I help leaders create strong teams. My work has always focused at the intersection of burnout prevention, resilience, and well-being, and in the past six years or so has added the dimensions of teams and leadership.
“Now I like to think that I help people make work better, and I help leaders create strong teams. My work has always focused at the intersection of burnout prevention, resilience, and well-being, and in the past six years or so has added the dimensions of teams and leadership.”
Will you provide an overview of the Stress & Resilience Institute’s services?
I wear a lot of different hats at the Institute. I absolutely love teaching and teach a wide variety of training programs and workshops on the topics of resilience, burnout prevention, well-being, and the leadership and teams intersections of all of those topics. My new book, Lead Well, focuses on leadership mindsets that help leaders create thriving
cultures against the backdrop of the significant change we’re seeing in the workplace. As such, I also talk about recognition and mattering, workplace engagement, self-determination theory (the science underpinning what drives intrinsic motivation), the leadership practices that promote meaningful work, and much more. In addition to the trainings and workshops, I deliver keynotes to larger audiences. I also offer strategic guidance to leaders and
teams about these topics. True burnout prevention requires a systemic approach, and many organizations don’t know where to start. Many organizations also get stuck with how to evolve their well-being initiatives, and I help them think in a more strategic way about how to expand that conversation. I also teach/co-teach two certificate courses, one focused solely in the legal profession, and the other focused solely on burnout prevention to a general audience. I was involved in a new research study with ALM (American Law Media) to examine the effects of stress, burnout prevention, and psychological safety in the legal profession. I plan to conduct more research in the upcoming year.
What interested you in writing the book, Lead Well , and what are the key messages you want to convey in the book?
In my work with leaders and their teams, I realized that legacy mindsets (“this is the way it’s always been done”), short-term thinking in this space (no long-term people strategy), too much emphasis on “fix the individual,” and lack of education on these topics for leaders were all holding back the acceleration of next level strategies to help meaningfully address well-being as a whole at work, and I wanted to fill the gap. Some of the key messages are:
• We need to take a “me and a we” approach to solving well-being issues. While the pandemic opened the door to a much-needed and more robust conversation about mental health and well-being, most organizations approached the ensuing stress as exclusively an individual problem which led to an over-emphasis on individual-focused, one-size-fits-all tactics that didn’t solve for the root causes of chronic stress and burnout in the first place. Individuals, teams, and leaders are interconnected.
• You don’t have to rewire your entire team or organizational culture to see improvements. You can deploy effective strategies, which I call TNTs (tiny noticeable things) to help. But they take work. Leaders need to start focusing on the root causes of issues.
• The increase in AI will require a more human-centered approach to leadership.
What do you see as the keys to effective leadership?
A blend of good teaming practices and good human practices, captured by the five mindsets in the book:
Mindset #1: Prioritize “Sticky” Recognition and Mattering
Mindset #2: Amplify ABC Needs (Autonomy, Belonging, and Challenge)
Mindset #3: Create Workload Sustainability
Mindset #4: Build Systemic Stress Resilience
Mindset #5: Promote Values Alignment and Meaning
What advice do you offer to young people beginning their careers?
Be a problem solver – look for ways to solve problems that make your boss and team’s life easier. Also, get to know people, particularly beyond your own team. Who is doing work in the organization that excites you? Be kind and help others. Introduce yourself to those people. Curiosity can be a superpower – ask great questions.•
Frames that Border on Perfection
One of our largest projects was a hand-carved and gilded frame for Washington Crossing the Delaware by Emanuel Leutze. This frame is now the focal point of the extraordinary American Wing at The Metropolitan Museum of Art in New York City.
The detail on this 14 x 23 foot frame is spectacular and is surmounted by an elaborate crest twelve feet across displaying a carved eagle, flags, pikes, a banner and other regalia.
Visit our website for the fascinating history of this frame. The world’s finest art collections feature Eli Wilner frames.
Grey Scale K +50%K
Fonts: Trajan Pro & English Script EF
Black & White
Getting New York City Back On Track
An Interview with Jim Walden, Founder, Walden Macht Haran & Williams
EDITORS’ NOTE Jim Walden is a nationally recognized trial lawyer focusing on high-profile criminal, civil, and regulatory matters. Through his use of creative and aggressive legal strategies, he has broken new ground in a wide range of successful and significant cases of national and global importance. He has prevailed in a broad range of criminal, civil and administrative matters, representing both private defendants and plaintiffs as well as government agencies. Walden began his career at the Department of Justice (DOJ) in the U.S. Attorney’s Office of the Eastern District of New York (EDNY). As a federal prosecutor, he helped break up a human trafficking ring before moving to the organized crime unit where he worked in close collaboration with the Federal Bureau of Investigation (FBI), Drug Enforcement Administration (DEA), New York Police Department (NYPD), and other agencies to indict and convict more than a hundred mob members including the bosses, captains, and soldiers of the Bonanno, Colombo, Gambino, Genovese, and Lucchese crime families. He ascended to lead the DOJ’s first Computer Crimes and Intellectual Property unit. Following his public service, Walden led the white collar practices at two major international law firms, spearheading successful legal strategies for internal corporate investigations in contexts including antitrust, foreign bribery, banking, securities and accounting fraud, procurement and billing fraud, embezzlement, and market manipulation. He accomplished these victories while championing good government work to bring a substantial and welcome change to people’s lives. His success was the catalyst for his decision to found Walden Macht Haran & Williams. He grew that into a powerhouse, which is now widely recognized as
a leading litigation boutique. Walden’s work has garnered many accolades, including the DOJ Director’s Award for Superior Performance and the Federal Law Enforcement Foundation’s Prosecutor of the Year award. Chambers USA calls him “a tireless, dogged advocate for his clients,” and The Financial Times ranked him as one of the “Top 10 Innovative Lawyers in North America.” His work is depicted on screen in the Oscarwinning documentary Icarus, Aaron Sorkin’s Molly’s Game , the National Geographic documentary series Inside the American Mob, and the Vanity Fair Confidential documentary The Disco Inferno. Walden served as a law clerk for the Honorable Anthony J. Scirica, U.S. Judge, Court of Appeals, Third Circuit. He is a cum laude graduate of Hamilton College and magna cum laude graduate of Temple University School of Law, where he served as a law review editor.
FIRM BRIEF Walden Macht Haran & Williams (WMHW) is a New York-based boutique law firm focusing on white collar defense and investigations, complex commercial disputes, monitorships, and corporate compliance. The firm’s partners have held numerous senior positions in the public and the private sphere and have the breadth and depth of experience to advise in connection with the most pressing matters and to handle the most sensitive engagements. WMHW (wmhwlaw.com) handles matters of every size and is known for its experience, integrity, and outstanding track record in both state and federal court.
Will you discuss your career journey?
I grew up in a blue-collar Pennsylvania suburb next to a closed steel mill. A series of friends helped me to become the first in my family
to go to college. They pushed me to take the SATs, offering me a floor to sleep on, and helped me to apply to Hamilton College, a liberal arts college that gave me a scholarship and the tools to succeed. I graduated first in my class at Temple Law School, where I spent 5 AM to 5 PM every day in class or studying. I clerked for a federal appellate judge who took me to watch a District Court trial in Philadelphia. On one side were two prosecutors, one a petite pregnant woman, and on the other, a vicious gang of murderers that had tortured people while hawking crack in impoverished neighborhoods. To convict these brutal people, who ruin lives, I thought was the greatest thing I’d ever seen. I was hooked.
I moved to New York, where I knew no one, to become a federal prosecutor in Brooklyn and set my sights on the Mafia. I persuaded dozens of thugs to cooperate and won the convictions of hundreds of mobsters from all five crime families in New York City – among them was one of the FBI’s Ten Most Wanted Fugitives. After nine years, I went into private practice. I was good at defending companies and executives and could have remained quite comfortable by staying in my lane. I insisted on doing more than my share of pro bono cases, pressing government to do better. I co-founded my own firm in downtown Manhattan, Walden Macht Haran & Williams, which over a decade has grown into a powerhouse of 50 lawyers. Alongside my defense and many other kinds of work, I do about twice as much pro bono work as most other lawyers in New York City. After 10 years, I decided to step away from my firm and run for mayor of New York City as an independent and a centrist.
Where did your passion for pursuing a career in law develop and what has made the profession so special for you?
As someone who faced down bullying in high school, I love using the law to stand
“As someone who faced down bullying in high school, I love using the law to stand up for victims of injustice. And I love turning smart law into good government.”
Jim Walden
“Now, I want only one client: The people of New York City. And I will use all of my skills and experiences to get the City back on track.”
up for victims of injustice. And I love turning smart law into good government. My lawsuit forced New York City’s Department of Education in 2018 to at last let bullied students transfer schools. When the mayor wouldn’t act, I got then-Governor Andrew Cuomo to give $250 million to remove lead paint and make other urgent repairs to public housing. I protected the health benefits of hundreds of thousands of retired municipal workers. I fought for mentally ill individuals denied social security benefits. In a landmark 2011 case, I defended the workplace rights of a transgender man.
You may not have heard my name, but you know my cases. I represented the whistleblower who got Russia banned from the Olympics. Then I wrote a law to let U.S. courts punish doping crimes that international sports bodies don’t, as long as they involve U.S. athletes, referees or venues.
What interested you in running for mayor of New York City?
Through my good government cases, I’ve sued and represented many of the politicians and civil servants running our city. I’ve defended the whistleblowers calling out fraud in agencies. And I’ve sued to overturn gerrymandered voting maps and unjust laws to keep incumbents in office. I stand against partisanship, suing the Trump campaign when it attacked the cybersecurity chief who validated the 2020 election.
Now, I want only one client: The people of New York City. And I will use all of my skills and experiences to get the City back on track. I am not a career politician. I am running as an independent candidate. I made this decision because, over the last decade, the political system here has left New Yorkers with inept and corrupt leadership. New Yorkers deserve better.
What can voters expect from a Jim Walden administration?
I am committed to working with Democrats and Republicans to make New York City safer and more vibrant. You can expect me to give up the perks that drive others to seek office. I’ll appoint Gold-Standard Commissioners to run our city’s agencies. On policy, I already have a top-flight council of over 70 highly experienced professionals in policing, anticorruption, academics, philanthropy, education, housing, and business to help me formulate the best policies. At a high-level, I plan to focus on implementing common sense, apolitical solutions to the City’s toughest problems. My administration will have Democrats and Republicans, conservatives and liberals.
What are your priorities for New York City as you look ahead?
Let me tell you about four key priorities: 1. Safety: My goal is obvious – we need to stop the backslide. If our streets, subways, homes, schools and stores aren’t safe, nothing else matters. There are two dimensions to safety –getting the bad guys and addressing the problem of the mentally ill on the streets. On going after criminals, we need more police, not fewer. The NYPD is currently in turmoil, with its upper ranks caught up in a horrendous sex-for-overtime scandal. On the rank-and-file, 25 percent of cops are trying to leave. That would be a disaster. But we can make the NYPD the best police department anywhere. We need to support good cops, hire and retain more of them, rely on smarter policing techniques, and revise the bail laws to stop the revolving door for violent offenders. On the mentally ill, we need to get these poor people off the streets and subways and into treatment facilities. The law permits us, and morality compels us, to take mentally ill people off the streets and get them the treatment they need.
2. Anticorruption: I will get corruption out of City Hall through a city-wide Department of Public Integrity, with a specially designated corruption court to fast-track cases. Why? To get bad apples out of City Hall, and to keep them from holding city jobs in the future.
3. Housing: I have seen the housing crisis ever since I came to the City over 30 years ago. My plan is comprehensive, achievable, and it will get the City on track. It involves, among other things, converting vacant offices to residential, building on vacant spaces, re-imagining public housing campuses, and ambitious upzoning if the other tools don’t work.
4. Education: Teachers are on the front lines of every problem in our city – 130,000 kids who are homeless at some point in the year, a teen mental health crisis, an influx of non-English speaking migrants. Respect for teachers costs little but means so much. Our schools need to do better on the basics –reading and math. With enrollment down, we have an opportunity to make third and fourthgrade class sizes smaller, to give more attention to struggling kids, and to improve our middle schools. We need to reduce the bloated administrative costs, which take up 40 percent of the education budget. We can help reimburse teachers for more of their out-of-pocket expenses for school supplies the DOE is not providing. We have to do better for our good teachers and accelerate the process for getting rid of the bad ones.
What do you feel are the keys to effective leadership and how do you approach your management style?
Lead by example. Take responsibility yourself when your teams make mistakes, as they inevitably will. Work harder than everyone. I listen to experts. I honor my word. I never ask anyone to do something I won’t do. I earn respect.•
“I am committed to working with Democrats and Republicans to make New York City safer and more vibrant. You can expect me to give up the perks that drive others to seek office.”
Shared Responsibility
An Interview with Robert Owens, President and Chief Executive Officer, Owens Realty Services
EDITORS’ NOTE Bob Owens is the President and Chief Executive Officer of Owens Realty Services. He founded the company in 1990 and currently employs over 800 employees throughout the Owens portfolio. Owens has over 40 years of experience in commercial real estate marketing, management, and construction. His marketing and industry foresight created an organization of expertise in facility development and operations. He sits on multiple boards including Give Kids the World, the Winter Park Memorial Hospital Foundation, and the New Image Youth Center. In 2019, he was recognized as one of Orlando Business Journal’s CEOs of the Year. Owens earned a bachelor’s degree in political science from the University of Vermont.
Robert Owens
COMPANY BRIEF Owens Realty Services (owensrealtyservices.com) provides comprehensive real estate services emphasizing uncompromised quality, innovation, and integrity to protect its clients’ investment long term. Owens Realty Services’ goal is to provide customers with a professional quality service that incorporates better practices from the industry while taking into consideration customer needs and realities. By harnessing a keen understanding of the market, recruiting a trusted team of professionals, and integrating innovative technologies that result in bottom-line benefits, Owens continues to bring its customers new levels of efficiency, productivity, and profitability.
Will you provide an overview of Owens Realty Services and how you define its mission?
Owens Realty Services, established in 1990, is a comprehensive, full-service commercial real estate company. We specialize in brokerage, investment, management, maintenance, housekeeping, and environmental services. The company is known for its ability to effectively and economically manage sophisticated real estate investment portfolios. Operating in both the public and private sectors, Owens oversees a diverse range of properties such as government facilities, state office buildings, convention centers, college campuses, condominiums and family entertainment parks. Our portfolio spans over 50 million square feet of prime real estate across Connecticut, Florida, North Carolina, Georgia, Rhode Island, and New York, with a total value of more than $8 billion. With a dedicated workforce of more than 800 industry professionals, we are known for delivering outstanding services that result in substantial operational cost savings and long-term value preservation for clients.
Owens Realty Services defines its mission through a focus on customized, client-centered management solutions that ensure the maximum life cycle of critical capital investments while maintaining a healthy and clean environment for all building tenants and visitors. The company aims to provide substantial cost savings, typically saving clients $1 per square foot in operational costs through efficient and innovative management practices.
“Owens Realty Services fosters a culture of excellence where innovation, integrity, and a customer-centric approach are at the heart of everything we do.”
The company is dedicated to providing high-quality service, a commitment that has led to remarkable growth and expansion. With an emphasis on excellence, Owens Realty Services strives to be a leader in real estate services, continuously improving and adapting to meet the evolving needs of clients across various sectors.
How do you describe Owens Realty Services’ culture and values?
Owens Realty Services fosters a culture of excellence where innovation, integrity, and a customer-centric approach are at the heart of everything we do. Our values center around delivering the highest standard of service, ensuring that every client receives tailored solutions designed to meet their unique needs. Owens is deeply committed to sustainability and creating healthy, safe environments for both tenants and clients. Above all, Owens values long-term relationships and aims to provide trustworthy, innovative solutions that contribute to the success and growth of our clients, partners and communities.
Will you highlight Owens Realty Services’ capabilities and offerings?
Owens Realty Services stands out in the marketplace for its comprehensive range of commercial and institutional real estate solutions, providing everything from brokerage and investment services to property management, maintenance, housekeeping, and environmental services. Our expertise spans a variety of property types, including government facilities, state office buildings, convention centers, college campuses, condominiums and family entertainment parks. This extensive portfolio showcases our ability to handle both private and public sector properties with precision and care. With a proven track record of managing over 50 million square feet of high-profile facilities across multiple states, our capabilities and offerings are built on decades of industry experience, a dedicated team of over 800 professionals, and a strong commitment to quality, growth and client satisfaction.
What have been the keys to Owens Realty Services’ growth, and how do you define the Owens’ difference?
The growth of Owens Realty Services can be attributed to several strategic decisions and an ability to seize opportunities in times of economic uncertainty. In the wake of the 1989
savings and loan crash, I saw a chance to position the company as a receiver – managing distressed assets during the foreclosure process. Owens capitalized on this period of economic downturn, which proved to be a recessionproof strategy. The company’s vertically integrated operation provided stability, even in challenging markets. This strategy, along with leveraging Owens’ extensive expertise in asset management, helped the company build strong relationships with key players in the public and private sectors. By focusing on opportunistic property investments and managing government assets, the company has created long-lasting value. Today, the ability to help clients achieve substantial operational savings and successfully manage complex portfolios continues to drive the company’s growth.
Owens Realty Services distinguishes itself with a forward-thinking, client-centric approach. We exceed the traditional scope of asset management by developing customized solutions that deliver tangible results –whether it’s through reducing operational costs or revitalizing distressed properties into valuable community assets. Our vertically integrated model, coupled with an owneroperator mindset, ensures that every property is managed with exceptional attention to detail and efficiency. At Owens, we are committed to creating lasting value, prioritizing sustainability, and fostering long-term relationships that stand the test of time.
What do you see as Owens Realty Services’ responsibility to be engaged in the communities it serves?
Owens Realty Services is deeply committed to positively impacting the communities we serve. Through our sponsorships, volunteering efforts, charity work and philanthropic initiatives, we support local education, public services, and disadvantaged communities. Our longstanding support for events like the CREC Foundation Golf Tournament, as well as our active involvement with organizations such as the New Image Youth Center, demonstrates our dedication to fostering growth and opportunity.
“Owens Realty Services is deeply committed to positively impacting the communities we serve. Through our sponsorships, volunteering efforts, charity work and philanthropic initiatives, we support local education, public services, and disadvantaged communities.”
How important is it for Owens Realty Services to build a diverse and inclusive workforce?
At Owens Realty Services, we understand that our strength stems from the unique experiences, perspectives, and backgrounds of our team members. Cultivating a diverse and inclusive workforce is not only key to driving business success, but also to nurturing a company culture that thrives on collaboration, innovation, and mutual respect. As Owens continues to grow, our commitment to diversity and inclusion will ensure we stay adaptable, responsive, and deeply attuned to the needs of both our clients and the communities we serve.
What do you see as the keys to effective leadership and how do you approach your management style?
Effective leadership is about fostering a culture where every team member feels valued and empowered to contribute their best. At Owens Realty Services, I firmly believe that sales success is not the result of individual effort alone – it’s a collective achievement driven by the performance of our entire team. My approach to leadership revolves around
“By focusing on opportunistic property investments and managing government assets, the company has created long-lasting value.”
inclusiveness and treating all team members with the utmost respect, regardless of their role. A key part of my leadership philosophy is recognizing that each individual has unique strengths, and it’s through collaboration that we achieve the best outcomes. By empowering our team and providing them with the resources and support they need, we create an environment where everyone can succeed. I strive to lead by example, demonstrating that respect, transparency, and communication are the core principles of my management style.
The power of a team is amplified when everyone feels they have a stake in the company’s success. I place great importance on inclusivity and ensure that every team member has a voice and the opportunity to contribute. It’s this sense of shared responsibility and mutual respect that fuels our ongoing success and drives Owens Realty Services forward.
What advice do you offer to young people beginning their careers?
For those starting their careers, my advice is rooted in the combination of practical experience and personal integrity. Internships are invaluable as they provide hands-on learning that enhances academic knowledge and offers a deeper insight into the industry you’re entering. Real-world exposure is essential, as it allows you to hone your skills and gain a comprehensive understanding of your profession. Equally important is maintaining confidentiality and honoring your commitments. Trust is the foundation of your professional reputation, and safeguarding both personal and business information is key to sustaining that trust. Listening more than speaking is vital – growth comes from absorbing knowledge and learning from those around you. Humility plays a crucial role as well. Stay receptive to learning from colleagues at all levels and continually seek opportunities for self-improvement. Lastly, prioritize relationships – never burn bridges, as the colleagues and mentors you encounter today could be instrumental to your future. By embracing these principles, you’ll cultivate a career that is not only respected, but also sustainable.•
Inner Wisdom
EDITORS’ NOTE Mory Fontanez is an Author, Intuitive Life & Leadership Coach, and Founder of Eight22 Group (eight22group.com) –a consultancy designed to help organizations elevate their consciousness. As a sought-after coach, Fontanez guides leaders and public personalities to reconnect with their deep inner wisdom as the most effective strategy to navigate change, challenges and growth. After a successful career as a crisis manager for Fortune 500 companies, a critical truth became clear to Fontanez –many leaders fail those who rely on them because they are disconnected from their intuition and, ultimately, their purpose. Fontanez’s unique methodology helps people quiet the noise of internal limiting beliefs so that they may fully hear their intuition and build a consistent connection to this powerful source of guidance. Her work is deeply focused on teaching people to honor their own intuition rather than conform, assimilate, and seek validation.
and Founder, Eight22 Group
personalities to navigate PR nightmares and emerge with a renewed sense of purpose and newfound trust from stakeholders, customers, and fans. Knowing that much of my own success was thanks to my unwavering faith in my intuition, I decided to leave the corporate world and set out to teach leaders exactly how to find the knowing voice within themselves not only to avoid crisis, but to truly connect to and live their purpose. I believe that leading with purpose is the only path toward true success, if you define success like I do, which is both creating material success while feeling fulfilled in your life and being certain that you’ve made a positive impact on the world around you.
What was your vision for founding Eight22 Group and how do you define its mission?
Will you highlight Eight22 Group’s offerings?
Will you discuss your career journey?
I started my career in digital marketing and PR in the entertainment industry but quickly found that I had a knack for problemsolving at an extreme level. When things became chaotic for clients, I’d find a sort of calm in the storm, quickly identifying the solution and the path toward it. It was from this place that I started a long and successful career in crisis and change management, working closely with Fortune 500s and public
After years of crisis management, I really felt that leaders find themselves in positions of public crisis or internal chaos in their organizations when they lose their own north star –which is access to and full trust in – their own inner wisdom. Eight22 is a transformation consultancy, built to elevate the consciousness of leaders and their organizations. At Eight22 Group, we specialize in partnering with small to midsize scale-up businesses navigating pivotal moments in their growth journey. We believe chaos is not a barrier – it’s a signal for growth. Misalignment, disengagement, and inefficiencies highlight where realignment and transformation are needed.
Eight22 creates organizational transformation by addressing the yin and yang of organizational dysfunction – behavioral and operational challenges. Diagnostic – To start, we offer a proprietary organizational diagnostic where we identify the roadblocks to growth in both behavior and operational areas. We immediately identify Three Quick Wins – helping the organization and its leaders establish momentum from day one. From there we offer: Intuitive Leadership Coaching – 1:1 coaching and advisory work with founders, CEOs, and other C-suite leaders with me directly – leaning on my decades of crisis management experience and my custom method to help leaders quiet the external noise and pressures and find the inner wisdom to know what to do next. This is then paired with team coaching or workshops to take the work being done by the leader and extend it to the organization – building teams that all speak the same language and are invested in collective growth. Team Coaching – Working with teams through facilitated workshops and sessions to collectively problem-solve real time issues and develop strategies for change, personal accountability, crisis inoculation, and co-creating a purpose-driven environment; Workshops –Develop and lead a bespoke curriculum for the full organization based on current challenges they face, aimed at teaching employees and leaders better communication skills, strategies for greater change resilience, and learning the art of disagreement and feedback as a catalyst for innovation and creativity; Integrated Operation Design and Consulting – Prepare organizations
“After years of crisis management, I really felt that leaders find themselves in positions of public crisis or internal chaos in their organizations when they lose their own north star – which is access to and full trust in – their own inner wisdom.”
Mory Fontanez
An Interview with Mory Fontanez, Chief Executive Officer
through streamlined systems and processes that allow them to meet the unexpected needs, remove barriers, and foster growth for people and the organization.
What interested you in writing your new book and what are the keys messages you wanted to convey in the book?
Years of helping leaders through crisis showed me just how easily even the most powerful people can be misguided when they don’t stop to listen in to their inner knowing.
I wrote this book as a reminder to everyone, especially leaders, that no matter the pressures or external opinions, if we do not reconnect with our intuitive wisdom, we will never truly be leaders – we will be following someone else’s north star. The key messages in my book are:
• Limiting Beliefs Create White Noise –identifying the limiting belief systems that exist in you that keep you stuck in the same behavior patterns which cause
suffering or a sense of stagnation and understanding that those beliefs create so much white noise that it becomes impossible to hear your intuitive wisdom.
• Fear is a Liar – when we listen to those limiting beliefs we operate in a world created by fear. Higher Self reminds us that fear is a liar and that when we reject the projections from this small and scared part of us, we are once again empowered to create any reality we choose.
• Your Higher Self Awaits – reconnecting readers to the very core of their essence –their Higher Self – a deeply wise, fully empowered and purposeful part of ourselves that holds each and every answer we seek.
• Purpose and Leadership – breaking down the purpose equation to shed light on each person’s individual purpose and provide a roadmap for how to live and lead with that purpose.
What do you feel are the keys to effective leadership and how do you approach your management style?
I have always been a leader who walks among my team and that is how I am as a teacher, coach, and guide today. I believe the most effective management is an authentic blend of honesty, vulnerability, empathy, and clarity. It can be hard to hold all four of those qualities at once, often mistaking empathy for example with not holding others accountable or reducing our expectations of our teams. I believe the opposite is necessary in good leadership – clearly communicating expectations, creating clear boundaries about what you will and won’t accept while embodying deep empathy for the humans who have chosen to give their skills to you/your organization is critical to gaining their respect and their trust. To strike this balance, a leader must not be afraid of showing up as a human being – demonstrating their own humanity through moments of honesty and vulnerability. I also believe that this requires leaders to let go of their egos and quit demanding hierarchy as a form of veneration, instead seeing hierarchy as a mechanism for productivity and nothing more.
What advice do you offer to young people beginning their careers?
Think about what you love to do and what you’re naturally good at – two parts of the purpose equation – and run unabashedly towards roles that allow you to do those things. Expect respect but also expect to show up and work hard, showing you have the passion and the proactive drive to help whatever organization you join achieve its goals. Don’t let anyone tell you who you are but also see feedback as little gifts – helping you to grow and expand even more fully into your greatest self. Speak up – when you have good ideas or don’t feel good about something you’re hearing – that is your intuition speaking and just because you don’t have tangible evidence or data backing up your hunch, it doesn’t mean it’s not extremely valuable. Never take it personally, because it really never is.•
Managing Risk
An Interview with David Maya, Lead for Finance Risk Compliance, North America, Accenture
EDITORS’ NOTE As an experienced senior advisor for C-suites and Boards, David Maya is effective in driving progress and achieving impact through a combination of bespoke problem-solving, deep institutional understanding, and a pragmatic approach to shaping recommendations. He brings extensive experience in wholesale banking, including corporate banking, capital markets, securities services, and transaction banking and has acquired deep expertise in strategic financial resource management, liquidity management, capital planning and management, stress testing, resolution planning, risk governance, and operating model and organizational effectiveness. As someone who enjoys problem-solving, client service, coaching, and speaking at events, Maya has also authored a number of articles on bank management post crisis, most recently published by The American Banker . Maya served on the Board of Literacy Partners which takes a two-generation approach to education to break the cycle of poverty, improve job prospects, and close the achievement gap for children before they even begin school. He also served on and chaired the Board of Trustees of the International Charter School in New York City and has done an extensive amount of pro-bono work with leading nonprofits in New York City. Maya earned a BA degree in economics from the University of Massachusetts Amherst and an MSc in economics from the University of Oxford.
David Maya
COMPANY BRIEF Accenture
(accenture.com) is a leading global professional services company that helps the world’s leading organizations build their digital core, optimize their operations, accelerate revenue growth, and enhance services –creating tangible value at speed and scale. The company is a talent- and innovation-led company with 801,000 people serving clients in more than 120 countries. Technology is at the core of change today, and Accenture is one of the world’s leaders in helping drive that change with strong ecosystem relationships. The company combines its strength in technology and leadership in cloud, data and AI with industry experience, functional expertise, and global delivery capability. Accenture’s broad range of services, solutions and assets across Strategy and Consulting, Technology, Operations, Industry X and Song, together with a culture of shared success and commitment to creating 360° value, enables the company to help its clients reinvent and build trusted, lasting relationships.
Will you discuss your career journey?
I was born and raised outside the U.S. and came to this country as a young man to study and live. I went to college here, went to postgraduate school in the U.K. and worked and lived in different countries – Venezuela, Argentina, Turkey – always with the U.S. as my home base. I have a deeply held love and admiration for this country and its people – it’s a special place and a real home for me. My wife and I
married and raised our family here in New York City; we’ve been here for nearly 40 years. We love the sense of dynamism and the imperfect but ineffable beauty here. I call it the center of the universe.
What excited you about the opportunity to join Accenture and made you feel it was the right fit?
I joined Accenture less than a year ago to lead the company’s Finance Risk Compliance practice. Prior to coming here, I was at Oliver Wyman, where I spent over a decade serving banks and insurance clients on risk. Before that, I was in industry, at JP Morgan and Citi, for a combined eight years; this experience made me a much better advisor. I began my career at McKinsey, where I spent seven years serving financial services clients.
I decided to join Accenture because of the incredible promise of our company’s breadth and scale of capabilities which no other organization can even come close to and which, more importantly, our large clients need to solve their most challenging issues and achieve their strategic objectives. The power of combining strategic consulting with deep capabilities in technology, data, and AI is something that sets us apart.
How do you describe Accenture’s culture and values?
This is a great question because it gives me an opportunity to tell you the second, but perhaps more critical, reason I felt compelled to make the leap to Accenture. And that is the caliber of the senior leadership, the level of authenticity, the duty of care Accenture exudes with respect to the 801,000 people who make
“At the highest level, we help our clients manage risk and comply with regulation. We serve banks, software and platform providers, communications and media firms, and life science clients.”
“I decided to join Accenture because of the incredible promise of our company’s breadth and scale of capabilities which no other organization can even come close to and which, more importantly, our large clients need to solve their most challenging issues and achieve their strategic objectives.”
up the company. I gained deep appreciation of this during my discussions before I joined; even more so during my first several months here. A pleasant surprise for me was how quickly I felt part of the fabric of the company. For that, I credit a strong ethos of embracing new thinking, new people, and new ideas. I need to add one more thing, which is such a deeply embedded feature I observed – that is the omnipresence of clients and client orientation in the way senior leaders are expected to think, act, and spend their time.
What have been the keys to Accenture’s industry leadership, and how do you define the Accenture difference?
I go back to what I said earlier which is the breadth and depth of the expertise we bring across so many domains and industries, combined with unparalleled scale at which these are deployed. I learn things about what Accenture does nearly every week that blow me away, notably the ten-digit value we create through transformation partnerships we build with our clients.
Will you provide an overview of Accenture’s Financial Risk Compliance offering?
At the highest level, we help our clients manage risk and comply with regulation. We serve banks, software and platform providers, communications and media firms, and life science clients. For example, we help banks manage their financial resources within capital and liquidity constraints, develop resolution plans – also referred to as living wills, and comply with anti-money-laundering regulations, amongst other things. We help non-banks with consumer protection regulations such as data
privacy laws. Underlying all of this are analytics, data, and technology, including of course the promise of AI throughout.
Where do you see the greatest opportunities for growth for the business?
Our clients and regulators are increasingly focused on what we call non-financial risk –things like operational risk, resilience, cyber, technology risk, and so on. That’s an area that has not been the focus of risk management as much as financial risk and will see more work. Our clients need support regarding financial crime, including anti-money laundering and sanctions compliance, fraud, and surveillance. Many of our clients are finding a need to focus and invest in this space, including better data, the use of AI, and developing a more mature risk and compliance culture in the organization. Finally, we believe managing the risks associated with AI will be a critical area for clients across industries and we are already helping many firms put in place the appropriate governance and guardrails to enable them to use this technology effectively and responsibly.
How important is it for Accenture to build a diverse and inclusive workforce to mirror the diversity of its clients and the communities it serves?
At Accenture, we believe that attracting, hiring, and developing people who have different backgrounds, different perspectives, and different experiences are essential to driving innovation and serving global companies across multiple industries. This talent strategy has been, and continues to be, fundamental to our goal to be the most innovative company in our industry and to our success, as demonstrated by our results.
What do you see as Accenture’s responsibility to be engaged in its communities and a force for good in society?
Accenture’s purpose is to deliver on the promise of technology and human ingenuity. We serve the world’s largest corporations and governments to help them be more effective, efficient, and deliver value to their customers, constituents, and stakeholders. We empower the world, one community at a time, through collaborating with our clients, ecosystem and nonprofit partners and also empowering our approximately 801,000 people to make a difference. In contributing to progress against a broad spectrum of social and environmental challenges, we prioritize helping underserved people improve their livelihoods and empowering the next generation to build a sustainable future. One example: in fiscal 2024, together with our partners, we reached approximately five million people globally through our Skills to Succeed Academy, a free, highly interactive online training program designed to help learners build the skills and confidence they need to make smart career choices and find and succeed in employment.
What advice do you offer to young people beginning their careers?
I often tell my daughters to engage fully in what they are doing, always strive to do the best they can, and focus on the inputs (which is the only thing they fully control) and not worry about the outcomes (which are not in their control). And, take your work seriously but try not to obsess about your professional trajectory and status – everything usually works out if you do the right things and work hard.•
“Our clients and regulators are increasingly focused on what we call non-financial risk – things like operational risk, resilience, cyber, technology risk, and so on. That’s an area that has not been the focus of risk management as much as financial risk and will see more work.”
Pushing The Boundaries On How People Live
An Interview with John Tashjian, Managing Partner, Centurion
EDITORS’ NOTE John Tashjian has over 30 years of experience in Wall Street private equity, investment banking, financial restructuring and capital markets focused on the real estate industry. In 2003, Tashjian co-founded Centurion Real Estate Partners where he currently serves as its Managing Partner. Prior to forming Centurion, he was a principal of Paine Webber Real Estate Fund, a private equity fund that targeted opportunistic real estate investments where he was responsible for the origination, negotiation, structuring and closing of many of the fund’s investments. Prior to joining Paine Webber, Tashjian worked in the real estate investment banking group at Kidder, Peabody & Co., where he was responsible for the analysis and structuring of numerous capital transactions, including debt and equity financing, as well as financial advisory assignments for real estate companies. As the developer and sponsor of over 1,500 luxury condominium units, Tashjian has extensive knowledge regarding cooperative and condominium management and operations.
John Tashjian
Real Estate Partners
FIRM BRIEF Established in 2003, Centurion Real Estate Partners is a vertically integrated platform that specializes in strategic, opportunistic residential investing. With a 22-year track record of delivering superior risk-adjusted returns across $2.5 billion of real estate investments, Centurion is a trusted development partner and project turnaround advisor to leading institutional investors and lenders. As an established operating partner with institutional DNA, Centurion employs a tactical approach with an entrepreneurial mindset to identify opportunities, target complexity, and create value for its investors and partners. Centurion has spearheaded the development and repositioning of several prestigious luxury residential condominium projects, including The Beacon in San Francisco; 212 West 72nd Street; 200 East 59th Street; 33 Park Row; Riverhouse, One Rockefeller Park; and River & Warren in New York City.
Will you discuss the history of Centurion Real Estate Partners and how you define its mission?
After years of working in Wall Street investment banking and private equity focused on the real estate industry, I co-founded Centurion Real Estate Partners in 2003 to essentially become the operating partner that I never had when I was allocating real estate capital for a private equity fund. We started Centurion Real Estate Partners with the goal of building a sponsor-operating partner that not only had specialized operational expertise, but that also understood the capital markets and how private equity firms analyzed investment opportunities. Centurion combines the entrepreneurial spirit of a real estate developer, the “in the trenches approach” of an operator, and the institutional acumen of a private equity firm. Today, Centurion specializes in identifying, financing, and managing real estate investments on behalf of our institutional clients and high-net-worth investors. We apply our institutional approach to investing both as an operating partner and an advisor.
Over the past two decades, Centurion has become known as the “fixer” for challenged condominium transactions. In numerous instances, both private equity and debt funds have retained Centurion as a “replacement sponsor” when a
condominium transaction requires repositioning or a relaunch. This February, we were proud to announce that we had acquired the Mandarin Oriental Residences in Beverly Hills.
Will you provide an overview of Centurion Real Estate Partners’ services and capabilities?
We are a full-service, vertically oriented real estate acquisition, development, and management company with over $2.5 billion in assets in New York and California. While our recent focus has been residential condominium and rental projects, Centurion has a long history of investing in and managing office assets in partnership with institutional investors. Recent distress in the office space has prompted many office owners to consider converting their assets to residential use. This conversion process marries Centurion’s redevelopment skills with its core competencies in the office and residential sectors.
At Centurion, we like to think about and continue to push the boundaries on how people live. We understand that purchasing a home is one of the most significant financial decisions that an individual or couple will make in their lives. Our team takes a data driven, analytical approach to identifying opportunities, creating livable spaces, and developing services as well as amenities that compliment people’s lifestyles.
Will you highlight Centurion Real Estate Partners’ portfolio and current projects?
We have been the developer and sponsor of over 1,500 luxury condominium units. Some of our notable projects include 200 East 59th Street, which we took over when its capital source chose to break from Harry Macklowe; 33 Park Row; River and Warren; Riverhouse, One Rockefeller Park; and the Mandarin Oriental Residences in Beverly Hills. We will be announcing additional new projects in the near future.
212 West 72nd Street is another recent project we reimagined with architecture and design firm CetraRuddy. The building, previously called The Corner for its prominent location of 72nd Street and Broadway, was one of the first ultra-modern buildings on the Upper West Side. Our purchase in 2018 was based on the thesis that there was very low supply and strong demand for larger modern apartments on the Upper West Side. At The Corner, we saw the opportunity to convert one of the highest grossing rental buildings into a luxury condominium. We transformed the building
with CetraRuddy to offer large, spacious, and gracious layouts and create new indooroutdoor amenity spaces including a lush, landscaped courtyard terrace and a rooftop, which we recently opened. The past year has been exciting for the project – it not only surpassed the 70 percent sold mark, but has already seen extremely high demand in 2025. We also partnered with great design leaders like frenchCALIFORNIA and L’Objet to unveil a model residence that marks their first ever shoppable home, and this partnership brought turnkey opportunities as well as design services to the building which really cements the vibrant residential lifestyle we’ve created here.
What do you feel are the keys to effective leadership and how do you approach your management style?
I’ve found that when you hire good people and surround yourself with a smart, driven team, effective leadership and management is infinitely easier. Strong leaders have to be humble enough to be open-minded to all opinions yet confident enough to make informed, experience-based decisions. It’s difficult to effectively lead and manage an organization if you don’t listen and distill all ideas and information from your team.
What advice do you offer to young people beginning their careers?
I’ve always been a proponent of fostering young careers and providing new talent with the opportunity to be part of our firm as interns. My best advice for young people at the beginning of their careers is to find something you love, work hard doing it, become indispensable in your organization, and learn as much as you can by asking questions to the people around you. You also have to be well prepared and well informed. Be the first to arrive and the last to leave.•
Residents’ lounge at 212 West 72nd Street (above) and the fitness center (below)
Recognizing The Human Condition
An Interview with Steve Cohen, Chamber Magic
EDITORS’ NOTE Steve Cohen is a New York City-based magician whose show, Chamber Magic (chambermagic.com), has been running Off-Broadway for 25 years. Cohen previously held a residency at the legendary Waldorf Astoria hotel and currently performs in an exclusive salon in the Lotte New York Palace. Heads of state, stage and screen celebrities, business magnates, and leaders in the arts and sciences have been transfixed by his conjuring. Over half a million people have attended Chamber Magic . On the occasion of Cohen’s 5,000th performance, New York City Mayor Bill de Blasio issued a proclamation naming October 6 “Chamber Magic Day” in the city of New York. In 2012, Cohen presented a sold-out solo show at Carnegie Hall, and in the same year starred in Lost Magic Decoded, a two-hour special on the History Channel. His magic has been featured on CBS Sunday Morning , CNN, and Late Night with David Letterman and in numerous publications including The New York Times and Forbes Cohen earned a psychology degree from Cornell University and studied at Waseda University in Tokyo. He has achieved the highest certification, N1 level, in the Japanese Language Proficiency Test issued by the Japanese Ministry of Education. Since 1997, he has worked as the official Japanese language translator for all Tenyo magic trick instructions. He has been awarded a Performing Fellowship from the Academy of Magical Arts at The Magic Castle in Hollywood,
California; the medal of the Inner Magic Circle with Gold Star from The Magic Circle in London; the Allan Slaight “Sharing Wonder” award from the Canadian media mogul and philanthropist; and the Masters Award from the Milbourne Christopher Foundation. Cohen is an avid longdistance runner, and has completed the Tokyo Marathon, Berlin Marathon, and the New York City Marathon six times. His book, Win the Crowd, in which he explores the power of suggestion and how it can help people in their everyday lives, has been published in seven languages. Confronting Magic , his coffee table book from luxury publisher Assouline, was released to celebrate the show’s 20th anniversary. Max Malini: King of Magicians, Magician of Kings is his latest book, an in-depth study of one of the greatest characters in the history of magic.
Will you discuss your career journey?
I graduated from Cornell University in 1993, receiving a psychology degree with a concentrated study in the Japanese language. After graduation I moved to Tokyo where I landed a job performing magic at the most
luxurious hotel in Asia: the Park Hyatt Tokyo. Since much of my performance relies on spontaneity it required a solid command of Japanese to ad-lib in a foreign language. As a result of meeting a steady stream of high-level clients at the hotel, I was invited to entertain at private events all around Tokyo. That was my initial business model, and, in fact, I continued with that format when I moved back to New York. The problem with one-night contracts is that you are always unemployed until your next
Steve Cohen
Steve Cohen Chamber Magic poster (top) and performances (this and following pages)
show. It is a nomadic existence – I remember waking up in a different hotel room around the country every week, staring at the ceiling and wondering, “Where am I?” In 1999, I decided to change that. The following year I launched a one-man residency in Manhattan that allowed me to stay close to home, and more importantly, sleep in my own bed each night. My wife and I were planning a family and I wanted to be a hands-on father. Life on the road did not seem like a realistic choice. Our son was born in 2000; I performed my first Chamber Magic show that same year.
Starting any business in New York City is hard, and mine was no different. I had to find a venue, create a show, market the show, sell tickets, and also perform in it. Fortunately, I was able to bring in friends early on who believed in me, and together we took a risk on creating what has become an institution. From the start I planned on making the show last for 20 years. I was 29 at the time and foolishly thought that 49 was “old.” Since then, I have performed the show over 6,500 times, for over 500,000 people. Looking back on those numbers it seems almost impossible. It certainly was not easy at the start, but since I was committed to a 20-year run, I was willing to put in the work and accept that there would be some slow seasons along the way.
When I performed at the Waldorf Astoria hotel, they provided me with a suite in the Towers that I used as a showroom. It was a 3,000 square foot suite that had a massive living room. The best part (for me) was that there was an adjacent bedroom. After the audience left each night, I took off my tuxedo, put on my pajamas, and went to bed – the best commute in show business. In 2017, the Waldorf closed for a long-term construction project so I moved Chamber Magic to the Lotte New York Palace. I
thought I might lose some of my customer base because they knew me only as the “magician at the Waldorf Astoria.” What I didn’t realize is that I had built up enough of a following that it didn’t matter that I was moving – they would move with me. That turned out to be the case, and there was no loss of business after moving to The Palace. On the contrary, business improved because the overall guest experience in my new venue is better. The showroom is gorgeous, a restaurant and bar is located right outside the showroom door, and it’s located on the ground floor. My Waldorf Towers suite was on the 35th floor, and trying to transport
hundreds of guests up and down each night was a genuine challenge.
Many celebrities have visited Chamber Magic over the years, and have in turn invited me to their homes and private islands to perform at private events. I still travel a bit, but now I only agree to the best offers.
How do you describe the Chamber Magic experience?
Chamber Magic is a throwback to the parlor magic shows popular in the 19th century. I wanted to recreate an intimate environment in a classical setting. The sole purpose of the show is to showcase time-proven magic tricks, but presented in a way that feels modern and fun. It is not meant to be like a renaissance festival where the performers speak in olde English: “Hear ye, hear ye!” The showroom and the dress code all feel like a step back in time, but the manner in which I interact with the audience is respectful to their intelligence and modern sensibilities. We do have a cocktail attire dress code, which is an important element of the experience. Guests know they are going to see something special even before they arrive. This is because they had to spend time deciding what to wear, maybe even days before attending. It helps raise the social value of the event, and also puts everyone on their best behavior. After all, when you are surrounded by people in gorgeous dresses and well-tailored suits, you also become a member of the group and feel included right from the start.
My goal is to create a show that people will talk about to their friends and family. The magic needs to be easily explainable, with simple plot lines, so there is no confusion in what they saw. The venerated magician Dai Vernon once advised that all magic tricks should be able to be described in a single sentence. I have taken that to heart. All of the magic in Chamber Magic is powerful and direct because the effects are simple in concept. The most well-known part
of the show is an astonishing trick called “Think-a-Drink.” From a single teakettle, I pour multiple drinks for people all around the room. Whatever they ask for, they get. It is wish-fulfilment at its finest, and I feel like Harry Potter –a real wizard – when performing. In the past people have requested cocktails, juices, wine, beer, coffee, and even smoothies. I pour these drinks, one by one from the same spout. This one trick has brought more notoriety than all the rest combined.
I want people to walk away feeling like they met a real magician. It’s not enough to be simply entertaining. I want my magic to blow a hole through audiences’ sense of reality. Comedy can make you laugh, and music can make you tap your toe. But only magic makes you wonder.
How important is it that the show maintains an intimate feel?
I’ve performed in larger spaces, including opera houses. One notable show was a sold-out
performance at Carnegie Hall. As much as I love appearing in these world-renowned venues, I prefer the intimacy of my own residency shows. Chamber Magic is limited to 64 tickets per show, four rows with 16 seats per row. People are only a few feet away from me, and we feed off each other. Sometimes I’m as entertained by the audience as they are by me. That’s because it is a shared experience, different every night. This allows for more genuine interaction that feels authentic. People want to be able to say, “It happened to me” and an intimate show like mine not only allows that but was created with that as its main parameter.
Chamber Magic just celebrated its 25th anniversary. Are you able to take moments to reflect on what you have achieved and the impact that you have made over more than two decades?
I am pleased that magic, as a category, has become more visible in New York City thanks to the success of Chamber Magic. When I began in 2000, there were only two magic shows in Manhattan. Now there are over a dozen. The concept of going to a magic show as a luxury experience did not exist before my show, so it is rewarding that my pioneering efforts have helped many other magicians create careers of their own. Magicians from around the world have come to visit Chamber Magic , and have been inspired to open up similar-format shows in their own countries. Due to demand, I even wrote a book titled Evergreen that teaches magicians how I went about creating an institution in my own hometown. That book has served as a blueprint for dozens of successful magic shows around the world.
Last year I was awarded a Performing Fellowship by the Magic Castle in Hollywood. This award is presented annually to a magician who has made an outstanding contribution, through performance and a lifetime of dedication, to the art of magic. In May 2024 I accepted this award at the United Theatre in downtown Los Angeles in front of 1,600 people at a blacktie award ceremony, considered the Academy Awards of magic. Receiving such recognition from my peers was a true honor.
What has made being a magician so special to you?
One of my best clients in Boca Raton gave me the following quote: “A master in the art of living leaves others to determine whether he is working or playing. To himself, he always seems to be doing both.” That sums up how I’m living my life right now. I’m making an enjoyable living for my family, by playing.
What advice do you offer to young magicians beginning their careers?
Magicians need to recognize the human condition – our need to laugh, our need to be amazed, our need to feel included. The powers of a magician may seem trivial on the surface, but the implications of those powers are mighty. Audiences genuinely hope there is real magic. Even the jaded ones among us. Magic’s appeal lies in its eternally optimistic view of the world. You know the woman will be put back together after she was sawed in half.•
Loyalty, Dedication, And Determination
An Interview with Stanley C. Middleman, Founder, President, and Chief Executive Officer, Freedom Mortgage Corp.
EDITORS’ NOTE Stanley Middleman is Founder, President, and Chief Executive Officer of Freedom Mortgage Corp., one of the largest privately held financial companies in the United States. His story is told in the book Seeing Around Corners: Achieving Success in Business and Life by R. Christopher Whalen. Middleman has nearly five decades of business experience. He is a graduate of Temple University.
COMPANY
Stanley C. Middleman
BRIEF Founded in 1990 and headquartered in Boca Raton, Florida, Freedom Mortgage (freedommortgage.com) is an independent mortgage company that provides mortgage loans through retail, wholesale, and correspondent channels. One of the nation’s largest non-bank mortgage lenders and servicers, the company is licensed in all 50 states, the District of Columbia, Puerto Rico and the U.S. Virgin Islands. Freedom Mortgage is a top VA and FHA (government-insured) lender in the U.S. and is one of the mortgage industry’s largest philanthropic supporters of the USO of Pennsylvania and New Jersey. The company is also renowned for its vibrant work environment, where all team members can thrive. Earlier this year, Freedom Mortgage was honored, for the fourth year in a row, as a Top Workplaces USA. Additionally, last year the company made it back on the Inc. 5000 Honor Roll, for the ninth time, as one of the fastest-growing private companies in the country. Freedom Mortgage’s mission is to foster homeownership for all consumers across America.
How do you describe Freedom Mortgage’s culture and values?
I’m proud and honored to have employees who have worked with me for more than 25 years. Freedom Mortgage’s culture is based on loyalty, dedication, and determination. It’s us here at Freedom against the world and we’re all focused on the same goals and moving in the same direction.
What has made Freedom Mortgage an industry leader, and how do you define the Freedom Mortgage difference?
The mortgage industry is heavily dependent on interest rates, and we have been agile to seize opportunities and to contract as needed which has enabled Freedom Mortgage to grow and expand since 1990.
What do you see as Freedom Mortgage’s responsibility to be engaged in the communities it serves and a force for good in society?
As a leader in VA and FHA loans –working with Veterans, active-duty military service members, individuals with low credit scores, and/or those who can’t put down 20 percent – it’s important for us at Freedom Mortgage to give back, especially to support our customers. We have a long partnership with and support many national and local nonprofits including USO, Salvation Army, Home For Our Troops, Feeding America, and Children’s Hospital of Philadelphia to name a few. We encourage our employees to give back and provide opportunities throughout the year to volunteer or fundraise for a good cause.
What interested you in buying an ownership stake in the Philadelphia Phillies?
My fondest memories growing up are those of my dad taking me to a baseball game.
When I walk into the stadium and see the green diamond everything – worries, deadlines, etc. –seems to melt away. So, when the opportunity came to invest in my favorite team, I jumped at the chance.
The book, Seeing Around Corners, tells your life story. Will you highlight the book and the key messages conveyed in the book?
The book intertwines my personal and professional journey with my principles for business success. The central theme of the book – seeing around corners – means anticipating future challenges and opportunities based on past experiences. Business leaders need to use their insights to predict and strategize for the future. Other key messages include resilience and adaptability, and the importance of people-centric leadership.
What do you feel are the keys to effective leadership and how do you approach your management style?
It’s important to have a shared vision and goals so everyone from the top down knows where we are headed and what we need to accomplish. Leaders take on responsibilities and make the time to mentor.
With all that you have accomplished in your career, are you able to enjoy the process and take moments to celebrate the wins?
“The central theme of the book – seeing around corners –means anticipating future challenges and opportunities based on past experiences.”
Yes, but I don’t celebrate for too long. It’s important to move forward and set new goals and achieve something else. For me, it’s important to continue to evolve and to take action. If you are not evolving, then you are dying.
What advice do you offer to young people beginning their careers?
Life is all about learning and growing, so learn from all your encounters, achievements, and struggles. Look at failures as lessons, don’t ever let a misstep stop you. There is not much difference between the change in high school to college and the change you will experience going from college to starting your professional career. There is an increase in intensity, but it is nothing more than a transition. These life changes are usually accompanied by the anxiety of facing the unknown, yet you will quickly learn your way around the job and figure it out. You should accept, and try to enjoy, what you are going through and don’t be overwhelmed – everything will work out – just wait, be patient, and be kind to yourself. Remember that life is all about learning and growing. •
Redefining The Corporate Workplace
An Interview with Steven Quick, Chief Executive Officer, Americas, ISS
EDITORS’ NOTE Steven Quick is the CEO, Americas of ISS. He leads the management and expansion of one of the company’s most important growth markets. He has held a broad range of executive leadership roles over the course of his commercial real estate career, including most recently as Chief Executive Officer of Unispace Group, a global workplace strategy, design, and construction company. Prior to that, he was Chief Executive, Global Occupier Services, for Cushman & Wakefield. He has also held executive leadership positions at CBRE and Johnson Controls. He is Chair of the Board for Telkonet. Quick earned a BS degree in accounting from Illinois State University and an MBA in finance and marketing from the University of South Florida.
have a significant impact on business performance.
Next year, ISS will celebrate 125 years of providing facility management and workplace solutions with our 320,000 global employees. ISS is a company with hospitality at its core, similar to a seamlessly run hotel, where every detail – cleanliness, food, facility management – is executed flawlessly. That same DNA positions ISS to redefine the corporate workplace, and I’m delighted to lead the remarkable Americas team into an exciting new chapter.
Will you provide an overview of your role and areas of focus?
and environment. In the Americas, our service offering makes the everyday extraordinary through consistent, elevated experiences that bring joy and ease to the interactions that drive business and success. We simplify complexity, blending innovation, hospitality and committed people to deliver high-quality service – no matter how technical or intricate the environment. By curating memorable, quality-driven experiences that enrich spaces and elevate brands, we shape a brighter future for workplaces.
Will you provide an overview of ISS’ services and solutions?
COMPANY BRIEF ISS (issworld.com) is a global provider of curated facility management, workplace and food service offerings that make everyday experiences extraordinary. In partnership with clients, its 320,000 global team members or “placemakers” achieve this through unique, chef-crafted meals, elevated cleaning services, front and back-office services and more. ISS minimizes impact on the environment and maximizes care for its communities through adherence to the UN Sustainable Development Goals (SDGs) and commitments to reducing food waste and easing food insecurity. ISS brings all of this to life through a unique combination of data, insight and service excellence at offices, factories, airports, laboratories and other locations.
What interested you in joining ISS and made you feel it was the right fit?
I’ve long admired ISS for its peoplefocused culture, which is more important than ever in today’s workplace. Given my background in both the facility management sector and overall commercial real estate industry, I was drawn to ISS’ philosophy that great people can and do make a difference. They make the workplace come alive, and in turn those places can have a profound impact on people. That concept deeply resonates with me. When everyday experiences are delivered by people who care, they become extraordinary and can
As ISS’ CEO for the Americas, I’m proud to lead one of the company’s most significant growth markets. Since joining in July 2024, I’ve focused on driving growth by strengthening leadership and our identity within the larger business environment – all through the client lens. My priorities include enhancing our service offerings and social impact by building on our commitment to our employees, communities,
ISS is a global provider of curated facility management, workplace and food services. For more than a century, the company has connected people and places through chefcrafted meals, elevated cleaning services, technology-enhanced facility management, front- and back-office services, and more. ISS minimizes impact on the environment and maximizes care for communities by developing our people, driving social impact, reducing food waste, and easing food insecurity. ISS brings all of this to life through a
Steven Quick
Steven Quick with employees at the company’s recent Ignite Growth Conference in Dallas
unique combination of service excellence, data and insight in offices, manufacturing facilities, airports, laboratories, medical institutions, and other locations.
What sets us apart is our people, and our collective commitment to delivering memorable experiences with a concierge mentality. And, because the majority of contracted services are staffed directly with ISS employees, clients see consistency, compliance, transparency, efficiency, and enhanced control over the quality of the services received. Whether turning around the cleaning of an aircraft in under 17 minutes or crafting thousands of authentic meals daily with care, our ISS team – aka our “placemakers” – make daily life better.
What have been the keys to ISS’ industry leadership, and how do you define the ISS difference?
Our position as a global leader in the industry is due entirely to our talented people who we heavily invest in through training, personal development, and empowerment. They not only focus on clients, but also understand how important they are and the opportunities they have to become whatever they want while having a positive impact on the communities where they live and work. Another major differentiator for ISS is our ability to adapt services to different sectors and environments. For example, delivering exceptional dining in a financial services office demands a very different strategy than you’d find in a manufacturing facility, where heightened sanitation, proactive safety, and varying shift considerations affect culinary planning. We know there’s no one-size-fits-all approach, so we
tailor our offerings to meet the specific needs of each client and asset type.
Ultimately the heart of our success is our culture of care. By fostering a people-first, service mindset, we inspire our placemakers to feel passionate about making a positive difference for our customers, from serving plant-forward meals to facilitating seamless frontline interactions.
Will you discuss ISS’ Americas business, and where you see opportunities for growth?
ISS is at a pivotal moment in the Americas, building on a strong foundation to grow in what is inarguably the largest market in the world for facility services. Several new leaders recently added to our team – including Tim Dismond as Chief Operations Officer, Marjorie McCarthy as Chief Marketing Officer, and Joe Stolarksi as President of our Eastern U.S. Division – will significantly enhance our ability to create customer-centric solutions and position us for success in this critical region.
Meanwhile we’re helping clients navigate the evolving workplace landscape by curating solutions that support their business goals. Most companies are still defining the workplace that’s right for them. With occupancy levels in flux across the board, we know flexibility and creativity are a must-have in facilitating the workplace experience. We are actively crosstraining our placemakers and rethinking scheduling to keep programs agile. For example, in the food service space, we’re building excitement and “fear of missing out” by featuring specialty dishes and accompanying activities to attract employees on the quieter “shoulder days” of Mondays and Fridays, while making sure we’re ready for the busier midweek days.
Overall, it’s incredibly encouraging to see our placemakers rise to the challenges inherent in both the evolving environment and expectations of the workplace – and turn those challenges into opportunities for growth not just at ISS, but for our clients across the continent.
How important is it for ISS to build a diverse and inclusive workforce?
As one of the largest private employers globally, we have an opportunity to positively impact the lives of our employees, their families and their communities. We believe that great people with diverse backgrounds can make a difference when they feel supported. So we’re committed to fostering an inclusive workforce with initiatives that empower employees and build connections. In the Americas, for example, we offer business English classes in select workplaces, equipping team members for whom English is not their first language to grow professionally, too.
What do you see as ISS’ responsibility to be engaged in the communities it serves and a good corporate citizen?
Good corporate citizenship isn’t just a responsibility at ISS – it’s embedded into our company DNA. And with over 320,000 employees globally, we recognize we have a powerful opportunity to drive meaningful change from the inside out. Our placemakers take pride in their roles, understanding how their work – whether maintaining life sciences labs or creating stimulating environments – creates ripple effects that extend beyond company walls. Through investments in personal and professional growth, we empower our people whose success enriches their own communities.
Food also plays a role in our commitment to good citizenship. From nutritious, plantforward meals to chef-led classes, our food service programs fuel overall well-being, foster connection, and celebrate local communities. We see food as more than sustenance – it’s a medium for building rapport, reducing stress and creating belonging.
What advice do you offer to young people beginning their careers?
Follow what inspires you. Careers are more than jobs – they’re opportunities to make an impact, and the best way to do that is by aligning your work with what you care about. Whether you’re drawn to creating vibrant workplaces, fostering connections or leaving a positive mark on your community, start by asking yourself: What excites me about the future?
Placemaking, for example, is about more than physical spaces – it’s about people. When you focus on the experiences you create for others, you’ll see how your work can uplift individuals, strengthen communities, and build something greater than the sum of its parts. Ask thoughtful questions, seek out people who inspire you, and stay curious. Every project is a chance to learn and grow. If you focus on purpose and passion, you can build a career you’ll love.•
ISS and Guckenheimer leaders and culinarians at a test kitchen in San Francisco
Driving Change
An Interview with Abebola Osakwe, Founder and Chief Executive Officer, Osakwe Consulting
EDITORS’ NOTE Adebola Osakwe, founder of Osakwe Consulting, an executive coaching and diversity consulting business, partners with organizations, leaders, and teams who are eager to improve their performance, drive behavioral change, and contribute to the bottom line. She has been a human resources executive across banking, private equity and hedge funds, where she led recruiting, learning, development, and diversity and inclusion globally. Osakwe received the Toigo Foundation’s Leading with Impact award and Black Enterprise named her one of the nation’s top diversity executives. She sits on the boards of the Black Hedge Fund Professional Network and the Girl Scouts of Greater New York. Osakwe holds a bachelor’s degree from Barnard College and a master’s degree from NYU.
FIRM BRIEF Osakwe Consulting (osakwe consulting.com) focuses on executive coaching, team facilitation, diversity, equity and inclusion consulting and speaking engagements.
Will you discuss your career journey?
Upon graduating from Barnard College, I began working as an admissions counselor. Visiting high schools and providing awareness, access and the opportunities that are available through going to college, I spent a lot of time working with organizations that focused on underserved communities. It is through this work
that I was introduced to diverse organizations such as SEO, Inroads, Prep for Prep and others who also partner with companies to provide access to diverse talent. After five years, I decided to transition from higher education and I was hired as a diversity recruiter at Morgan Stanley, which is where I started my career in financial services with a focus on diversity and inclusion. I spent almost a decade at Morgan Stanley supporting the hiring, development, advancement, and retention of diverse talent. Following Morgan Stanley, I was the first executive within the private equity industry hired to focus on diversity and inclusion by KKR. While there, I built and created a global DEI strategy for the organization and advised and consulted for their portfolio companies. After leaving KKR, I joined a multi-strategy hedge fund, Millennium Management, with a broader mandate leading recruiting, learning and development, and diversity and inclusion. After more than two decades, I wanted to use my extensive, unique experience to have greater impact on the industry supporting various clients through executive coaching and providing diversity consulting advisory services, which is what led me to build my company, Osakwe Consulting.
What are your main priorities for Osakwe Consulting?
Given my unique understanding of the banking, private equity and hedge fund industries,
in combination with my experience developing leaders as an HR executive, I am focused on partnering with organizations and helping them invest in and develop their leaders through executive coaching. Given the increased rate of change for businesses and organizations over the last decade, helping leaders develop the skills to effectively navigate their continuously changing environment is central to their continued success. Leveraging my extensive experience within the industry, I launched Osakwe Consulting to help organizations develop their leaders and drive behavioral shifts using a pragmatic approach that helps clients drive change and achieve their desired outcomes.
You are a board member of the Black Hedge Fund Professionals Network. Will you highlight the organization’s mission and focus areas?
I joined the board of the Black Hedge Fund Professionals Network in 2021 to support the organization’s mission to create a shared space for Black and Brown professionals, and their allies working in the hedge fund industry. The organization is focused on – one: being a resource to Black and Brown professionals that are otherwise underrepresented within the industry; two: offering support and education; and three: providing career advancement tools and mentorship. As a thought leader, the organization spearheaded a report: “From Ambition to Action: Diverse Hedge Fund and Finance Professionals Weigh in on DEI Efforts and Where We Go from Here,” which revealed the staunch contrast between actions the industry
“Traditionally, leaders are seen as self-confident, assertive, action-oriented, and inspiring – traits that are frequently associated with men. This narrow view is a product of unconscious bias and a lack of diverse representation, making it challenging to envision different archetypes of leadership.”
Abebola Osakwe
“Pew research found that almost 30 percent of men and 50 percent of women feel that men are held to different standards for political leadership roles. This stereotype bias influences decision-making processes, often leading to the underrepresentation of women in leadership positions.”
has taken and the gap in talent, retention, and inclusion for diverse professionals. Our findings have helped to inform and support the work of organizations in the industry.
How is leadership viewed today?
While leadership may come in many forms, we still often view it through the prism of long-existing stereotypes. Traditionally, leaders are seen as self-confident, assertive, action-oriented, and inspiring – traits that are frequently associated with men. This narrow view is a product of unconscious bias and a lack of diverse representation, making it challenging to envision different archetypes of leadership. Our perceptions of leadership need a major facelift.
How does unconscious bias play a role in our selection of leaders?
Unconscious bias plays a role in female representation within politics with women comprising 28.7 percent of the House of Representatives, 26 percent of the Senate, and 26 percent of Governors, despite women being 58 percent of the labor force participation rate. This bias even played out in the 2024 Presidential Election. When Vice President Kamala Harris was named the Democratic nominee, she immediately faced scrutiny regarding her readiness to be President of the United States. Many expressed doubts about her ability to be “presidential,” often citing a desire to see her as assertive and commanding before they would believe in her capability. A Harvard Business Review article highlighted that women often need to be in the role to be considered for it, whereas men are assumed to be good at the role based on perception. Donald Trump’s sharply contrasting perceptions fit the traditional leadership archetype of being decisive, confident, and assertive, allowing him to positively benefit from the stereotype, begging the question, what would it take for Vice President Harris to be viewed as ready and capable? She has held various offices within the government, is highly educated and served as the Vice President of the United States, but for many that was not enough, and we have seen this bias across sectors including in the corporate world.
What hurdles do diverse individuals face when ascending to senior roles?
The experience of Vice President Harris is of no surprise given diverse individuals often face significant hurdles in ascending to senior roles. The perception that they do not
“look like a leader” is a common barrier, which means that women typically have to perform at the level they aspire to before being considered for the role, unlike their male counterparts who are often given leadership roles based on perception rather than prerequisite experience. Pew research found that almost 30 percent of men and 50 percent of women feel that men are held to different standards for political leadership roles. This stereotype bias influences decision-making processes, often leading to the underrepresentation of women in leadership positions. We have seen it before – representation matters. The election of Barack Obama as President of the United States challenged the status quo and provided a new blueprint for what the President could look like. His success demonstrated that diverse individuals could be successful in the highest office. This shift underscores the importance of representation and the need to debunk the myth of a “typical leader” especially within the leadership levels of corporations. Companies like Citi, EY, GM and PepsiCo, among others, have demonstrated the benefits of thinking outside of the box in regard to their leadership. By appointing female leaders with diverse perspectives and backgrounds, these organizations have changed the mold, leveraging the true impact of diversity and harnessing the opportunity to access the broad pool of talent available to them.
What would you suggest are the practices that should be put into place to drive change and improve representation?
• Widen the pipeline of talent: Hire talent into the organization from a wider spectrum of experiences, thus increasing the diversity of your talent pool. Utilize a skills-based approach to hiring by thinking about the skills needed for the role and the variety of industries, experiences, and backgrounds where you might find the skill. AI recruiting software such as Eightfold, Beamery or Greenhouse can help organizations take this differentiated recruiting approach.
• Create individualized development plans: Reflect on your current talent development efforts. How are you developing your employees? Do you use online products such as Udemy Business, Coursera, LinkedIn Learning, or do you provide instructor-led in person or virtual training? Regardless of your approach, are employees provided a talent development
plan that highlights a few areas where they are successful and a few areas where they have opportunity for growth? By leveraging the manager and partnering with the human capital team, organizations can build individualized development plans that go beyond simply informing an employee of their strengths and areas of growth by providing resources and co-creating the solution to address their areas of development.
• Go deeper in the organization for succession planning: Succession planning is vital to creating leadership continuity for unexpected or anticipated changes. Organizations typically build succession plans outlining who is ready or will be ready in about two years, in case of a leadership departure. Given the lack of diversity at senior levels within organizations, looking to those who are two years out from being ready to replace the leaders perpetuates the lack of diversity at the top of an organization. Rather, organizations should think more innovatively and consider creating succession plans that focus on talent 3-5 years away from those in your succession plan as a way to capture more diverse talent. Organizations can then create opportunities to invest deeper into their bench and ensure those leaders are ready to take on leadership roles as they become available. Without a more intentional focus on individuals deeper into an organization, there is a greater likelihood that organizations will continue to say there is limited diverse talent to succeed those at the top of the organization.
What advice would you give to business leaders about the importance of diversity and inclusion efforts given the current environment?
Given the current environment, I recognize some companies have chosen to make changes around their diversity and inclusion efforts, but I would encourage companies to stay the course because the business case is clear – diversity and inclusion enhances an organization’s performance. It will require doing things differently and reimagining what leadership looks like in order to access the vast talent that exists within our companies and across the country, but this change will allow organizations to no longer limit themselves to a select few. By embracing diversity and inclusion, we can create a more dynamic, innovative, and successful leadership landscape.•
A Trusted Production Partner
An Interview with Mark Calev, Founder and Chief Executive Officer, Calev Systems
EDITORS’ NOTE Mark Calev is the Founder and CEO of Calev Systems, a trailblazer in paper, print, and distribution solutions. Since launching the company in August 2000, he has propelled Calev Systems to the forefront of the industry, fueled by his deep passion and the legacy of his late father, Steven Calev, founder of KAR Printing, a prominent regional print provider in its time. His extensive knowledge of press capabilities and strategic approach to crafting customtailored print programs have enabled a dedicated team of over 50 professionals to achieve award-winning results in the field of print and distribution. He is an active member of YPO.
COMPANY BRIEF With over 25 years of industry leadership, Calev Systems (calevsystems.com) delivers world-class, tailored marketing execution solutions across six continents. Its proven expertise and commitment to innovation make the company a trusted partner for businesses seeking scalable, quality-driven marketing solutions. In 2017, Calev relocated its headquarters to Miami Springs. This move expanded the company’s facilities and introduced a range of new services. The expanded space facilitated the launch of Sprint Logistics, a comprehensive logistics division, and supported substantial growth in the sales and account management teams. Additionally, the company diversified its offerings with a factory-direct premiums and apparel division and enhanced its warehouse operations with a state-of-the-art storage and fulfillment center featuring an advanced warehouse management system.
Will you highlight the history of Calev Systems and how you define its mission?
My early days in the family printing business started in Miami where my father, Steven Calev, built his printing business. I always admired my father and remember as a child being in his backyard with his koi pond and waterfalls thinking, “Someday, I want to build something special of my own, just like my dad.” My father was hardworking, cared deeply about his customers, and always put people first. My mother was also a very hard working, tenacious, independent woman who had owned a recruiting firm and was a business owner in Connecticut. Both my mother and father instilled in me the values of hard work, perseverance, dedication, and resilience. That’s the version of entrepreneurship that
first inspired me. By 19, I was knee-deep in the day-to-day operation of his printing plant. There was no formal training program, so I created my own. I spent time in each department – pre-press, estimating, running the presses, operating the binding equipment, and even loading trucks in shipping. I’d sketch out diagrams of how the machinery worked to help me memorize each component. People found it amusing, but I was on a mission. When I shifted to the sales side, I struggled at first because I wanted to explain every technical detail to clients. Most folks simply wanted a great print job on time and on budget. Yet, the knowledge I was so eager to share turned into my strength. It allowed me to find the most efficient production paths and ensure our clients got top-notch results.
One day my father pulled me aside to teach a key business lesson. He explained that as manufacturers running 24/7 with multiple printing presses, our main priority is keeping our own equipment busy. I loved sourcing work beyond our in-house capabilities if it benefited our clients. My father’s passing at 54 was a terrible tragedy, and right after I stepped away from print for a while to pursue finance. It took a short – and unsatisfying – stint in financial services to remind me that my true passion was in helping businesses execute their marketing and print projects, from start to finish, in a way that truly served their needs.
Calev Systems was born when I returned to the industry. I knew I wanted to take a different approach than the typical print broker who just chases the lowest price. From day one, I envisioned a “production partner” model where we would act as an extension of our clients’ businesses. That meant handling not only the sourcing and financing, but also the heavy lifting of project management. If something went wrong, I took responsibility. If a better solution existed, I would find it. Over time, we expanded beyond printing and added more services in response to what our clients needed. We launched a freight brokerage arm so we could control logistics and costs more effectively. We offered warehousing and fulfillment services, began offering promotional premiums and apparel, and even expanded internationally to support our clients’ needs around the world, partnering with plants in 12 different countries for global direct mail campaigns. All these additions were rooted in one idea: our clients should have a single point of contact who truly has their back.
From the beginning, I’ve been convinced that thoughtful technology investments can mean fewer touchpoints, tighter integration, and faster turnarounds. We built custom client portals, improved data-driven direct mail capabilities, and automated as many processes as we could. This focus on efficiency lets us deliver real value to our clients – not just in terms of price, but in time saved and peace of mind.
Our mission is to deliver more value for your marketing investments. “Value” is the key word in everything we do at Calev Systems. It goes beyond dollars and cents. It’s about ensuring our clients feel heard, protected, and guided. We don’t consider ourselves brokers; we’re partners. That means taking full responsibility – if something goes off track, I see it as our job to make it right. In building relationships, we care more about long-term trust than one-off transactions. We obsess over quality and timeliness. A project done late or poorly just isn’t acceptable. Calev Systems offers a full spectrum of services. We want to be the go-to source for any marketing-related needs, whether they are printing, logistics, promotional products, or international direct mail with in-country distribution. Finally, we foster a culture of expertise and ownership. I’m proud of the culture we’ve built. Each person on our team is a subject matter expert who embodies the “customer-first” mindset my father taught me. Together, we’ve created an environment where no one shies away from a problem; they dig in and fix it. Our supplier partners share that same commitment, investing in their people and equipment to help us exceed expectations.
When I look back on my journey – from sketching out press parts at 19, to stepping away from print after my father’s passing, to coming back and forming Calev Systems – I see how these experiences shaped who I am as a leader. Everything I learned about integrity, quality, and taking care of people came from my father. I’ve done my best to instill those values in our team, our culture, and our work every single day. At Calev Systems, we have created a culture committed to our core values, which are our guiding principles that each one of us diligently stands for. Our core values are focused on integrity, ethics, execution, and a resilient passion for serving and prioritizing our valued clients and suppliers.
What have been the keys to Calev Systems’ industry leadership and how do you describe the Calev difference?
First, it’s our people and our expertise. We have an incredible team of subject matter experts
Mark Calev
who understand every facet of the print and direct mail industry – logistics, postal regulations, paper, variable data, publishing, and more. For example, our COO spent 17 years as president of the country’s largest freight consolidation and co-production operation, so his knowledge of USPS efficiencies and logistics is unmatched. Our CSO joined us after decades leading publishing sales for one of the largest printers in the world. We even have a dedicated postal expert on staff who sits on national USPS boards. But it’s not just leadership; all across our team, you’ll find individuals who have been groomed from the ground up, as well as seasoned professionals who came to Calev with their own deep skill sets. This breadth of experience is at the heart of what we do: we tackle complex challenges by putting the right people in the right places, ensuring our clients benefit from the best industry insights.
Second, it’s filling the procurement gap in a changing industry. The print industry has seen massive changes, especially with more than half now backed by private equity. Plants get bought, sold, or consolidated, and it’s tough for buyers and owners to know who’s really the best fit for their specific needs. One day a plant might specialize in certain products; six months later, it might close or pivot. At Calev Systems, we’ve made it our job to stay on top of these changes. We help clients navigate everything from paper sourcing and printing capabilities to freight and distribution, ensuring they don’t get blindsided by industry upheaval. Our model – serving as a trusted production partner rather than just a broker – is more relevant now than it ever was in our 25 years of business.
Our success also comes from a relentless focus on quality and on-time delivery. We handle thousands of jobs a year, and we maintain over a 98 percent on-time delivery metric. That’s huge for us because it means we’re consistently meeting and exceeding client expectations. But just as important as on-time metrics is the fact that many of our clients have been with us for over 20 years – a testament to the partnerships we’ve built and the quality we deliver. Knowing our work has allowed them to grow and evolve is one of the most rewarding parts of this journey.
Finally, the Calev difference is anchored on innovation, relationships, and results. I believe the key to staying ahead in any industry is innovation – whether that means trying new formats, improving technology and automation, or simply bringing fresh ideas to the table. Because we invest so much time and energy in understanding our clients’ businesses, we can spot opportunities to simplify workflows, reduce costs, and enhance outcomes that others might miss.
At the end of the day, what truly differentiates us is our commitment to acting as a partner – not a middleman. Our clients know they can rely on us to handle the details, stand by our work, and constantly look out for their best interests. When people ask me why I’m so passionate about this industry, I tell them it’s because every project we deliver reflects our values: expertise, innovation, and a laser focus on customer success. It’s a philosophy I learned early on from my father, and it’s what continues to guide every decision I make at Calev Systems.
Where do you see the most significant opportunities for growth for Calev?
Honestly, it’s never been more exciting – or more challenging – to be in the direct mail and marketing space. With digital fatigue at an alltime high, there’s a real chance to stand out by getting back to more tangible and thoughtfully targeted communication. As Jim Kwik mentions in his book, Limitless, we humans are bombarded with an incredible volume of information every single day – far more than our brains can effectively process. That’s where direct mail can shine: by leveraging data to deliver the right message to the right audience at the right time, you can cut through the noise. For years, we’ve mastered the execution side – paper, print, and distribution are in our wheelhouse. But to truly unlock direct mail’s potential, we have to collaborate even more deeply with creative teams, marketing analytics pros, and other digital channels. The game isn’t about sending out more pieces; it’s about sending out the right pieces. I see a lot of potential in producing fewer, more personalized mailings that resonate with prospects on an individual level.
Another growth area for us is the wide range of offerings we can integrate for our clients. We have customers who rely on us not only for direct mail, but also for premiums and apparel, and even freight solutions. We are teaming up with agencies that excel in data analytics and digital marketing so we can present an end-to-end solution – everything from creative ideation to final mile delivery. We’re also making strong investments in AI, both to improve operational efficiencies and to ramp up our predictive analysis capabilities. This gives us a strategic advantage, helping our clients focus on what truly resonates with their audiences – whether that’s a specific design tweak or a particular moment in the customer journey. Finally, we’re expanding the idea of on-site or near-site staffing. We’ve found that embedding our people within a client’s marketing or procurement team can dramatically streamline project planning, scope decisions, and real-time modifications. The goal is to act as an extension of our clients’ operations – fully integrated, highly responsive, and committed to the same objectives.
In my view, all of these areas – smarter direct mail, deeper collaboration, diversified services, AI-driven insights, and integrated staffing – represent massive opportunities for Calev’s continued growth. We’re always asking, “How can we offer more value and be a better partner?” And that question continues to lead us toward new ways to help our clients thrive.
How important is it for Calev to build a diverse and inclusive workforce?
For me, diversity has never been just a corporate ideal; it’s been a guiding principle ingrained in Calev’s DNA from the very start. Growing up in South Florida, I saw how people of different cultures and backgrounds could unite to create something truly extraordinary, and I wanted to reflect that spirit in our company. Today, our team is made up of individuals from over 14 countries – a mix that influences the way we solve problems, serve clients, and innovate every day.
One of the ways we celebrate our diversity is through a weekly team lunch at our Miami office. Every Thursday, Chef Francis (a family friend and team member for more than 20 years), puts together an amazing variety of dishes from the Calev team. We encourage each other to share recipes from our home countries – whether it’s a savory Peruvian ceviche dish or a vibrant rice recipe from Nigeria. This tradition goes beyond just sampling good food; it’s a chance to understand each other’s stories and customs. When I look around the table, I’m reminded that although we come from different places, we share the same drive to work hard and support one another. I firmly believe that being inclusive isn’t just good for morale – it’s essential for staying competitive. By drawing on a variety of experiences and viewpoints, we come up with creative solutions and handle challenges more effectively. It’s a lesson my father taught me early on: treat people with respect and make sure everyone’s voice is heard. That’s the environment we strive to cultivate here at Calev, one where diversity is embraced, inclusivity is practiced, and every team member can make a meaningful impact.
What are the priorities for Calev as it looks to the future?
First and foremost, we’re committed to maintaining a diverse range of services while never losing sight of our core. The print and direct mail world is evolving at lightning speed, so I’m focused on pushing forward with new ideas and technologies but always keeping the same high standards we’re known for. We’ve built a reputation on quality – evidenced by the hundreds of industry awards we’ve received – and I want to ensure that holds true, no matter how much we grow or diversify.
A big part of that expansion comes from continually investing in our clients, our team, and our systems. Whether it’s adding a new distribution capability, enhancing a fulfillment process, or upgrading our technology stack, every improvement we make is ultimately about creating value for those who rely on us. We also spend a lot of time looking at how to drive efficiencies within the supply chain – like speeding up delivery times or reducing costs – so our clients can hit the market faster and stay competitive. Another top priority is staying “fresh and relevant.” We’ve been around long enough to see how quickly trends shift in this industry. I want Calev to be a leader in anticipating market changes, adapting our offerings, and collaborating with clients in new and exciting ways. That’s a big reason why client retention is such a point of pride for us –we continue to grow alongside them. Finally, I’m a firm believer in financial responsibility. It’s something my father ingrained in me early on, and I’ve carried that philosophy into Calev. We don’t believe in overextending ourselves with debt. Instead, we reinvest earnings back into our team, into better equipment, and into new solutions. We all know there will be rainy days – this industry has its ups and downs. But when you’re in it for the long haul, you focus on building a sustainable foundation. It’s a marathon, not a sprint, and I’m determined to keep Calev strong for the road ahead.•
Redefining Full-Service Real Estate
An Interview with Dezireh Eyn, Co-Founder and Chief Executive Officer, Platinum Properties
EDITORS’ NOTE Dezireh Eyn serves as the Chief Executive Officer of Platinum Properties, a prominent real estate firm specializing in Manhattan’s Financial District (FiDi) and beyond. Since co-founding Platinum Properties in 2005, she has been at the forefront of the company’s evolution, driving its success and fostering a dynamic, people-focused culture. With over two decades of experience in the New York City real estate market, she has cultivated deep expertise across every facet of the industry, earning the respect of clients, agents, and colleagues alike. Eyn’s journey into real estate began with an internship during her college years, where she was captivated by the energy of a bustling brokerage after which she became an agent. Her success led her to establish Platinum Properties with her brother, Khashy Eyn. Together, they infused the firm with their family’s core values, emphasizing relationships and personal connection in every transaction. As CEO, Eyn views her agents as her primary clients, working tirelessly to provide them with the tools, resources, and mentorship they need to succeed. Among her many accomplishments, Eyn played a pivotal role in securing Platinum’s exclusive representation of 116 John Street, the largest building in the firm’s portfolio. This milestone also led to a groundbreaking partnership with Silverstein Properties, opening the door to one of Platinum’s most significant landlord relationships. Eyn’s commitment to the community extends beyond real estate. She has been an active supporter of The Jewish Board, the largest social services organization in New York. Eyn earned her undergraduate degree in economics with a minor in business from New York University and later attended Cardozo Law School. She is fluent in Farsi and Spanish.
Dezireh Eyn
deals, including the $247.5 million sale of 116 John Street and the recordbreaking $125,000 per month rental of 100 Vandam Street, the highest residential lease ever recorded in the city at the time. Platinum is also known for its market expertise, notably in the Financial District and Battery Park City, where it has published industry-leading quarterly market reports since 2008 and 2018, respectively. In the Financial District, Platinum is proud to represent 75 Wall Street, where its team of exclusive agents has the largest market share in the building, and has achieved record-setting deals in the building.
What was the vision for creating Platinum Properties and how do you define its mission?
Platinum Properties was founded in 2005 by my brother, Khashy, and me. When we initially opened up Platinum, the vision was to become the go-to firm for New York City Financial District renters and landlords. This helped us build the very strong foundation that has allowed us to expand into the full-service firm we are today.
Over the last 20 years, we have grown into one of the top brokerages now headquartered in the Financial District with over 100 incredibly diversified employees and agents. Platinum Properties is a boutique firm, and one of the major benefits of that is when times change, we are able to adapt quickly. We have redefined full-service real estate by servicing the industry from several different sectors including residential sales, residential leasing, commercial sales, commercial leasing, and building investments all within a wide range of price points. It is rare to find a firm that does all of this under one roof which sets us apart from our competitors. However, none of our success would be possible without our impressive and driven staff who show up motivated to succeed every day and are all at the core of what we do. Our mission is to develop and nurture relationships that enrich and inspire our clients, our team, and our industry to ensure we all succeed in the most complex, dynamic, and exciting city on Earth.
What have been the keys to Platinum Properties’ growth, and how do you describe the Platinum Properties difference?
Platinum Properties’ growth has been driven by a unique blend of strong leadership,
FIRM BRIEF Platinum Properties (platinum propertiesnyc.com), a family-owned boutique real estate brokerage, has been a cornerstone of New York City’s real estate landscape since its founding in 2005. From its headquarters in the Financial District, Platinum is one of the top brokerages in Lower Manhattan, redefining full-service real estate by offering residential and commercial advisory services under one roof. With a track record of success and innovation, Platinum has consistently been recognized among the top brokerages in New York City. The firm has closed landmark
unparalleled agent support, and a deeply ingrained culture of collaboration. At its core, Platinum operates not just as a brokerage, but as an incubator for real estate professionals, ensuring that agents are equipped with the tools, opportunities, and community needed to thrive in an ever-evolving market. What truly sets Platinum apart is its high staff-to-agent ratio, an intentional structure that fosters mentorship, accessibility, and a teamoriented approach. Agents aren’t left to navigate the market alone; they are backed by a dedicated support system, including management coaching. This commitment to innovation ensures that agents always have a competitive edge, whether through advanced virtual tour technology or other industry-leading tools.
Platinum’s business model also emphasizes opportunity, providing agents with “business builders” – in-house lead generation that helps them scale their careers faster and more effectively. By offering access to high-value leads and reducing administrative burdens, Platinum allows its agents to focus on closing deals and growing their client base. Additionally, the firm’s diverse portfolio – spanning residential, commercial, and exclusive rental listings – ensures that agents can explore multiple facets of the real estate market, making them well-rounded professionals.
Perhaps most importantly, Platinum Properties thrives on its family-first culture. Founded on principles of teamwork and mutual success, the firm fosters an environment where agents support one another rather than compete. This sense of camaraderie, paired with the firm’s strategic growth initiatives, has cemented Platinum’s reputation as a powerhouse in the New York City real estate landscape.
Will you provide an overview of some of Platinum Properties’ most memorable deals?
Platinum Properties holds some of the city’s most memorable real estate transactions which has led to our status as one of the city’s top boutique brokerages. We facilitated the deal for Greenpoint’s priciest condominium on record to date, which was a four-bedroom penthouse at The Huron at 29 Huron Street that closed for $5.7 million in an all-cash deal last October. Last summer, we represented a tenant who agreed to pay $125,000 per month for a six-bedroom apartment at 100 Vandam in Hudson Square which, at the time, was the city’s priciest residential lease. Platinum Properties also brokered a $250 million deal for a 400-unit residential building at 116 John Street purchased by Silverstein Properties in 2021. This is the largest building within our brokerage’s portfolio and led to a significant partnership with Silverstein Properties, now one of our most prominent landlord relationships.
How important has it been to build the Platinum Properties’ team?
Our talent is at the heart of what we do. Without our agents and staff, Platinum Properties would not have achieved the immense success that we have today. Khashy has done an incredible job as Chief Executive Officer over the last 20 years. He is now taking the reins of Chairman and will focus more on commercial while I grow Platinum Properties’ residential division. In building a strong team at Platinum Properties, I believe it’s extremely important to continuously develop solid relationships across the industry –whether that be with clients, agents, employees and beyond. Having an eclectic and diversified group of connections is invaluable when it comes to being an expert in many facets of the real estate world. It also contributes to building a team with incredible talent. Not to mention, I have a unique perspective to take on leading
Platinum Properties as CEO and to continuously build our team because, over the last 20 years, I have worked very closely in the day-to-day operations with both agents and managers.
How do you focus your efforts leading Platinum Properties?
In my role as CEO, I am spearheading the growth of a company that is female-led with several very impressive women in leadership roles. In addition to the company having myself as CEO, we also have a female president. Teresa Stephenson has been President since 2019, and she has been with the firm as an agent since 2012. We have also recently named Caitlin Trevino as Vice President of Operations, and she is working closely with our agents to ensure that the best resources and workflows are in place to guarantee their success.
What advice do you offer to young people interested in pursuing a career in real estate?
Starting a career in real estate is both exciting and challenging, and the best way to set yourself up for success is to focus on building your knowledge and skills with the right firm. It’s essential to associate with a company that offers real training and mentorship. Finding a mentor within your firm who can guide you and serve as a resource as your business grows is invaluable. Additionally, it’s important to start small – no one can be an expert in everything right away. A great strategy is to focus on one neighborhood and truly immerse yourself in it, understanding the market dynamics, pricing trends, and community needs. At Platinum, for example, newly licensed agents start with rental properties in the Financial District. This has been a strong foundation for our firm since 2005, providing a structured learning ground for nearly two decades. The best salespeople are confident in what they are selling, and that confidence comes from knowledge and experience.
Another critical aspect of success in real estate is the willingness to put in long hours. Since agents essentially run their own businesses, discipline and accountability are key. A new agent’s competitive edge isn’t experience – it’s the effort and responsiveness they bring to every lead. Being available and quick to respond, no matter the time, can make all the difference when it comes to securing opportunities.
Most importantly, real estate is a relationship-driven business. If you approach it purely as a series of transactions, it will be difficult to grow into a long-term career. Every interaction –whether a deal closes or not – is an opportunity to establish yourself as a trusted professional. Many of the best referrals come from deals that didn’t materialize, simply because the agent handled the situation with professionalism and care.
Finally, maintaining a growth mindset is crucial. There will be lost deals and challenging clients, but these aren’t failures – they’re learning experiences. The agents who succeed in this business are those who embrace challenges, adapt quickly, and continuously refine their approach. Real estate is as much about resilience as it is about skill, and those who are willing to learn from every experience will see the greatest long-term success.•
The living and dining area of 716 Broadway, Penthouse 6
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 provides a broad range of programs, services, and resources to about a thousand American and Chinese companies across the U.S.
About CGCC Foundation
CGCC is an independent, non-partisan, non-governmental chamber of commerce since its inception. 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.
Established in 2014, CGCC Foundation is a 501(c)(3) tax-exempt organization. The mission of CGCC Foundation is to deepen mutual understanding and cooperation between the United States and China through research, public charity and engagement in economic, cultural and social exchanges.
About CGCC
CGCC Programs & Services
Empowering U.S.-China Business Collaboration
Events & Programs
• International Trade and Investment
• CGCC Leaders Roundtable
• Women’s Leadership Series
• The Path Forward Event Series
Resource & Publications
Partnerships
• The US-China Business Council
• National Committee on U.S.-China Relations
• U.S. Chamber of Commerce
• SelectUSA Investment Summit
• AmCham China
• Asia Society
• China Institute
• Business Council for International Understanding
• National Governors Association
• FMC
• U.S.-China Investment & Cooperation Database
• Business Survey Report
• Leaders Profile
• Annual Report
• Gala Photobook
Foundation
• Community Giving
• Culture & Sports
• Forbes
• LEADERS Magazine
• World Trade Week NYC
Services & Digital Platforms
• Legal and Policy
• New Members Highlights
• Member Discounts
• Social Media: LinkedIn; X; Flickr; WeChat; YouTube
• CGCC Official Website
CGCC 20th Anniversary Gala
On February 11th, 2025, the China General Chamber of Commerce – USA (CGCC) and CGCC Foundation celebrated their milestone 20th Anniversary with a grand Gala at Cipriani 42nd Street in Manhattan, New York. Under the theme “Building Connections and Creating Opportunities,” the celebration commemorated two decades of CGCC’s unwavering commitment to strengthening cooperation and expanding opportunities between the U.S. and Chinese business communities. The evening paid special tribute to CGCC member companies and partners for their lasting financial, social, and cultural contributions to the CGCC community which have been instrumental in shaping its journey over the past two decades.
Celebrating Twenty Years of Building Connections and Creating Opportunities
20 Years of Building Connections & Creating Opportunities
Wei HU, Chairman of CGCC and President and CEO of Bank of China U.S.A., delivered welcome remarks: “Our commitment to creating value, driving economic growth, and strengthening bilateral economic cooperation has never wavered. The theme of this evening, ‘Building Connections, Creating Opportunities,’ captures the true essence of our mission and the shared aspirations that unite us.”
XIE Feng, Ambassador Extraordinary and Plenipotentiary of the People’s Republic of China to the United States of America, delivered keynote remarks: “I count on the CGCC to continue to advance, to advocate for Chinese enterprises in the United States, build more bridges for bilateral economic cooperation, and make greater contributions to a new chapter of Win-Win cooperation between China and the United States in the next 20 years.”
Marc Holliday, Chairman and Chief Executive Officer of SL Green Realty Corp., introduced the Ambassador.
CGCC Gala Alumnus and long-time supporter, Michael R. Bloomberg, Founder of Bloomberg LP and Bloomberg Philanthropies and threeterm Mayor of New York City, delivered remarks via video.
Jim Reynolds, Jr. Founder, Chairman, and Chief Executive Officer of Loop Capital, made brief remarks.
David Beckham, former England professional footballer, President and Co-owner of Inter Miami CF, Co-owner of Salford City FC, and Las Vegas Sands Global Ambassador, delivered a video message.
Video greetings from Michael Hart, President of AmCham China, Eric Zheng, President of AmCham Shanghai, and Harley Seyedin, President of AmCham South China were featured as part of the event program.
The event was emceed by Mike Walter, Principal Anchor of CGTNAmerica, five-time Emmy Award winner.
CGCC 2025 Gala Highlights
Connecting People Building Trust
Expanding Cooperation
2025 Gala Sponsors
More than a sponsorship, it’s a partnership.
HOSPITALITY HOSPITALITY
A Culinary Empire
An Interview with Daniel Boulud, Chef and Owner, The Dinex Group
EDITORS’ NOTE Chef Daniel Boulud is widely celebrated as one of America’s leading culinary authorities and restauranteurs. Inspired driven by fine ingredients, Boulud (danielboulud.com) has become renowned for the contemporary appeal he adds to soulful cooking rooted in French tradition. Since arriving in the U.S. in 1982, he has continually evolved his cuisine and expanded his reach from one location (DANIEL in 1993) to multiple properties in New York City and across the U.S., as well as Toronto, Montreal, Singapore, Dubai, The Bahamas, and Riyadh. Boulud was raised on his family’s farm in the village of SaintPierre-de-Chandieu, outside of Lyon. In 1993, he opened the much-celebrated DANIEL on Manhattan’s Upper East Side. His restaurant group has grown significantly over the past 30 years, and today encompasses notable brands including: DANIEL, Café Boulud, Le Pavillon, Centurion NY, Blue Box Café by Daniel Boulud, Le Gratin, Bar
Boulud, Boulud Sud, Maison Boulud, J ōji, Epicerie Boulud and La Tête d’Or. Boulud has won countless awards for his achievements, including James Beard Foundation awards for Outstanding Restaurant; Outstanding Restaurateur; Best Chef, New York City; and Outstanding Chef of the Year. He has been named Chef of the Year by the Culinary Institute of America, Chevalier de la Légion d’Honneur and Officier de l’Ordre du Mérite Agricole et Chevalier du Mérite National by the French government. In 2015, the World’s 50 Best Restaurants awarded Boulud the Diners Club® Lifetime Achievement Award for his success as a restaurateur, businessman, and chef who is revered as one of the world’s finest. In 2021, Les Grandes Tables du Monde named him Best Restaurateur in the World. He also earned the 2023 Innovation Award from La Liste. His Michelin-starred restaurants include DANIEL, Le Pavillon, J ōji and Café Boulud New York. Boulud’s culinary style is reflected in nine cookbooks, including the definitive DANIEL: My French Cuisine and My Best: Daniel Boulud. Additionally, Boulud is chair of Citymeals on Wheels, an organization dedicated to serving meals to New Yorkers in need; is Co-Founder of Food1st, in partnership with SL Green Realty Corp.; and is Chairman of Ment’Or BKB Foundation, providing grants to young chefs to advance their culinary education.
Daniel Boulud at the entrance to DANIEL Restaurant on 65th Street in New York City (above); Grilled lobster from La Tête d’Or by Daniel (below)
Did you know at an early age that your passion was to be a chef?
It was quite early that I knew this is what I wanted to do, and at a young age I was working in restaurants with high standards and expectations. I was able to work with some of the best chefs in the world which was so valuable at the beginning of my career. I worked hard and did well so these chefs would recommend me to other leading chefs which provided me opportunities to grow in my career. I was also passionate about learning what made each restaurant special in addition to the food, so I watched and studied the design, the art, and the flowers. I also paid close attention to the service. I knew that one day I wanted to have my own place, and I was always curious about all the other pieces that were essential in addition to being a great chef in order to build a great restaurant. With all of the growth that you have experienced, how are you able to still be so present in the restaurants?
The first DANIEL restaurant was within a short radius of my home. I have been living in the same zip code on the Upper East Side for 40 years, and when you operate within your village, it gives you a proximity to get to places. I would go between
DANIEL and Café Boulud all the time, walking up Madison Avenue in my chef’s clothes. For the past 28 years, I have been living above DANIEL – my bedroom and my children’s bedrooms are right above the kitchen. This makes it easy to spend quality time with my family and still have the time to be at the restaurants. It is incredibly important for me to be present at my restaurants because this is a people business, and it is all about building relationships with my guests. It is obviously more difficult when I am traveling, but my team represents me so well and they have built their own relationships with our guests, so it is a team effort.
Will you discuss your projects at One Vanderbilt and One Madison, and what excited you about these opportunities?
My business is about opportunity, about risk, about partnership, and about people you trust and who trust you. When I created DANIEL, I had an opportunity to create a small restaurant that was independent, and it was fantastic. Five years later, we moved DANIEL to its current location when the Mayfair Hotel became a condominium, and my partner convinced me that we should acquire the space. The reality is that 20 years ago, the risk to buy the real estate and to transform the space into
a restaurant was very high, but I trusted everyone around me and we made it happen. We were able to do this because an opportunity presented itself, and there was such deep trust between me and my partners.
When I was approached by Marc Holliday (Chairman and CEO of SL Green) when they were developing One Vanderbilt, Marc wanted to create a restaurant that was built to last, but also something that was personal to me, personal to One Vanderbilt, and personal to New York. Marc and SL Green were our partners, and I really trust them. It was very important to me that Marc and the team at SL Green trusted me and believed in our team. Following the creation of Le Pavillon at One Vanderbilt, we created J ō ji, an amazing Omakase experience with Chef-partners George Ruan and Wayne Cheng, as well as Épicerie Boulud, an eat-in/ take-out market. We have also created food offerings to be delivered to the tenants of the building. We are currently working on a unique private dining experience that will be located on the 72nd floor of the building.
One Madison is a project that is very dear to Marc and close to his heart. It is a stunning development and at One Madison we have Le Jardin sur Madison, which is a one-of-a-kind event space and rooftop garden that is an amenity for the tenants as well as a private event space with a huge terrace. Then there is La Tête d’Or which is my first-ever steakhouse restaurant featuring a 120-person dining area, a stylish cocktail bar, private dining room, and an exclusive omakase steak and seafood table for a truly unique experience. I am very proud of what we have been able to achieve with La Tête d’Or.
You commit your time and energy to many charitable causes. What has made philanthropic work so important to you?
Our clients are incredibly supportive of us and our community. I’ve witnessed the commitment to philanthropy among business leaders in New York and the amazing support they offer to the community. As a chef, we are asked to contribute to many charities, and we do whatever we can to be of help. I have been involved for three decades with Citymeals on Wheels where I serve as board chair. Every March, I open our flagship restaurant, DANIEL, and host an elegant dinner gala for Citymeals supporters along with a rotating group of fabulous guest chefs. It is an intimate and unforgettable night of fine dining, cocktails, and a silent auction.
With all that you have accomplished, are you able to take moments to celebrate the wins or are you always thinking about what is next?
I am very proud of what we have achieved at Dinex. As I have become more mature in the business, I am trying to take moments to enjoy the wins, but this is about the team since we win together. There is nothing that makes me prouder than to see one of the chefs that started with me and did an amazing job grow in their career. I get so much fulfillment from mentoring and inspiring the next generation of leaders in the industry. Having said that, it is not all about business. It is about personal life and family as well, and I want to continue to find more time to be with my family and to celebrate life with them.•
The Chef’s Salon at La Tête d’Or steakhouse at One Madison in New York City
Raising The Bar
An Interview with Sebastien Silvestri, Chief Executive Officer, The Dinex Group
EDITORS’ NOTE Sebastien Silvestri is the Chief Executive Officer of The Dinex Group. His focus is on defining the next era for the Group’s collection of restaurants and brands, expanding the brand portfolio through strategic acquisitions and new business development, and maintaining the excellence of the existing operations. He oversees the Group’s company-owned and licensed venues around the world. Silvestri joined The Dinex Group as CEO in August 2019. He was formerly the Chief Operating Officer of Disruptive Group, a
division of sbe that works to develop, manage, and expand award-winning culinary concepts, nightlife venues, and Umami Burger. He oversaw all food and beverage operations for over 170 venues across the sbe portfolio globally. In his role, Silvestri worked closely with world renowned chefs Katsuya Uechi, Michael Schwartz, José Andrés, Daniel Boulud, Dario Cecchini, and many more. Silvestri joined sbe in March 2017 as Senior Vice President of Food and Beverage and led the F&B operations within the hotel division. He was heavily integrated with the acquisition of Morgans Hotel Group
within the sbe portfolio, and in the openings of the SLS Baha Mar, the SLS LUX Brickell, and the Mondrian Park Avenue. Prior to joining sbe, Silvestri was the Vice President of Food & Beverage at The Venetian and The Palazzo Casino Hotel and Resort in Las Vegas, a 7,000-suite integrated resort where he worked with luminaries including Thomas Keller, Daniel Boulud, Wolfgang Puck, Charlie Trotter, Emeril Lagasse, and Buddy Valastro. Previously, he held a variety of leadership roles at the Bellagio Resort and Casino in Las Vegas, Orient-Express Hotels in Bora Bora, Rosewood Hotels & Resorts in Dallas, and in London at the Lanesborough Hotel. Silvestri has been recognized with many accolades and received
Sebastien Silvestri
The main dining room at DANIEL
senatorial recognition from both Nevada Senators Harry Reid and Dean Heller, as well as Congressman Joe Heck for his service to the restaurant industry and his community. In May 2019, Silvestri was named 2019 Power Player of Los Angeles by Angeleno Magazine In November 2018, he made The Observer’s Dining and Nightlife Power List: Food and Drink’s 55 Most Influential People. Las Vegas, Inc. recognized Silvestri in 2014 with the 40 under 40 honor and the Nevada Restaurant Association named him 2016 Restauranteur of the Year. Silvestri serves on several advisory boards including Reed Expo and G2E, the Global Gaming Show, The Culinary Institute of America, Board of Fellows, and served as chairman of the Nevada Restaurant Association. He holds a baccalaureate hotel and culinary art degree and a bachelor in hotel management and culinary arts from Esitel School in Montpellier, France.
Will you highlight your career journey?
I was born and raised in France and started my studies and career in hospitality there from the age of 16. After school, I launched my career in Paris and London, and then when I had the opportunity to transfer to the U.S. with Rosewood, I took the chance and have never looked back. I worked at the Rosewood Hotels & Resorts in Dallas and then made the move to Las Vegas, where I spent a large part of my career. I held a variety of leadership roles at the Bellagio Resort and Casino, and then was the Vice President of Food & Beverage at The Venetian and The Palazzo Casino Hotel and Resort. There I worked with luminaries including Thomas Keller, Wolfgang Puck, Charlie Trotter, Emeril Lagasse, and Buddy Valastro, as well as Daniel Boulud. It led to my friendship with Daniel, and when he was looking for the first CEO of Dinex, he approached me with this fantastic opportunity to work together.
What excited you about the opportunity to join The Dinex Group and made you feel it was the right fit?
It starts of course with Daniel Boulud, who is one of the greatest chefs working today and who has also built a very solid business. I saw that he had world-class restaurants, strong brands, and an exceptional team, and there was a real opportunity to build on this foundation and take it to the next level. As a CEO, that is what excites me and where I know I can add value. We have a business that we’ve been able to grow very selectively and strategically, while continuing to maintain excellence and be a leader in the industry worldwide.
How do you focus your efforts leading The Dinex Group?
It can be an almost 24-hour a day job. By day, I am mostly in the office, focused on performance, working with our corporate team to stay on top of the business, and also working on planning for the future. At night, I am making the rounds of our restaurants. This is a hands-on business, and it’s critical to be there, engaging with our restaurant teams, and helping to elevate the guest experience. The days are long, but I love spending time with our guests just as much as I love working on business development.
How do you define The Dinex Group’s mission?
Our mission is to be a world-leading hospitality and restaurant group, building an exceptionally talented culinary and service team of individuals who are proud to uphold the standards of Daniel Boulud, and to bring joy, delight –and incredible food – to our guests every day.
Will you discuss the strength and expertise of The Dinex Group team?
Daniel Boulud opened his first restaurant over 30 years ago, and Dinex is very fortunate to have team members who have been here since the very beginning. Daniel is an incredible mentor, and over the years so many young chefs and service professionals have come to learn from him and our leadership team, and it’s wonderful to watch them grow with us. We have a very strong company culture, and it’s all based around the culinary and hospitality expertise that keeps getting passed on to our new team members.
What has made the working relationship between you and Daniel work so well?
Since we spend so much time together, it’s a good thing that we actually like each other. We both work very hard, and we wouldn’t have it any other way. We are passionate about our work and love what we do, and we also manage to laugh a lot together. Hospitality is about enjoyment, and if we didn’t enjoy it, we wouldn’t be good leaders.
What are your priorities for The Dinex Group as you look to the future?
My priorities are always to maintain the excellence of our brands, continue to elevate the guest experience, and continue to grow our exceptional team. It’s an exciting time, the standards in hospitality have never been higher, and we are aiming to raise the bar every day. There is a lot more to come for Dinex.•
The bar at La Tête d’Or by Daniel
HOSPITALITY HOSPITALITY
An Icon Reborn
An Interview with Luigi Romaniello, Managing Director, Waldorf Astoria New York
EDITORS’ NOTE Luigi Romaniello’s illustrious 30-plus year career includes leadership roles at prestigious hotels worldwide where he has demonstrated exceptional skills in openings, renovations, repositioning, and concept development with a focus on delivering a worldclass guest experience. In his new position, Romaniello plays a pivotal role in redefining the next era of Waldorf Astoria New York, further delivering on Conrad Hilton’s vision of this hotel as the “greatest of them all.” In addition to driving plans for the property’s reopening, he is responsible for all aspects of operations for both the hotel, Waldorf Astoria New York, and Waldorf Astoria Residences New York, the hotel’s newly introduced residences. Romaniello is focused on delivering on the brand’s commitment to providing unforgettable experiences and extraordinary service to guests from around the world and across New York City.
What excited you about the opportunity to lead Waldorf Astoria New York and made you feel it was the right fit?
Leading the reopening of Waldorf Astoria New York is truly the opportunity of a lifetime. My experience managing ultra-luxury properties in international markets has prepared me for this exciting moment, and I’m honored to be part of such an iconic chapter in the hotel’s history. I’ve always loved New York City, and there’s an undeniable energy about this iconic hotel – you feel it the moment you walk through the doors. This is the perfect setting for my outgoing and unapologetically Italian personality.
How valuable will it be for Waldorf Astoria New York to have such a strong suite product?
a
of both comfort and privacy. Our extensive inventory of connecting suites – seamlessly transforming into two- and three-bedroom accommodations – makes the hotel an ideal choice for families and celebrations. In addition, our signature suites each offer a distinct expression of Waldorf Astoria’s storied luxury, catering to the most discerning travelers.
PROPERTY BRIEF For nearly a century, Waldorf Astoria New York (waldorfastorianewyork.com) has been a fixture of New York City society, earning its place as a beacon of radiance in the cultural capital of the world. Following a meticulously and thoughtfully crafted restoration effort led by renowned architects from Skidmore, Owings & Merrill and interior design by Pierre-Yves Rochon, the property will retain the scale and beauty of the original Art Deco architecture reimagined with fresh contemporary furnishings that pay homage to the original Waldorf Astoria New York. The 375-room hotel will feature some of Manhattan’s largest rooms and suites that will embody the spirit of New York. Above the hotel will sit 375 private residences, ranging from studios to four bedrooms, with interiors designed by Jean-Louis Deniot. Residents will have access to 50,000 square feet of exclusive amenities and an art collection curated by Swiss collector and auctioneer Simon de Pury. Hotel guests, residents, and visitors will have access to a holistic wellness program, including a spa spanning over 30,000 square feet and a state-ofthe-art fitness center, distinct culinary offerings with Lex Yard, a standout signature restaurant helmed by acclaimed Chef Michael Anthony, and 43,000 square feet of modernized event space including a striking new opera-inspired Grand Ballroom set to be the crown jewel of New York City’s entertainment scene.
The suites at Waldorf Astoria New York redefine sophistication and refinement in the city, with 375 expansive rooms and suites that embody the spirit of Manhattan. Renowned
How will Waldorf Astoria New York approach its culinary offerings and what are the keys to being successful in this part of the business?
It was essential for Waldorf Astoria New York to establish a strong culinary presence – not
designer Pierre-Yves Rochon crafted elegant, flowing layouts that provide
feeling
Luigi Romaniello
just as a hotel, but as a key player in the city’s vibrant restaurant scene. Staying authentic to New York was a priority, which is why we were thrilled to partner with Chef Michael Anthony of Gramercy Tavern and Jeff Bell of Please Don’t Tell. These celebrated New York City talents are leading Lex Yard and the legendary Peacock Alley, bringing their expertise and creativity to our dining experiences. The key to a successful food and beverage program in a hotel is operating with the spirit and independence of a stand-alone restaurant which allows for greater creativity and flexibility.
Will you discuss Waldorf Astoria New York’s focus on health and wellness?
We recognize that balancing a healthy lifestyle with a busy travel schedule can be
challenging, which is why health and wellness are at the core of our guest experience. Waldorf Astoria New York has partnered with a worldclass luxury operator to create a true wellness destination in the heart of the city. From indulgent spa services and state-of-the-art facilities to personalized fitness programs, every aspect is designed to promote well-being. With an integrated approach that includes a wellness-focused retail space, guests, residents, and visitors will feel both rejuvenated and pampered throughout their time at Waldorf Astoria New York’s spa.
How do you define the role of the managing director and how do you approach the role?
I don’t see my role as Managing Director as just a position – it’s a reflection of who I am
and my innate love for luxury hospitality. This moment in my career is the culmination of years of experience and dedication. I embody the essence of Waldorf Astoria New York, by being the ultimate host, very present with both our guests and team members. I also enjoy the creative process and l take pride in inspiring our team with a spirit of ambition and innovation, ensuring the hotel remains relevant and forward-thinking. Ultimately, my main focus is on driving a successful business – one that is built on delivering an exceptional experience for both our guests and our team.
What makes for a true luxury hotel experience today?
A true luxury hotel experience is the result of several elements working in harmony. To start, the hotel must be beautifully designed and thoughtfully programmed to reflect the local destination and culture, offering guests authentic and meaningful experiences. Then comes the service culture – the driving force behind a team that works with purpose, consistently delivering an elevated level of service and engagement. Finally, and I believe most importantly, every guest should feel recognized and valued, which is why customizing each stay is essential. Waldorf Astoria New York will embody the vibrant energy of Manhattan through creative programming and bespoke experiences, ensuring every guest feels truly understood.
What advice do you offer to young people interested in pursuing a career in the hospitality industry?
If you choose hospitality as your career, then give it your all and enjoy the incredible journey it offers. The industry requires a high level of professionalism and a genuine passion for service, but with dedication and perseverance, you can achieve remarkable success. Hospitality is more than a job – it’s an exceptional lifestyle filled with enriching experiences, meaningful connections, and opportunities to create lasting memories.•
Rendering of the Grand Ballroom
HOSPITALITY HOSPITALITY
Enhanced Luxury
An Interview with Deborah Yager Fleming, Chief Executive Officer & Partner, Acqualina Resort & Residences on the Beach
EDITORS’ NOTE Deborah Yager Fleming joined Acqualina Resort & Residences on the Beach in March 2004 after having served as Vice President, Sales & Marketing, at Island Outpost where she managed marketing campaigns for 12 boutique hotels. She also garnered valuable experience in New York at The Leading Hotels of the World where she held senior management positions and implemented the design of worldwide sales strategies and innovative marketing programs.
Will you discuss the significance of collaborations and partnerships to Acqualina and how these partnerships help to elevate the guest experience?
PROPERTY BRIEF With a lushly landscaped 4.5-acres of seaside bliss, world-class restaurants, curated amenities and spacious rooms and suites, all with balconies and water views, Acqualina Resort & Residences on the Beach (acqualinaresort.com) is at the center of Miami’s Sunny Isles Beach providing an exclusive experience and an ultra-luxurious beach lifestyle. The property is the recipient of the coveted Forbes Five Star Award and the AAA Five Diamond Award.
What have been the keys to Acqualina’s leadership in the industry?
As an independent hotel, we have the freedom to stay true to our vision of delivering exceptional service while swiftly introducing new amenities to enhance our guests’ experiences. We are proud to be part of The Leading Hotels of the World, which empowers us to maintain our independence while benefiting from global sourcing, economies of scale, cutting-edge technology, digital media opportunities, and robust sales support. Through the Leading Hotels’ Leaders Club program, we connect with high-value travelers who appreciate luxury and have a high average daily spend, allowing us to consistently elevate our offerings.
We believe that happy employees create happy customers. That’s why we have a robust employee training and recognition program where our owners and executives participate, ensuring that every team member is recognized annually for their contributions. By fostering a culture of appreciation and continuous development, we empower our team to deliver the exceptional service our guests expect and deserve.
We believe that strategic partnerships add significant value to our brand, especially in areas outside our core expertise, such as beauty products and results-driven treatments. Rather than developing our own, we choose to collaborate with best-inclass companies that specialize in ultra-luxury offerings, aligning with the elevated experience we provide our guests. This philosophy led us to partner with Seed to Skin Tuscany for our bath amenities, ensuring the highest quality and innovation in wellness. Our commitment to excellence extends to every aspect of the guest experience – whether in wellness, cuisine, design, or childcare – as we carefully select partners who complement and enhance our brand’s vision. Our guests
continuously provide valuable feedback on our partnerships, expressing their excitement when we introduce them to something new. Their enthusiasm reaffirms our commitment to selecting best-in-class collaborators that enhance their experience and align with our brand’s vision of luxury and innovation.
What was the vision around Acqualina’s Tastemakers Campaign and how has this campaign been received?
Our guests often ask about the details behind our aesthetics – where we source our art, who designs our interiors, or who creates our floral arrangements. Through our Tastemakers Campaign, we provide insight into the talented individuals and brands that help us craft an extraordinary experience. From Alex Turco’s striking art panels in our lobby and Isabel Tragash’s beautifully designed interiors to Michele Mazza’s culinary expertise at Il Mulino New York, every detail reflects a collaboration with the best in their fields, ensuring a truly exceptional atmosphere for our guests.
Deborah Yager Fleming
The
We collaborate with a remarkable group of artisans and tastemakers, each an expert in their field, who contribute to the exceptional experience we offer. Through our Tastemakers Campaign, we will be showcasing these visionaries, highlighting the craftsmanship, creativity, and innovation that define our brand. Many of our guests have been so inspired by their experience at Acqualina that they have commissioned our designers to reimagine their own homes. This deep connection speaks to the lasting impression our aesthetic and attention to detail create, allowing them to bring a piece of the Acqualina experience into their everyday lives.
How has Acqualina invested in its meetings and events spaces, and will you provide an overview of this offering?
We have made a multimillion-dollar investment to transform our spaces, seamlessly blending old-world elegance with modern design and state-of-the-art technology. Our ballroom, which accommodates up to 100 guests, showcases large-format marble tiles and bespoke rug inserts, enhancing its light and sophisticated appeal. An adjacent terrace offers breathtaking views of Acqualina’s beachfront grounds and the Atlantic Ocean, providing a spectacular setting for any event. The boardroom has been reimagined to meet the needs of modern business gatherings while maintaining an airy and inviting feel. Designed for both functionality and comfort, it integrates the latest technology to support a wide range of business activities, ensuring every meeting is both productive and memorable. These enhancements reflect Acqualina’s unwavering commitment to luxury and innovation, elevating the
guest experience and solidifying our reputation as a premier destination for both relaxation and celebration.
How important was it for the transformation of Acqualina’s events and meetings spaces to pay homage to the resort’s old-world elegance while integrating modern design elements and technology?
It was essential for us to honor our tradition of timeless elegance while seamlessly integrating modern elements – a philosophy deeply embedded in our DNA. The refreshed aesthetic embraces a warm white color palette, elegantly accented with champagne and bronze metal trims, creating an atmosphere that is both inviting and luxurious. Furnishings strike the perfect balance between classic sophistication and contemporary comfort, with timeless black and white upholstery enhancing the refined ambiance.
How has Acqualina placed a major focus on health and wellness with its AcquaFit Fitness Center?
The enhancements at AcquaFit reflect Acqualina’s unwavering commitment to luxury and wellness, offering guests a state-of-the-art fitness experience. Our facility now features the TechnoGym Artis Collection, providing everything needed for peak performance training. Additionally, guests can access hundreds of workout programs through our subscription to Technogym’s Membership App, ensuring a personalized and engaging fitness journey.
True to our design philosophy, AcquaFit is not just about the workout – it’s about the ambience and setting that elevate the guest experience. Our oceanfront fitness center has been meticulously reimagined to be as visually stunning as it is cutting-edge, seamlessly blending sophisticated aesthetics with high-performance functionality. Color has always been a defining element of Acqualina’s identity, from our signature red umbrellas to the lush green lawns by the beach. This thoughtful use of color extends to AcquaFit, where we selected marble that evokes the beauty of the turquoise sea, creating a space that is both energizing and reflective of our breathtaking coastal setting.•
Acqualina’s pool and beach area with the property’s signature red umbrellas
Acqualina’s newly renovated AcquaFit Fitness Center
HOSPITALITY HOSPITALITY
Transforming Private Aviation
An Interview with Jack E. Lambert, Jr., Chief Executive Officer, FlyHouse
EDITORS’ NOTE Jack E. Lambert, Jr. is an industry veteran, widely respected for his leadership and innovation in private aviation. His aviation career spans decades of experience, and his achievements extend beyond business. A graduate of the University of Massachusetts Boston, he was a standout student-athlete, holding records in three sports and earning All-American honors. His exceptional achievements led to his induction into the university’s Hall of Fame, further fueling the drive and determination that would later define his leadership in aviation. Building on this foundation of excellence, he went on to found and serve as CEO of Jet Access Aviation. Known for his creative vision and hands-on approach, he has earned a reputation for reshaping how businesses and clients experience private aviation. At Jet Access Aviation, he gained notable recognition for pioneering a revolutionary approach to selling one-way flights, challenging traditional models and offering greater flexibility for clients. Under his leadership, Jet Access Aviation became an industry leader and a trusted global brand, renowned for its commitment to customer service, transparency, and operational excellence. At FlyHouse, he continues his forward-thinking leadership style. His vision is rooted in the belief that transparency, trust, and putting people first are key to sustainable success. His passion for aviation and unwavering commitment to service have enabled FlyHouse to redefine private flight, offering luxury, convenience, and affordability through a groundbreaking business model that benefits both jet owners and customers.
auction app allows users to book luxury private flights at competitive prices, with jet owners bidding to offer the best rates based on user demand, ensuring both affordability and flexibility.
Will you discuss your career journey?
My career in aviation has been shaped by a desire to innovate and challenge the traditional models in the industry. Before starting FlyHouse, I founded Jet Access Aviation, where I was able to pioneer a new way of selling one-way flights. After building that business into an industry leader, I realized there was a bigger opportunity to reimagine how the entire private aviation experience could work for both owners and passengers. This led to the creation of FlyHouse, where we focus on transparency, efficiency, and providing a world-class experience to our customers.
Will you tell the FlyHouse story, and how you define the FlyHouse mission?
FlyHouse was created to completely transform private aviation. We’re a company that challenges conventional thinking, offering unprecedented pricing flexibility through an
innovative app that allows owners to bid based on what users are willing to pay. Our mission is to make private air travel more accessible, more affordable, and ultimately, more enjoyable by using technology and a customer-first approach to create an experience unlike anything that exists today.
How is FlyHouse redefining ownership?
At FlyHouse, we redefine ownership by removing the traditional pain points of private aircraft management. Our platform allows owners to maximize the utility and profitability of their planes while minimizing the stress of ownership. With no hidden fees, we pass
COMPANY BRIEF FlyHouse (goflyhouse.com)
is an industry leader in private aircraft management, committed to delivering exceptional safety, service, and transparency. Headquartered in Scottsdale, Arizona, the company operates a diverse fleet of aircraft, including Gulfstream IVs, Vs, 550s, G200s, and Hawker 850XPs. Holding an ARG/US Platinum rating and worldwide certifications, FlyHouse manages over 1,000 aircraft on its platform. The company fosters a collaborative, team-based culture focused on providing best-in-class service to both customers and aircraft owners. In addition, FlyHouse’s innovative reverse
Jack E. Lambert, Jr.
through the true costs of services to owners, creating a relationship built on trust and transparency. Additionally, we offer personalized, white-glove services tailored to each owner’s unique goals and expectations.
Will you highlight FlyHouse’s focus on introducing a never-before-seen level of transparency into the private aviation space?
Transparency is at the core of everything we do. We’ve created a model where owners and clients can clearly see all costs involved, allowing for an experience built on mutual respect and trust. Unlike traditional aircraft management companies, we pass through all operational costs with no mark-up, providing an honest and straightforward experience. This transparency extends to our booking platform, where users can choose the services and rates that best fit their needs, knowing they’re getting the best possible value.
Where do you see the greatest opportunities for growth for FlyHouse?
The opportunities for growth are immense. As more people look for alternatives to traditional air travel, the demand for more flexible, accessible, and affordable private aviation continues to rise. We see opportunities to expand our market reach, both geographically and in terms of services, to meet the evolving needs of our clients. Our technology-driven approach allows us to
scale rapidly and provide solutions that are tailored to individual needs, which is critical as we continue to grow.
How important has it been to build the FlyHouse team?
Building the right team has been one of the most important aspects of FlyHouse’s success. We’re fortunate to have a diverse, talented
“We’re committed to improving the customer experience, and we’re focused on bringing new and innovative solutions to the private aviation market.”
group of people who bring unique perspectives and skills to the table. Every team member plays a key role in shaping our company’s culture and ensuring that we deliver on our promises to both clients and owners. It’s not just about hiring for skills; it’s about hiring for passion and alignment with our values.
What do you see as the keys to effective leadership and how do you approach your management style?
Effective leadership is about being empathetic, transparent, and empowering those around you. I believe in leading by example and creating an environment where people feel supported, valued, and motivated to contribute their best work. My management style is hands-on yet empowering, and I strive to create an open-door policy that encourages collaboration, innovation, and a shared sense of ownership in the company’s success.
What are your priorities for FlyHouse as you look to the future?
Looking ahead, our priorities are to continue growing FlyHouse’s footprint, expanding our services, and further enhancing our technology. We’re committed to improving the customer experience, and we’re focused on bringing new and innovative solutions to the private aviation market. As we grow, we want to stay true to our values of transparency, customer-first thinking, and providing a truly exceptional experience for all of our clients and owners.•
HOSPITALITY HOSPITALITY
The Timeless Elegance Of New York
An
Interview with Michal Dedera, General Manager, Four Seasons Hotel New York
EDITORS’ NOTE Michal Dedera holds the position of General Manager for Four Seasons Hotel New York, bringing with him extensive experience in the luxury hospitality and New York real estate industries and unique knowledge of the Four Seasons brand, having worked with the portfolio for more than two decades and with Four Seasons Hotel New York up until its closure in 2020. A Czech native with a degree from Charles University, Dedera began his hospitality career at the Savoy Hotel in Prague, before transitioning to work under the Marriott portfolio where he learned key skills in revenue management and customer service. Shortly after, Dedera began a career journey with Four Seasons, earning his way from Reservations Manager to Assistant Director of Rooms at Four Seasons Hotel Prague in just a few short years. Throughout his tenure, he supported openings around the world ranging from Shanghai and Tokyo to Miami, Sharm El Sheikh, Jackson Hole, Budapest and Seychelles, gaining a wide variety of cultural exposure and experience. Dedera then went on to work for a selection of Four Seasons properties, including the former Four Seasons Hotel London at Canary Wharf, Four Seasons Hotel Chicago, and Four Seasons Resort Palm Beach. In 2017, he relocated to the company’s New York location in Midtown, where he spent almost four years as Hotel Manager. During the pandemic in 2020, Dedera oversaw the housing of first-aid workers, enabled by Ty Warner at Four Seasons Hotel New York, gaining critical experience and further knowledge of operations and crisis management. Following four years in a real estate leadership role with Tishman Speyer overseeing their portfolio of commercial and residential assets across New York, Connecticut, and Pennsylvania, Dedera returned to Four Seasons Hotel New York in May 2024 to reopen the Midtown property as General Manager. A multilingual hotelier and business executive, Dedera offers a rare luxury lens to his role with Four Seasons and delivers personalized service to both his employees and hotel guests with care, creativity and authenticity.
iconic architect I.M. Pei’s striking design. With its shimmering honeytoned marble floors and columns, soaring 33-foot (10 meter) glass ceiling and sculptural florals, the alwaysbuzzing grand lobby is both opulent and warm as guests are greeted by seasoned Four Seasons staff offering a heartfelt welcome. The hotel’s renowned Les Clefs d’Or concierge team is stationed straight ahead up the steps, and the lobby is flanked by the cozy TY Bar on the left, and on the right, The Garden restaurant, which offers a new Italian-inspired menu. The latter is set to reclaim its standing as the venue of choice for the city’s powerbrokers at breakfast, a refreshing stop during a day of shopping and museum-hopping for lunch and, newly in 2025, an intimate setting for dinner. Boasting some of the city’s largest luxury rooms and suites – ranging from 500 square feet to full floor specialty suites at 4,300 square feet – accommodations are light-filled, with higher floors offering panoramic views of Central Park, the Manhattan skyline and beyond. Many suites also have outdoor terraces, a rarity in the city. Crowning the hotel is the
famed Ty Warner Penthouse on the 52nd floor, an architectural and artistic masterpiece renowned for its bespoke design, beautifully crafted finishes and one-of-a-kind features and amenities. Additionally, Four Seasons Hotel New York plans to debut one-, two- and three-bedroom extended stay accommodations with some including terraces, offering guests a broad range of choices. With its central location and deep expertise in creative planning and flawless event execution, Four Seasons Hotel New York serves as a premier setting for exclusive events that forge meaningful connections and shape lasting partnerships. More than 15,000 square feet of versatile event space can accommodate everything from an elite board meeting to a sit-down reception for up to 270 guests.
Will you provide an overview of Four Seasons Hotel New York and how the property is positioned in the market?
Four Seasons Hotel New York embodies the energy and elegance of New York City, offering a refined yet vibrant experience at the heart of Billionaire’s Row. Steps from Central Park, Fifth Avenue, and world-class museums, guests are perfectly placed to explore iconic landmarks, high-end shopping, and cultural
PROPERTY BRIEF In a city known for its landmark skyscrapers, Four Seasons Hotel New York (fourseasons.com/newyork) stands out due to
Michal Dedera
gems. The hotel’s design by I.M. Pei, with its soaring ceilings, expansive windows, and warm marble tones, mirrors the grandeur and creativity of the city itself, giving guests a true sense of New York’s energy. Every corner of the hotel reflects the timeless elegance of New York, and the rooms, with high ceilings and large windows, invite natural light to flood the space, offering stunning views of the city and creating an atmosphere of serenity amidst the hustle and bustle outside. Our My NYC Moments program exemplifies Four Seasons Hotel New York’s dedication to creating unforgettable and thoughtfully curated experiences for our guests. Through collaborations with some of the city’s distinguished names, the program reflects the hotel’s commitment to supporting the larger Manhattan community to truly be a standout in the market.
How valuable is it for Four Seasons Hotel New York to have such a strong suite product?
Having a strong suite product is incredibly valuable for Four Seasons Hotel New York, as it allows us to offer an elevated level of luxury that discerning travelers seek. As one of the city’s premier hotels, our spacious suites, among the largest in New York, set us apart by providing a residential-style experience with unobstructed views of Central Park and the skyline. With the reopening, we’ve further modernized our suites with upgraded technology, enhanced coffee and tea offerings from Lavazza, and premium bath amenities from Natura Bissé. The blend of comfort, functionality, and refined design caters to both business and leisure travelers, ensuring an unparalleled stay. With the upcoming debut of one-, two-, and three-bedroom extended-stay accommodations in 2025, featuring private terraces and expansive layouts, we continue to anticipate the needs of our guests, reinforcing
our position as a leader in New York’s luxury hospitality market.
How has Four Seasons Hotel New York approached its culinary offerings and what are the keys to being successful in this part of the business?
At Four Seasons Hotel New York, we approach our culinary offerings with the same commitment to excellence that defines our brand. With the reopening, we have reimagined the menus at The Garden Restaurant and TY Bar, blending timeless favorites with innovative new concepts. The Garden’s Italian-inspired menu caters to both business and leisure guests, offering a refined yet welcoming space for power breakfasts and business lunches. TY Bar, with its rich ambiance and meticulously crafted cocktail program, serves as a “liquid love letter” to New York City, celebrating its storied cocktail culture with premium spirits and elevated bar bites.
Our goal for the outlets is to create dining experiences that seamlessly fit any occasion, whether it’s a casual meeting, a celebratory evening, or a quiet moment of indulgence. Both TY Bar and The Garden combine exceptional service, an inviting atmosphere, and a menu that resonates with both locals and travelers.
How do you define the role of the General Manager and how do you approach the role?
As General Manager, my role is to oversee all hotel operations and needs of the business, ensuring that every aspect of the guest experience aligns with the Four Seasons standard of excellence and that I look after all stakeholders – our employees, our ownership group, Four Seasons and, of course, our guests. Having worked within the Four Seasons portfolio for over two decades, and previously serving as Hotel Manager at Four Seasons Hotel New York until its closure in 2020, I bring a deep
understanding of this property’s legacy and its place in New York City’s luxury landscape. With the reopening, my focus has been on seamlessly executing our vision of the most beloved address in New York, ensuring that every stay reflects the iconic property that we operate with elevated service, elegance, and personalization that our guests expect. I approach each day with the goal of fostering the best possible culture within the team, personalized service for our guests, and review every aspect of the business operation. My international background in luxury hospitality combined with real estate experience in New York that I acquired during the pandemic has allowed me to view the operation from multiple angles and provide personalized service to both my team and our guests with kindness, care, creativity, and authenticity as well as strong business acumen to ensure we look after the needs of everyone involved.
What makes for a true luxury hotel experience today?
A true luxury hotel experience today is defined by exceptional, personalized service that leaves guests with lasting memories. From the moment they arrive, guests should feel welcomed and cared for, with every detail thoughtfully designed to ensure their comfort and anticipate their needs. Our renowned Les Clefs d’Or concierge team exemplifies this commitment, offering guests the “keys to the city” and further solidifying our reputation as a global beacon of five-star hospitality.
Our recent launch of the My NYC Moments program offers guests privileged access to curated, VIP experiences, from private whiskey tastings and personalized perfumery sessions to high-end personal shopping and insider cultural tours. These experiences allow our guests to immerse themselves in the very best of Manhattan, creating unforgettable, one-of-a-kind moments.
What advice do you offer to young people interested in pursuing a career in the hospitality industry?
Hospitality is such an exciting industry as every day is different and if you want a job that avoids repetition, try hospitality. My advice to young professionals in hospitality comes from some great mentors I’ve had along the way. Do what you love – hospitality is passion – it needs to make you happy to make others happy and if so, then work is not work but joy. Find in yourself what makes you excited and go after it, and as you progress in your career, never stop learning, always keep evolving your skillset –be it a different department, a different system, a new language, management or leadership skills. As a leader, balance recognition with accountability – they go hand in hand. It’s easy to focus on what needs improvement, but taking the time to recognize and appreciate great work every day makes a lasting impact. Stay curious about industry trends, observe what competitors are doing, and pay attention to details when you travel. Travel expands horizons and innovation is a continuous process. Experiencing new things often sparks fresh ideas. I believe a passion for learning is what keeps us growing and excelling in this industry.•
Ty Warner Suite
HOSPITALITY HOSPITALITY
Turning Dreams Into Reality
An Interview with Anders Kurtén, Chief Executive Officer, Fraser Yachts
EDITORS’ NOTE Born in Finland and with a pioneering background in solutions-based IT services and the 360 approach of the “Internet of Things” (IoT), Anders Kurtén has a proven track record in applying that knowledge and “out of the box” thinking for the benefit of innovative start-ups and legacy brands throughout his 25 years of management, sales, marketing, and product development experience across both the marine and luxury sectors. A seasoned and spirited keynote speaker and industry ambassador, Kurtén has shared his insights on many aspects of yachting including the future of the marine industry, the evolving world of UHNWIs and, importantly, the vital role to be played in ensuring sustainability remains top of the agenda as an industry which, now more than ever, has more reason to work together as one entity than ever before.
back to the business side of things, taking on the CEO role for a company building semi-custom performance sailing yachts, and in 2011 transitioned yet again – this time to run new product development and marketing for a large production powerboat manufacturer. Neither of these were by any means in superyacht territory sizewise, but 2019 saw me take on a new challenge as CEO of Baltic Yachts – the premier builder globally of full-custom, carbon composite sailing superyachts. Baltic Yachts was essentially a full financial and strategic turnaround case, so upon completion of that it was a natural progression to join Fraser in 2023.
How do you define Fraser Yachts’ mission and purpose?
yacht brokerage, we’re committed to excellence and ensuring a smooth, rewarding experience for yacht owners, charterers, captains, and crew. Since 1947, we’ve been simplifying yacht ownership and crafting unforgettable charters, making the process seamless and stress-free. We don’t just meet expectations – we exceed them. With our deep market knowledge, triedand-tested solutions, and a truly global network, we add real value for our clients. We’re here to help turn dreams into reality, and that aspiration continues to define who we are and what we strive to achieve every day.
Will you provide an overview of Fraser Yachts’ services?
COMPANY BRIEF Fraser (fraseryachts.com) is the largest and longest-established full-service yacht brokerage in the world. The company’s global team handles a portfolio of yachts with a total value in excess of $6 billion. The key to its longstanding success has always been an obsessive focus on excellence, integrity, and discretion. Fraser’s team of more than 230 specialists around the globe offer highly experienced client support and professional guidance in all key sectors including: Sales and Purchase, New Build Management, Yacht Management, Charter Management, Luxury Yacht Vacations, Yacht Marketing and Crew Placement. Fraser recently made headlines as the first brokerage to adopt the Yacht Environmental Transparency Index (YETI), a method of data collection and environmental performance transparency, and a bold step toward sustainability in yachting.
Will you discuss your career journey?
I have a business degree from the Swedish School of Economics and Business Administration in Helsinki, Finland. After graduation I originally went into IT – this was during the early years of the World Wide Web in the mid-’90s. After a few years working for various Internet startups both in Europe and the U.S., I then transitioned into wooden boatbuilding, spending a few years at vocational school and also restoring wooden boats. In 2005, I moved
Our mission is to provide the finest experiences, delivered by the foremost team. In short: Fraser First and Foremost. The goal is to provide unmatched service with our clients’ needs at the heart of everything we do. As the world’s top
Fraser Yachts is the world’s leading and longest serving full-service yacht brokerage, offering an unmatched range of services designed to support every aspect of yacht ownership: buying, selling, chartering, and management. Our team of worldwide specialists provides expert guidance across key sectors, including Sales and Purchase, New Build Management, Yacht Management, Charter Management, Luxury
Anders Kurtén
Lazzara UHV 100 yacht underway
Yacht Vacations, Yacht Marketing, and Crew Placement. For buyers, our brokers leverage decades of experience and a dedicated Central Intelligence Department to source the finest yachts – both on and off the market. For owners seeking to build, our New Build Management team oversees every phase of construction, from selecting the shipyard all the way through to delivery. Charter clients benefit from the largest team of brokers in the industry, with knowledge of over 3,500 available yachts, ensuring the perfect match between client, yacht, crew and destination. With multiple offices covering most continents, the Fraser Yachts team can support your yacht wherever it is in the world – in over 25 different languages.
What have been the keys to Fraser Yachts’ industry leadership, and how do you describe the Fraser Yachts’ difference?
In an industry where every yacht, owner, and transaction is unique, our greatest asset is trust – trust that we earn through integrity, expertise, and an unwavering dedication to our clients. We don’t just manage some of the world’s most valuable superyachts – we build lasting partnerships based on discretion, reliability, and a deep understanding of our clients’ needs. With over 230 team members worldwide, Fraser’s size and experience allow us to provide a level of all-encompassing service that smaller operators simply cannot match, even though it’s never been our goal to be the biggest – as long as we’re the best. As the industry has evolved, we’ve remained at the forefront by providing expert guidance at every stage, especially for the growing number of new owners navigating the complexities of superyacht ownership. Our in-house business intelligence team is a unique advantage, offering clients real-time access to market data, pricing trends, and technical insights to support informed decision-making. Through consistency, innovation, and an unrelenting commitment to our clients, we continue to be the finest name in superyachts. Once again, Fraser First and Foremost.
How important has it been to build the Fraser Yachts’ team, and will you highlight the expertise and experience of the team?
This is an industry that really revolves around the people. We are essentially enabling and facilitating our customers’ dreams, while operating in an environment of extreme scarcity. The yachts are mostly one-of-a-kind, and the customers’ also all have their own preferences and definitions of what constitutes “the dream.”
Now, it is a great blessing to be the custodian of a company with a remarkable history and a strong brand, but at the end of the day our main asset is our people. I am very fortunate and blessed to have a top notch, talented team around me with diverse skillsets from within the industry, from adjacent industries like shipping, as well as completely different industries like high-end fashion and luxury travel. Diversity both in terms
of experience as well as cultural backgrounds is a genuine asset – almost a prerequisite – as the clientele is truly international, as well.
What do you feel are the keys to effective leadership and how do you approach your management style?
I would like to think that I am a fairly straightforward, pragmatic leader. I feel a strong affinity with management gurus Tom Peters and Robert Waterman who refined the concept of “management by walking around” – which, obviously, is different in a non-production environment such as Fraser, but still valid from a perspective of staying visible, approachable and consciously encouraging two-way communication. Starting from a coherent strategy, the trickle down to execution is really the key challenge. But really to me, the best way to ensure stellar execution is to surround myself with people who are the very best at what they do. We also endeavor to be pretty clear internally about what the end goal, or vision, ultimately is: for Fraser, to be the world’s number one superyacht services company – first for service, first for knowledge and first for experience. Our core is really understanding and transforming each client’s unique dreams into exceptional, globally delivered experiences.
What are your priorities for Fraser Yachts as you look to the future?
My firm belief is that to become truly excellent at something, the path is way shorter if you start with something that you are already good at. So, we will continue to focus on our core values: integrity, trust and respect as they have served us well for the last 78 years, all the while remaining agile both in terms of the technology available to us, and in terms of identifying and pursuing business in emerging markets. We are also fortunate to have a strong, industrial owner: MarineMax. Having an owner who is committed to our success in the long term is a hugely beneficial factor in this industry.•
Purpose at anchor (above) and the yacht’s aft deck dining area (below)
One of the most iconic landmarks in New York City.
65 West 54th Street - 10019 New York, New York, United States
HOSPITALITY HOSPITALITY
Simple, Efficient, Reliable, Global
An Interview with Leona Qi, President, Vista U.S.
EDITORS’ NOTE Leona Qi serves as President of Vista U.S. With her leadership, her team is responsible for growing the customer base in North America, the world’s most mature and deepest market in business aviation. The North American region has seen doubledigit year-on-year growth for Vista over successive years. Qi had over a decade of experience in capital markets and business aviation finance prior to joining VistaJet in early 2016. She held various roles at Global Jet Capital, Guggenheim Partners, and BNP Paribas. Qi holds a master’s degree from Princeton University and resides between London and New York City.
to take Bombardier aircraft and was looking for financing. When I met Thomas, he spoke about his vision for expanding VistaJet around the world and the company was getting ready to enter the United States. Thomas, being an entrepreneur, asked me if I would be interested in running the Asia Pacific region since this was a region that VistaJet was focused on for growth. While I was not ready to make a change at that time, Thomas and I chatted for about 18 months and in 2016 I decided to join VistaJet to expand its Asia Pacific business since this opportunity filled my entrepreneurial passion and interest. In 2018, I transitioned to take over the U.S. market.
Will you highlight VistaJet’s journey in the U.S. market?
COMPANY BRIEF Vista Global Holding Limited (Vista) is a leading global business aviation company providing worldwide business flight services through its network of subsidiaries and a team of over 4,000 experts. A global group headquartered in Dubai, Vista (vistaglobal.com) integrates a unique portfolio of companies to offer asset free services to cover all key aspects of business aviation, including guaranteed and on-demand global flight coverage, subscription and membership solutions, and trading and management services. Innovating the industry for over 20 years through continuous investment in talent, technology, and infrastructure, Vista’s mission is to provide the most advanced flying services at the very best value – anytime, anywhere around the world. Vista’s extensive industry expertise enables it to deliver comprehensive end-to-end solutions and technology to meet the needs of business aviation clients around the world. These services are offered through its leading brands, including VistaJet and XO.
What excited you about the opportunity to join VistaJet and made you feel it was the right fit?
I was working in finance before I switched into private aviation. I had worked on Wall Street and have an asset-backed financing background, and actually started a company called Global Jet Capital with two other cofounders to finance private jets. This is how I met Thomas (Flohr, Vista Founder and Chairman) and at that time the company had placed a historic order
I was attracted to the growth opportunities for VistaJet, and today our planes are iconic with the silver color and red stripe. Thomas wanted to build a company that provided the best service in the sky, and this was very intriguing for me since I was also interested in the luxury space, and I believe that VistaJet is at the highest end when it comes to private flying in terms of the level of service that can match the client’s lifestyle.
When I took over this role in 2018, the company had about 20 aircraft in the United States, and we were really just starting in this very mature market with established competitors. Initially, we were looked at as a niche player and were under the radar. At the end of 2018, we acquired XOJET which brought 40-plus aircraft, and then during COVID we made another acquisition of Jet Edge which injected more aircraft into the fleet. Over the past few years with the strength of our customer base and growth of the fleet, we have taken a significant market share in the United States. Our competitors have taken notice which shows the impact that Vista has made in this market. When you look at VistaJet’s competitors, how do you describe the VistaJet difference?
The most important thing that flyers at this level want is consistency. It is about a consistent level of service whether you are flying in New York, Los Angeles, London or Abu Dhabi, and working with a brand that you trust. It takes time to build that trust and reliability, and that is what VistaJet has been doing. We adhere to the highest safety standards, provide the highest
Leona Qi
service standards, and are committed to delivering a consistent customer experience. We are flying some of the most successful businessmen and businesswomen, and that requires anticipating their needs and staying ahead of the curve.
How important has it been to build the U.S. team as VistaJet has continued to grow in the market?
We regularly discuss the importance of maintaining our DNA as the company is growing so quickly, and this starts with investing in training and valuing your team. Vista now has over 4,000 staff members around the world, and we are committed to maintaining our DNA which is built on innovation and a customer-first mentality. We want to make sure that every
interaction the customer has with VistaJet, from booking a flight to the experience in the air to billing, meets the customers’ expectations and is seamless.
Our team is the heartbeat of the company, and they interact with our customers and know better than anyone what the customer wants and needs. We are constantly asking for feedback and ideas from our team in order to stay ahead of trends and make sure that we are anticipating customers’ needs. This commitment to engage all team members of the company, no matter what level, is critical to our success and to maintaining an entrepreneurial spirit.
Do you feel that there are opportunities for women to grow and lead in the industry?
I come from a Wall Street background which is also a male-dominated industry. I am really proud of how far the private aviation industry has come, even though there is still a long way to go to even the playing field. I think there is a misunderstanding about the private aviation industry as many women feel that the opportunity is to work in the cabin, but there are many other areas for a woman to
pursue, such as becoming a pilot or engineer, or working in sales and marketing. We simply focus on hiring the best talent. In doing that, it happens that over 40 percent of our team are women. It’s a testament to the fact that when you hire based on skill and capability, the team naturally reflects a wide range of backgrounds and perspectives.
Are you able to take moments to reflect on the growth and success that VistaJet has achieved in the U.S. market under your leadership, or are you always looking at what is next?
I am a cautiously optimistic person, and things change so quickly today that you always need to look ahead and be focused on innovation and opportunity. However, it is so important to take time to celebrate with your team and to acknowledge their accomplishments. Our customers really trust us to help connect them around the world where there is a business opportunity, and when they succeed, we succeed. Life is about celebrations, and we want to be there with our customers as they open a bottle of Dom Pérignon on one of our planes to celebrate their milestones.•
HOSPITALITY HOSPITALITY
Refined Elegance
EDITORS’ NOTE Carlo Javakhia’s distinguished career spans several international luxury brands, including The Ritz-Carlton, Le Méridien, Hyatt, and M Management. Beginning his journey as a front desk agent, he quickly rose through the ranks, holding multiple food and beverage leadership roles before advancing to director of operations and ultimately general manager. In his most recent role as General Manager of The Ritz-Carlton, Doha, Javakhia led the property to unprecedented success, securing multiple prestigious accolades including Condé Nast Traveler’s #1 Hotel in the Middle East (2023, 2024) and #2 Hotel Globally (2024), as well as Travel + Leisure’s #1 City Hotel in the Middle East and North Africa (2024) and #3 City Hotel in the World. Under his leadership, the hotel achieved the highest market share in its history and set record-breaking benchmarks in employee engagement (98 percent) and guest satisfaction (89.3 percent), positioning it among the top-performing properties in The Ritz-Carlton’s global portfolio. His passion for fine dining and beverage excellence is further underscored by his WSET Level 3 Award in Wines from the Wine & Spirit Education Trust. Javakhia holds an MBA from the University of
Manchester, a master’s degree in international hospitality and tourism leadership from the University of Wales, and certifications in Food Service Management from Cornell University.
PROPERTY BRIEF Nestled between the Atlantic Ocean and the iconic Bal Harbour Shops, The St. Regis Bal Harbour Resort (stregisbalharbour.com) is an exclusive oceanfront sanctuary just north of Miami Beach. The resort features 213 elegantly appointed guest rooms, each offering breathtaking ocean views, along with signature dining experiences, a Forbes Five-Star spa, and direct access to pristine white-sand beaches. Following a $65 million enhancement in 2020, it continues to redefine luxury in South Florida.
Will you provide an overview of The St. Regis Bal Harbour Resort and how the property is positioned in the market?
At The St. Regis Bal Harbour Resort, we are proud to offer an unparalleled luxury experience in one of the most prestigious destinations in the world. Located in the heart of Bal Harbour, our oceanfront resort embodies refined elegance, personalized service, and the timeless sophistication that defines The St. Regis
brand. As a leader in the ultra-luxury hospitality market, The St. Regis Bal Harbour Resort is positioned as the preferred destination for discerning travelers seeking an elevated experience in South Florida at “Miami’s Best Address.”
Our proximity to Bal Harbour Shops, one of the world’s most exclusive shopping destinations, further enhances our appeal to luxury travelers, fashion enthusiasts, and high-net-worth individuals. Beyond our physical attributes, what truly sets us apart is our commitment to bespoke service and exquisite attention to detail. Our team is dedicated to creating unforgettable moments for our guests, whether through custom experiences, exclusive partnerships, or the legendary St. Regis traditions, such as our Champagne Sabering Ritual and Afternoon Tea. As a Forbes Five-Star and AAA Five-Diamond property, we continue to elevate the standard of luxury hospitality, ensuring that each guest experiences the exceptional quality and sophistication that defines The St. Regis Bal Harbour Resort.
How valuable is it for The St. Regis Bal Harbour Resort to have such a strong suite product?
At The St. Regis Bal Harbour Resort, our suite product is one of the defining elements of our luxury experience and a key differentiator in the ultra-luxury hospitality market. Our expansive suites, all of which offer breathtaking ocean views and our signature 24-hour St. Regis Butler service, provide a residential-style retreat that blends comfort, elegance, and privacy – catering to the discerning traveler who seeks an elevated level of space, exclusivity, and personalized service. Our suite collection meets the demand for luxury and privacy, attracts guests looking for longer stays, captures premium market segments for enhanced revenue potential, and simply put, reflects the refined lifestyle that our guests are used to. We take great pride in offering an exceptional suite collection that serves as a sanctuary for our guests and look forward to continuing to elevate our offerings to exceed their expectations.
How has The St. Regis Bal Harbour Resort approached its culinary offerings and what are the keys to being successful in this part of the business?
Here at The St. Regis Bal Harbour Resort, we believe that exceptional culinary experiences are a cornerstone of luxury hospitality.
Carlo Javakhia
An Interview with Carlo Javakhia, General Manager, The St. Regis Bal Harbour Resort
Our approach to dining is rooted in innovation, authenticity, and a commitment to the highest standards of quality, ensuring that every meal is not just a dining experience, but a memorable journey for the senses. At The St. Regis, we take pride in crafting everything in-house, using only the freshest, thoughtfully sourced ingredients to guarantee unparalleled quality and flavor. Our menus are locally inspired and seasonally driven, reflecting the best of the region while incorporating global influences that cater to our well-traveled clientele. Back by popular demand, we are delighted to announce the highly anticipated return of the BH Burger Bar, set to reopen this April. Helmed by Executive Chef Adrian Colameco and Pastry Chef Nagypsy Marzouka, the BH Burger Bar will feature a menu highlighting premium cuts such as bison, short rib, salmon, and Australian wagyu, all sourced through our esteemed partnership with Allen Brothers. In addition to indulgent dessert shakes, guests can look forward to the standout cookie skillet dessert, a signature creation by Chef Nagypsy that promises to be the star of the sweets menu. Just as we provide tailored luxury in our accommodations, we extend this philosophy to our dining, offering personalized gastronomic moments such as private chef’s table experiences on the beach, customized tasting menus, and in-suite dining for those seeking the utmost privacy.
Will you highlight The St. Regis Bal Harbour Resort’s strength in meetings and events?
At The St. Regis Bal Harbour Resort, we take great pride in offering an exceptional setting for meetings, corporate gatherings, and social events, blending sophisticated luxury with unparalleled service. Whether hosting an intimate board meeting, an elegant wedding, or a large-scale corporate retreat, our property provides a unique and elevated experience that ensures every event is seamless, refined, and unforgettable. Our resort features a collection of versatile indoor and outdoor venues, all
designed to provide an atmosphere of sophistication and privacy. From oceanview ballrooms to intimate private dining rooms and outdoor terraces, our spaces are tailored to accommodate a range of gatherings, from executive meetings to grand celebrations.
How do you define the role of the general manager and how do you approach the role?
The role of the General Manager in luxury hospitality goes far beyond overseeing the daily operations of a hotel. It is about leading with vision, inspiring teams, and curating exceptional guest experiences while ensuring that every aspect of the property aligns with the brand’s highest standards of excellence. A luxury hotel is only as strong as the people behind it. My role as General Manager is to empower and inspire our team to deliver impeccable service and create a workplace that fosters collaboration, innovation, and a commitment to excellence. At The St. Regis Bal Harbour Resort, our guests expect not just service, but a level of personalization and sophistication that defines true luxury. My approach is rooted in anticipating their needs and exceeding expectations through bespoke guest experiences, maintaining the heritage and rituals of The St. Regis brand and engaging directly to understand their preferences and ensure their experience is nothing short of extraordinary. Ultimately, being a General Manager is about creating a legacy of excellence – one that is reflected in our team, our guest experiences, and the continued success of The St. Regis Bal Harbour Resort. My approach is hands-on, people-focused, and deeply committed to delivering on the timeless elegance and innovation that define The St. Regis brand.
What makes for a true luxury hotel experience today?
Luxury hospitality has evolved beyond lavish accommodations and fine dining – it is now about authentic, personalized, and
transformative experiences that cater to the desires of the modern traveler. At The St. Regis Bal Harbour Resort, we believe that a true luxury hotel experience is defined by personalization, exclusivity and privacy, authentic experiences, elevated culinary excellence, and timeless elegance plus innovation. A true luxury hotel experience today is not defined by excess, but by excellence – in service, experiences, and attention to detail. At The St. Regis Bal Harbour Resort, we continue to set the benchmark for ultra-luxury hospitality, ensuring that every guest encounter is extraordinary, every detail is meticulously considered, and every stay is unforgettable.
What advice do you offer to young people interested in pursuing a career in the hospitality industry?
The hospitality industry is one of the most dynamic, rewarding, and inspiring career paths, offering endless opportunities for growth, creativity, and personal fulfillment. For those aspiring to build a career in this field, my advice is centered on passion, adaptability, and a commitment to excellence. Develop a genuine passion for servicing people, be willing to learn and adapt to the ever-evolving world of hospitality, start at any level to gain that hands-on experience – whether in front office, food and beverage, or housekeeping, you will gain a well-rounded understanding of operations. Master the art of personalization – luxury hospitality is all about attention to detail and it will make your guests’ experience that much more memorable. Lastly, do not be afraid to put yourself out there and meet new people – hospitality is a people-driven industry, and relationships are incredibly valuable. Seek mentors, network with industry professionals, attend events, join a club at school – whatever is at your disposal, use it. For young professionals, my best advice is to embrace every opportunity, stay passionate about service, and always strive for excellence. Success in hospitality is built on hard work, dedication, and a love for creating unforgettable moments for others. A career in hospitality is not just a job – it is a journey filled with opportunities to create meaningful experiences, meet people from around the world, and be part of an industry that thrives on innovation and human connection.•
Suite (above); and the Oceanview Ballroom (top right)
HOSPITALITY HOSPITALITY
Legacy And Love
EDITORS’ NOTE Jenna Ruggiero is a co-owner of Fresco by Scotto. She brings experience from previous roles at Luminous Management LLC, Clubhouse Life LLC, Lava Records and Rufus Wainwright. Ruggiero holds a certificate in Restaurant Revenue Management from Cornell University. Her robust skill set spans the music industry, public relations, studio recording, publicity, event management and more.
Rosanna Scotto is the host of Good Day New York. She has been a member of the Fox 5 News team since 1986. A four-time Emmy Award winner for anchoring and reporting for Good Day New York, she has been essential in the success of Fresco by Scotto and works at Fresco as “President of Schmoozing.” She lives to eat, drink, and be merry at the family restaurant.
RESTAURANT BRIEF Fresco by Scotto restaurant (frescobyscotto.com) has been opened since November 1993. It’s well known as the power broker’s lunch and star-filled entertainment industry dinner. Fresco by Scotto is owned and operated by the Scotto Family, which includes Rosanna, Jenna, LJ, and Marion Scotto. Fresco by Scotto has received outstanding reviews in New York Magazine , Gourmet , and The New York Times , and three stars in Crain’s New York Business. The Scotto Family has been seen demonstrating cooking segments on NBC’s Today Show, Live with Regis & Kelly, The Ellen DeGeneres Show , Extra , The Wendy Williams Show, and Fox 5 Good Day New York
Will you discuss the history of Fresco by Scotto and how you describe the restaurant?
Scotto : Fresco by Scotto started as my mother’s dream in 1993, and we’ve poured our hearts into it ever since. It’s not just a restaurant; it’s an extension of our family, a place where we welcome guests like they’re coming into our home. Through my eyes, Fresco is warm, vibrant, and full of life – a melting pot of amazing food, laughter, and memories.
Ruggiero : For me, Fresco represents legacy and love. Growing up around the restaurant, I’ve seen it evolve into something extraordinary. It’s a mix of old-school hospitality with modern flair, a spot where everyone feels special, whether they’re here for a quick bite or a celebration.
What has been the secret to the strength of the restaurant and its ability to build such a loyal clientele?
is memorable. Our family’s presence, combined with a consistent commitment to quality and service, has kept our guests coming back for over three decades.
Ruggiero : It’s about relationships. We remember names, favorite dishes, and life moments. That personal touch, paired with consistently delicious food and a welcoming vibe, is what sets us apart.
How important is it to be innovative while maintaining a menu with traditional favorites?
Scotto : Striking that balance is critical. People come for their beloved Fresco classics like our potato and zucchini chips and Mama Scotto’s meatballs, but they also want to be surprised. We keep things fresh by introducing seasonal dishes and modern twists, always staying true to our Italian roots.
Ruggiero : Innovation is key to staying relevant. We work hard to add creative elements to our food and beverage menus while keeping the staples that our loyal guests adore.
Scotto : The secret is our connection to our customers. They know we’re here, in the trenches, ensuring every meal and experience
Jenna Ruggiero and Rosanna Scotto
An Interview with Jenna Ruggiero and Rosanna Scotto, Co-Owners, Fresco by Scotto
Fresco by Scotto restaurant on 52nd Street in
How do you focus your efforts leading Fresco by Scotto?
Scotto: I’m hands-on with everything – from greeting guests to team meetings.
Ruggiero: I run the daily operations of the restaurant along with my brother, LJ Ruggiero. We’re the ones focusing on guest experience, making sure everything runs smoothly, and that the food is coming out of the kitchen. Mom gets the asses in the seats! I collaborate with our Chef on ideas for the menu, programming for our special events, run all our marketing, and the list goes on. It’s important for me to be present at every preshift and staff meeting. You can never take your eyes off the ball.
What have been the keys to attracting and retaining talent for the restaurant?
Scotto: Treating our staff like family. Many of our team members have been with us for years, and that says a lot about the culture we’ve built.
Ruggiero: It’s about creating an environment where people feel valued and supported. Happy staff equals happy guests.
What has made the working relationship between the family work so well?
Scotto : Respect and clear communication. We all have our strengths, and we play to those. It’s also about having fun – we don’t take ourselves too seriously, and that keeps things balanced.
Ruggiero : We’ve found our rhythm by keeping the lines of communication open. Plus, there’s a deep sense of trust – we know we’re all working toward the same goal.
What are some of the top-selling menu items at the restaurant?
Scotto : Our Bolognese is consistently a top seller. Guests also love our pizza and Mama
Ruggiero: And don’t forget dessert. Our homemade tiramisu and cheesecake are always a hit.
Will you highlight what you have implemented in terms of programming and entertainment?
Scotto: Jenna has been planning exciting themed nights, like wine dinners, a Tarot Card Night, and our Italian Carnivale event. It’s about making every visit to Fresco feel like a unique experience.
Ruggiero : I’m very excited about the programming for our special events this year. We will be incorporating live music, special collaborations with artists, creative menus and festive decorations. In February we had Valentine’s Day Weekend featuring one of NYC’s most sought after singers, Storm Marrero. On February 14, Storm serenaded guests with her live jazz quartet, and the following day, Storm got our guests dancing on the tables when she accompanied our live DJ for a more fun night. We hosted Italian Carnevale on February 28, which was a masquerade night…and there are many more things to come.•
Scotto’s meatballs – classics that have stood the test of time.
HOSPITALITY HOSPITALITY
Creativity, Style, And Sophistication
An Interview with Michael Achenbaum, President and Founder, and Sean Largotta, Co-Owner, Gansevoort Hotel Group
EDITORS’ NOTE
Michael Achenbaum, President and Founder of Gansevoort Hotel Group (GHG), is credited with helping to galvanize Manhattan’s Meatpacking District with his first hospitality venture in 2004: the iconic Gansevoort Meatpacking Hotel. Achenbaum is also co-founder and partner of the exclusive private membership club, Seven24 Collective, currently located in New York City’s vibrant Meatpacking District, and soon expanding to a 150-acre property in Hudson Valley, including a luxury countryside retreat focused on refined hospitality and state-of-the-art wellness offerings. Achenbaum’s skill for identifying and revitalizing up and coming neighborhoods does not stop with New York. Achenbaum successfully developed and launched the Curtain Hotel and Members’ Club in Shoreditch, London before selling the property in 2020. Since then, his original project, Gansevoort Meatpacking, has undergone a top-to-bottom renovation, bringing the property to the forefront of luxury stays in New York City and once again breathing new life into the neighborhood. Works from Achenbaum’s personal art collection can be found throughout the hotel, lending his personal touch to the property. Achenbaum involves himself in every detail of his properties, from working with neighboring retail and restaurant partners to lending his eye to the interior design process. An active part of the Meatpacking District community, Achenbaum is also a board member of the BID, the neighborhood’s business and development association. Since 1999, Achenbaum has developed over $1 billion in property. Prior to entering into hospitality, Achenbaum helmed a career in finance, holding positions at Bear Stearns and Nomura Securities. Achenbaum graduated with a degree in history from the University of Michigan, where he founded the George Mitchell/Archie Wilkins Scholarship providing financial assistance to local students in the Big Siblings program, and he also obtained master’s degrees in law and business from New York University.
Sean Largotta is co-founder and partner of Seven24 Collective. He is also a co-owner of the Gansevoort Hotel Group, including restaurants Le Coin, Saishin, and Gansevoort Rooftop. He played a key role in recapitalizing Gansevoort Meatpacking in 2022 with his capital partner, Cedar Capital Partners. Largotta’s recent ventures include the Hotel Hugo, a luxury boutique hotel in Soho, New York. As one of the Managing Partners, he was instrumental
Michael Achenbaum
in establishing the brand’s structure and positioning. Prior to this, Largotta was a part of the ownership and operating team of The Curtain in London before leading the sale of the iconic establishment for $124 million in 2018. After a long and successful career on Wall Street, Largotta entered the hospitality business in 2009 by taking over The Raleigh Hotel, a South Beach, Miami landmark. He was a key figure in the management team responsible for restoring the iconic 105-room art deco hotel to its former glory. The hotel became popular among
celebrities such as Calvin Klein, Clive Davis, Madonna, and many others. After its redevelopment, The Raleigh was sold for $56 million in 2012. As a successful restauranteur, Largotta’s other notable restaurants include Lion, Crown, and Bill’s in New York and London.
COMPANY BRIEFS
Gansevoort Hotel Group (gansevoorthotelgroup.com) delivers hotels that marry the best of the local neighborhood with prominent art, design, technology, and local heritage as well as the brand’s legacy. Gansevoort properties aspire to enhance the guest experience through innovative technologies and modern wellness amenities that suit the personal needs of every traveler. Gansevoort Hotels are both rooted in hospitality traditions and welcoming of industry evolutions.
At Seven24 Collective (seven24collective. com), style, sophistication, and community coalesce. Nestled in the heart of New York’s iconic Meatpacking District, its memberships are at the forefront of emerging technology, fashion, and culture. Featuring world-class amenities, Seven24 Collective provides a private and luxurious environment to connect, entertain, work, dine, and relax.
Sean Largotta
Will you provide an overview of Gansevoort Meatpacking NYC and how the property is positioned in the market?
In 2024, Gansevoort celebrated our 20th anniversary in the Meatpacking District. For two decades, the hotel has been instrumental in shaping the neighborhood’s reputation as a luxury destination that seamlessly blends creativity, style, and sophistication. We recently wrapped up a $40 million renovation to our 186-room property, offering guests a new, elevated experience that embodies the cultural renaissance of the neighborhood.
In January 2024 we also launched a private members-only club inside Gansevoort called Seven24 Collective, which guests currently have access to during the duration of their stay. These members-only spaces include a ’70s-inspired speakeasy with retro bowling and karaoke, as well as exclusive co-working spaces for meetings, networking, and more. These exceptional features are part of a larger vision that redefines the New York City hotel experience.
A stay at Gansevoort places you at the heart of it all, offering design-forward accommodations, personalized service, and easy access to
downtown New York. The hotel is just steps away from The Whitney Museum of American Art, Little Island, the High Line, Chelsea Market, top-tier restaurants, world-class luxury shopping, art galleries and more, offering visitors an opportunity to immerse themselves in the city’s vibrant social and cultural scene.
Gansevoort offers a seamless blend of bestin-class service, quiet luxury, and urban vibrancy, featuring loft-inspired guest rooms with stunning city or waterfront views. Renowned for our year-round, heated rooftop pool, a rare and unforgettable amenity with sweeping views of Downtown New York City, the hotel provides an elevated experience that sets it apart.
Adding to its appeal, the hotel is situated on Gansevoort Plaza, reminiscent of Parisian elegance, surrounded by charming cobblestone streets, landmarked architecture, al fresco dining, and proximity to the water. This blend of sophistication and energy has created one of Manhattan’s most enticing and picturesque neighborhoods, ensuring an unforgettable stay for every guest.
Will you highlight Gansevoort Meatpacking NYC’s suite product?
The Gansevoort Suites are a 475-square foot apartment-style suite, where comfort and style seamlessly blend to create an apartment-like oasis. This thoughtfully designed suite features a living room, bedroom and spacious bathroom. Guests can soak in the city from the two step-out Juliet balconies as they overlook views of the Meatpacking District. There are eleven of these suites on property.
The expansive Manhattan Suites start at 550-square feet, complete with a spacious bedroom, comfortable living room, and 1.5 beautifully appointed bathrooms. The master bathroom features both a steam shower and relaxing bathtub. Guests can step outside on the Juliet balcony and enjoy breathtaking views of the city skyline. There are ten of these suites on property.
The Poliform Penthouse is the crown jewel of Gansevoort Meatpacking’s luxury accommodations. Designed exclusively by Poliform, the 1,700-square-foot duplex is constructed for a comfortable stay, whether short- or long-term, and built to entertain. The duplex plays gallery for original works from renowned artists Frank Stella, Adi Oren, Daniel Mazzone, and Mick Rock. Poliform tapped into their network of international designers to collaborae on the products, and each element is shoppable should a guest decide they can’t live without one of the pieces. Striking 20-foot floor-toceiling windows greet guests upon entering the Poliform Penthouse, showcasing unbeatable views of the Hudson River. The first floor serves as a communal space, anchored by a Mondrian sofa and a striking coffee table made of rare African St. Laurent stone with orange lashes of color. A floor-to-ceiling fireplace balances the room, flanked by dramatic bookcases on either side. Throughout the space, dark wood finishes and slate floors lend to an overall luxurious aesthetic. The suite is designed exclusively with Poliform furniture throughout the master
Gansevoort Meatpacking NYC exterior
bedroom, extensive custom closets, spacious dining area, living room and three bathrooms –including a master bathroom with steam shower and deep soaking tub – stocked with products by Grown Alchemist. A fully stocked bar and concert-clarity Sonance surround sound system round out the experience. The modern, sleek, tech-forward duplex is a nod to luxury loft living in the Meatpacking District, with slate floors, brushed concrete walls, sweeping views of the Meatpacking District and the Hudson River; the space is a harmonious blend of industrial and elegant elements, with quintessential Poliform design from furniture, kitchen cabinetry, and custom closets. The penthouse was completely gutted and transformed into what it is today. Everything is new – the Poliform custom elements (kitchen, closets, furniture), the winding staircase, the bathrooms, steam showers, soaking tub, fireplace, marble – it was a complete makeover to bring a heightened sense of luxury to Gansevoort.
Guests can empower their day with yoga, pilates, guided stretching, meditation, cardio, strength classes, dance, and more, with the interactive lululemon Studio Mirror located in all 186 guest rooms. Each guest room is also equipped with a smartly designed Marshall speaker, offering a rich, full sound, with seamless Bluetooth connection and uninterrupted wireless listening.
How has Gansevoort Meatpacking NYC approached its culinary offerings, and what are the keys to being successful in this part of the business?
We have four restaurants on property offering a wide range of culinary experiences, allowing guests to travel to Italy, Paris, and Tokyo without even leaving the property. Our Michelintrained chefs focus on fresh, seasonal, high-quality ingredients, innovative dishes, and exceptional service.
At the forefront of the property’s new, elevated identity is the latest iteration of the legendary Gansevoort Rooftop’s cocktail concept: Eden. Inspired by our trips to coastal Italy, the space seamlessly merges the indoors and outdoors with a retractable glass roof enclosure and sliding walls that flow from the pool deck into a courtyard-inspired indoor space, enveloped by a lush, wraparound terrace. A custom ornate Italian fresco filled with surreal forbidden fruit trees and wisteria motifs welcomes the outdoors into the space. The Gansevoort Rooftop has 360-degree views of the sparkling Manhattan skyline and Hudson River. Leading the creation of the menus for the new rooftop spaces is Gansevoort Meatpacking’s newest addition to the culinary team, Chef Sebastien Chaoui, most notably from Maitre Corbeau, a 2-Michelin Star restaurant and Hotel National des Invalides in Paris, and New York’s former Coco J’adore and La Petite Maison. Beyond the rooftop, Chef Sebastien further elevated the
menus of the European-inspired lobby café, Coffee + Cocktails, and the hotel’s newest restaurant, Le Coin, which opened in September 2024.
Le Coin’s menu is inspired by the rich culinary traditions of Paris and coastal France. With indoor and al fresco seating, the restaurant effortlessly blends the bustling energy of New York City in a timeless, charming space adorned with vintage decor and original artwork curated by Paris Chong, Gallery Director of Leica Gallery LA. Employing the philosophy known as Bistronomy, a culinary style that combines bistro foods and dishes with gastronomic cooking methods, Chef Chaoui’s menu features innovative interpretations on traditional French dishes with modern techniques. Featuring a standout wine list primarily from France and Italy, Le Coin focuses on high caliber offerings from the most renowned regions.
fare designed to be shared alongside a robust cocktail program.
What was the vision for creating Seven24 Collective and how will this offering be a differentiator for Gansevoort?
Our private membership club, Seven24 Collective, was designed to offer a one-stopshop for individual’s looking for an exclusive, inspiring “third space” to experience community, wellness, culinary offerings, and more. Featuring world-class amenities and bespoke programming, Seven24 provides luxe, versatile environments to connect, entertain, work, dine, and relax. From the distinguished Study to the 1970s-inspired speakeasy, DIMES, Seven24 Collective is a stylish oasis where members can find the perfect balance between work and play. Members can start with a morning meeting over espressos, followed by a workout in the 24/7 state-of-the-art fitness center and a swim at the rooftop pool overlooking the Hudson. We also offer curated programming and events for members across culinary, wellness, music, and more. From jazz and comedy night, to entrepreneurial panels and leadership networking, to master mixology courses and tastings (like vintage Dom Pérignon tastings with LVMH), to fitness experiences like run club, sculpt classes and rooftop yoga – there’s something for everyone. Members enjoy priority dining reservations throughout all restaurants on the property, as well as neighborhood discounts and perks with our ever-growing list of Seven24 partners. Members also have access to our pool with panoramic skyline views and recently renovated fitness center featuring all of the modern workout must-haves, including Peloton Bikes, the lululemon Studio Mirror, free weights, treadmills, ellipticals, stair steppers, a rowing machine, and our new, detoxifying sauna with infrared heat and elegant yet modern locker rooms.
What makes for a true luxury hotel experience today?
Separate from Chef Chaoui’s venues lies Saishin, the city’s first rooftop Omakase experience, offering bespoke sushi and sashimi tastings by Chef Isaac Kek. At Saishin, guests can enjoy an artful 14- or 19-course Omakase tasting at the interactive chef’s counter, where each luxurious bite is prepared in front of the guest with intention, precision, and fresh seasonal ingredients. For guests who prefer to curate their own experience, a seasonal, dynamic menu of á la carte otsumami, hot entrees, and sushi is available to enjoy at dining tables.
In 2023, the hotel also welcomed its ground-floor restaurant, Meduza Mediterrania, a new concept by Noble 33 (Toca Madera, Casa Madera, Sparrow Italia), serving Mediterranean
Luxury hospitality means anticipating your guests needs before they’re spoken, offering personalized, best-in-class service, from before the guest even arrives on property. Updating amenities, ensuring comfort, and advancing technology are just a few of the ways we provide seamless service to our guests.
What advice do you offer to young people interested in pursuing a career in the hospitality industry?
Keep your guests at the center of everything you do. Encourage customer feedback –it’s priceless. Listen carefully and use their input to make meaningful improvements to your service. Being ahead in the hospitality industry means constantly evolving and innovating to stay relevant amongst competitors and travelers •
The rooftop pool at Gansevoort Meatpacking NYC
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
A Commitment To Quality
Napa Valley’s Cakebread Expands With National Launch Of Bezel Brand
An Interview with Mike Jaeger, President and Chief Executive Officer, Cakebread Cellars
EDITORS’ NOTE Mike Jaeger is the President and Chief Executive Officer of Cakebread Cellars. He has held executive positions at several top tier wine companies (Joseph E. Seagram & Sons, Trinchero Family Estates, Constellation Brands) and worked with some of the most respected brands in the world including Mumm Napa Valley, Sterling Vineyards, Charles Krug, Kim Crawford, and Domaine de la Romanée-Conti. Prior to joining Cakebread Cellars in 2018, he served as CEO at C. Mondavi & Family. Jaeger’s experience spans all major wine categories, price points (economy to ultra-premium), and growing regions (California, Washington, Oregon, France, Italy, Australia, New Zealand, South America and South Africa). Jaeger earned a BS degree in business administration and marketing from California State University, Chico.
How important has it been for Cakebread Cellars to maintain a family culture as it has grown over the past 50 years?
It’s been essential. Maintaining a family-first culture has remained at the core of everything we do as we’ve expanded. Jack and Dolores Cakebread believed that great wine should bring people together and that philosophy continues to guide Cakebread today. Their stewardship ensures that our winemaking, hospitality and business strategy all remain rooted in those same principles – from how we care for our vineyards to the experiences we create for our guests.
we remain committed to honoring our roots while embracing new opportunities that reflect the principles that have defined us since 1973.
Will you provide an overview of Cakebread’s offerings?
WINERY BRIEF Since its founding in 1973, Cakebread Cellars (cakebread.com) has been famous for its warm, gracious hospitality and unmatched wines. With over 50 harvests under their belt, the family winery has become one of the most successful and respected wineries in America, renowned for its world-class vineyards, wines, and hospitality. In 2023, Cakebread expanded its legacy with the launch of Bezel, bringing its craftsmanship to California’s Central Coast with a modern collection of vibrant, fruit-driven wines designed for effortless enjoyment. Bezel is available in select markets now, with a nationwide launch planned for 2025.
Will you discuss the history of Cakebread Cellars?
Cakebread Cellars started as a true family venture. Jack and Dolores Cakebread founded the winery in 1973 after a chance opportunity to purchase land in Napa Valley while Jack was on a photography assignment. From the beginning, their focus was on quality, hospitality, and building something meaningful that could be passed down through generations. Their vision has been carried forward by their sons, Bruce and Dennis Cakebread, who have honored this vision and continued to guide the winery with the same family-first dedication. Still family-owned and operated, the winery has grown into one of Napa’s most respected wineries, building on its reputation for producing world-class wines and creating a welcoming, memorable experience for our guests.
One of the biggest advantages of this culture has been the loyalty and dedication of our team, many of whom have been with us for decades. That sense of continuity has not only preserved our traditions, but also allowed us to evolve thoughtfully, driving initiatives like the launch of Bezel. This family culture is especially apparent in our culinary program which was established on the Cakebread family’s principles and is now fostered by 35-year veteran Chef Brian Streeter. As we grow,
We produce a range of wines, but we’re probably best known for our Chardonnay, Cabernet Sauvignon, Sauvignon Blanc, and Pinot Noir. We make 18 wines, including estate-grown bottlings, single-vineyard selections and our Reserve series. Each wine reflects our commitment to balance, elegance, and food-friendliness, which has been a cornerstone of Cakebread since the beginning. Beyond our Napa Valley wines, the Cakebread portfolio now includes Bezel and Mullan Road Cellars, two brands that build on our family’s winemaking legacy. Bezel, sourced from California’s Central Coast, brings the same craftsmanship to a fresh, fruit-forward style, perfect for more everyday occasions. Mullan Road Cellars, based in Washington’s Royal Slope AVA, offers a bold, structured expression of Cabernet Sauvignon that highlights the region’s unique terroir. Together, these brands allow us to explore new regions and styles while staying true to our heritage of exceptional quality and thoughtful winemaking.
Mike Jaeger
Cakebread’s recently launched Bezel, a vibrant, fruit-driven wine
What have been the keys to the strength and leadership of Cakebread Cellars for over five decades?
First and foremost, consistency. From our commitment to quality to the strong relationships we’ve built with growers and customers, we’ve always focused on the long game. But for Cakebread, that doesn’t mean looking 10 years ahead; it means thinking about the future. When we acquire vineyards or make decisions about vineyard management, we do it with the next generation in mind, ensuring that the land remains healthy and productive for decades. As a leader, I honor and build upon that foundation while continuing to evolve the business and position it for future success. That means looking for new opportunities, whether it’s introducing brands like Bezel or strengthening our customer relationships – while staying true to the brand’s core values.
Will you discuss Cakebread Cellars’ commitment to sustainability?
Sustainability has always been at the heart of Cakebread Cellars and remains that way today. We’re proud to be part of the International Wineries for Climate Action (IWCA), an organization dedicated to reducing carbon emissions and driving sustainability forward in the wine industry. As part of our long-term goals, we’re working toward carbon neutrality and increasing our use of renewable energy, while also focusing on soil health through methods like composting which are championed by Bruce Cakebread to ensure the longevity of our vineyards and surrounding ecosystem.
We apply that same commitment to Bezel, and all of its vineyards are SIP Certified (Sustainability in Practice), which ensures responsible vineyard management and environmental stewardship. Across our portfolio, we remain focused on thoughtful approaches that help preserve the land for future generations.
What was the vision for the launch of Bezel, and how does Bezel fit into Cakebread’s long-term vision?
Bezel was created to bring the Cakebread family’s winemaking expertise to a new audience, offering high-quality, expressive wines at a more affordable price point. Over the past five years, we’ve studied consumer trends, trade needs, and market opportunities, and it became clear that there was demand for wines that maintain the trust and tradition of excellence found at Cakebread but are designed for more casual, everyday occasions.
Bezel is a natural evolution of the Cakebread portfolio, crafted for a younger, modern wine drinker who values fresh, fruit-forward wines that are easy to enjoy. While Cakebread Cellars is deeply rooted in Napa Valley and fine dining, Bezel offers a more accessible, retail-friendly option, making it
easier than ever to bring Cakebread family wines into weeknight dinners, get-togethers and relaxed celebrations. Looking ahead, Bezel strengthens the Cakebread family’s presence beyond Napa Valley. It will enable us to introduce new consumers to our winemaking philosophy while maintaining the same commitment to quality and authenticity that has driven our efforts for more than 50 years.
Why did you feel the Central Coast was the next step for Cakebread Cellars?
The Central Coast was the ideal choice for Bezel because it allows us to explore a different expression of California winemaking while maintaining the same quality and time-honored techniques that define Cakebread. Paso Robles and the emerging SLO Coast offer incredible diversity in microclimates and vineyard sites, allowing us to create vibrant, fruit-forward wines with freshness and balance. This move was also driven by how today’s consumers engage with wine. There is a growing demand for high-quality, yet approachable wines designed for more relaxed, everyday occasions. By expanding to the Central Coast it allows us to offer something new without compromising on what has made Cakebread successful for decades – a dedication to excellence, authenticity, and wines that bring people together.
What has made the wine industry so special for you?
It’s hard to believe, but my journey in this incredible industry began all the way back in 1987 – almost 40 years ago (though I’m not sure I’ve aged better than some of the bottles I’ve opened). Along the way, I’ve had the privilege of working with amazing companies, even better people and, of course, enjoying some truly exceptional wines. I have to admit, at the end of a meal with friends, it’s not uncommon for someone to sigh and say, “I wish I had your job.” And without missing a beat, I always smile and reply, “Trust me, I’m living the dream for both of us!”•
Cakebread Cellars uses concrete egg-shaped fermentation tanks in their fermentation hall
Cakebread Cellars Vistor Center
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
Authenticity And Balance
An Interview with Violet Grgich, President and Chief Executive Officer, Grgich Hills Estate
EDITORS’ NOTE Violet Grgich’s passion for wine began at an early age, as she literally grew up accompanying her father, Vintners Hall of Fame inductee Miljenko “Mike” Grgich, in the vineyards and cellar. She spent her summers at the winery, doing everything from bottling line work to laboratory analysis and working in the tasting room. Attending the University of California, Davis, she earned a BA in music while taking classes in biology, chemistry, and enology. After graduation, she returned home to Grgich Hills (grgich.com) to continue her education in the wine business, learning about daily operations of the winery from her father. She received her Master of Music in harpsichord at Indiana University, and then joined the winery full time in 1988. She’s now responsible for daily management of the winery, as well as sales and marketing as President and Chief Executive Officer.
regenerative research and execution in the vineyards, to our passion for agricultural education and social responsibility with various philanthropic organizations, our goal is to positively impact the agricultural sector, environment, and the world. In order to do this, we have to be ever-evolving and learning –like my father said: “Every day, do your best, learn something new, and make a friend.” This notion pertains to everything we do – from the vineyards, to our winemaking, to our hospitality.
How do you focus your efforts leading Grgich Hills?
Will you highlight the history of Grgich Hills Estate and how the winery has evolved?
Grgich Hills Estate has a prodigious history rooted in resilience, passion, and the pursuit of excellence. My father, Miljenko “Mike” Grgich, made history when his 1973 Chateau Montelena Chardonnay won the Judgment of Paris in 1976, proving that Napa Valley wines could stand alongside the best in the world. That moment changed the course of California winemaking and led my father, a Croatian immigrant who overcame adversity, to ultimately fulfill his American dream of freedom and owning a winery. In 1977, he partnered with Austin Hills of the Hills Bros. coffee family, who had established vineyards and an extensive business background, to establish Grgich Hills Estate, which has since remained family owned and operated and committed to crafting wines of the highest quality, always with a deep respect for the land. From the very beginning, we focused on winemaking and farming methods that allow our vineyards to thrive naturally, and today, we are proudly 100 percent estate-grown and Certified Regenerative Organic. Over the years, we’ve evolved by embracing innovation while staying true to the classic and balanced style my father established that enhances the purity and vibrancy of our wines. Through our constant efforts of regeneration, we evolve every day with the goal of making our Earth a better place, environmentally and socially. From our
With unwavering dedication, I’m committed to preserving and continually enhancing the Grgich Hills Estate’s status as an icon of innovation and winemaking. As a second-generation steward of Grgich Hills Estate, not only do I have an innate connection to the winery, but a deep-seeded commitment to leaving the world better than we found it for future generations. Put simply, my focus includes crafting world-class wines, regenerating the Earth, and fostering peace through friendships, which have always been everlasting aspects of our ethos.
I work closely with my cousin, Ivo Jeramaz, our Vice President of Winemaking and Vineyards, and his team to uphold the traditional values and style my father championed, while also embracing intentional innovations that enhance the complexity and expression of our wines. Our vineyards are the foundation of everything we do, and maintaining their health and vitality is paramount. Beyond the vineyards and cellar, I am deeply involved in philanthropic work that helps create positive change in the agricultural and humanitarian veins. Some notable organizations I’m proud to work with are Roots of Peace, The World Food Prize Foundation, the Smithsonian Center for Folklife and Cultural Heritage, and WiRED International. My leadership is guided by a sense of responsibility – to my family, to our partners, to our dedicated team, and to the land itself. Will you provide an overview of Grgich Hills’ wines?
At Grgich Hills Estate, the commitment to authenticity and balance is at the forefront of our winegrowing philosophy. We strive to craft wines that embody a true sense of place, utilizing minimal intervention winemaking to allow the vintage and vineyard to create exquisite aromas
Violet Grgich
and flavors in the wine. This approach draws everything needed from the vineyard, letting the soil, vines, native yeasts, and grapes structure the style of the wine fully. This achieves a balance that allows for infinite variation while preserving character – we believe that wine, after all, is a living thing. While we embrace evolution in our techniques, the essence of our house style remains consistent, ensuring that each bottle reflects the legacy and exquisite quality of our estate vineyards, bringing people together, creating moments of joy, conversation, and connection, just as my father always believed it should. That philosophy continues to guide us today.
Our portfolio is both diverse and consistent, offering something for every palate and occasion. Our five estate vineyards, complete with 365 acres spread throughout the finest sites in Napa Valley, allow us to produce wines that express the unique terroir of each site. Whether it’s our expressive Sauvignon Blanc, our iconic, age-worthy Chardonnays, or our balanced and complex Cabernet Sauvignons, every bottle reflects our deep dedication to quality and longevity. At the heart of Grgich Hills is a welcoming, down-toearth hospitality, both in the wines we make and the way we share them. We believe wine should be inclusive – there’s a wine for everyone, and every bottle tells a story of our family’s passion, history, and relentless pursuit of excellence. We are always experimenting, invariably learning, and habitually striving to make wines that are both timeless and innovative.
What have been the keys for Grgich Hills to remain relevant for almost five decades?
We have remained a small, family-owned and operated winery since our founding and plan on continuing with future generations. This personal attention resonates with guests who appreciate meeting and connecting with us directly. Our
continued focus on sustainability and innovation, particularly in our 100 percent estate grown vineyards with regenerative farming, is especially relevant to the younger demographic for whom climate change is a keenly felt concern for their future. Regenerative farming practices capture and store CO2 in the soil, and we have already achieved our goal of being carbon negative. Our wines are made with minimal intervention, and fermented with native yeasts, capturing the essence of our terroir and giving them a truly unique and authentic sense of place. Our dedication to making some of the finest wines in the world by staying true to our natural style of elegant, balanced, and
mouthwateringly delicious wines has continued to ensure our relevance to people of all ages and experiences. Our winery experiences are tailored to our guests’ needs and are down-to-earth while still creating special memories with attention to detail. Most importantly, our values of every day doing our best, learning something new, and making a friend, continue to guide us.
How important has it been to keep a family feel and culture as Grgich Hills has expanded and grown over the years?
Keeping a strong family feel and culture has been essential to Grgich Hills Estate, no matter how much we’ve grown, as family has always been the core foundation of our winery. From the very beginning, we built this winery with the belief that wine is about bringing people together and making them happy. That philosophy extends beyond the bottles we produce – it’s woven into the way we operate as a business and how we treat our team, our guests, and our community. Even as we’ve expanded, we have remained a family-owned winery, which allows us to stay true to our values. From myself to my cousin, Ivo, to family members in sales, marketing, and beyond, this helps to ensure that the Grgich Hills legacy of excellence endures. We foster a collaborative environment where every team member is valued as family, and many of our employees have been with us for decades. That sense of continuity and shared purpose ensures that the passion, dedication, and hands-on approach that defined us in the beginning is still present today. This family-driven culture extends to our hospitality as well. When people visit Grgich Hills, we want them to feel that they are the most important people in the world – as if they’re coming to our home. Whether it’s through our tasting experiences or the personal way we tell our story, we strive to create a connection that is genuine, warm, and inclusive. At its heart, Grgich Hills is more than a winery – it’s a legacy built on togetherness, hard work, and a love for winegrowing.•
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
Ground To Glass
An Interview with Joyce Nethery, Co-Owner and Master Distiller, Jeptha Creed Distillery
EDITORS’ NOTE As far back as she can remember, Joyce Nethery has had a passion for chemistry. She earned a master’s degree in chemical engineering from the University of Louisville’s Speed Scientific School, and for 15 years worked as a process engineer in industrial scale distillation. She then spent a decade teaching high school chemistry and physics before her husband Bruce’s dream of opening a distillery reignited her passion for the distillation process –and the rest, as they say, is history. Her deep love for farm life, as well as her many years working her family’s land, have given her invaluable insight into growing the wide variety of crops used in Jeptha Creed’s products. It has also inspired the distillery’s distinct ground-toglass maxim. In addition to being a Master Distiller and owner of Jeptha Creed, she is a devoted mother of two who has a passion for all things Kentucky. She couldn’t be prouder to carry on the state’s long history of distilling the finest spirits in the world.
time as a process engineer, I transitioned to teaching high school chemistry and physics. It was during this period that I discovered the importance of classroom management skills. Coincidentally, the techniques I developed for managing a high school chemistry class are remarkably similar to those needed for managing a bachelor or bachelorette group visiting the distillery. Following several years in education, I left teaching to become the Chief Financial Officer for my husband’s company. In this role, I handled accounts payable, accounts receivable, depreciation schedules, and taxes. I also gained a deep appreciation for the importance of cash flow in business. Looking back, I see how each step in my career – engineering, teaching, and financial management – prepared me serendipitously for running the distillery.
Will you discuss the history of Jeptha Creed?
have the tractors, corn planters, and all the equipment needed to grow crops and raise animals. The idea for the distillery was actually my husband’s. At first, I thought it was crazy, but he kept talking about it, so I decided to explore it further. I found a distiller’s class at Moonshine University to help him learn the skills of distilling. However, he wasn’t able to attend, so I went in his place. That class rekindled my love for engineering, particularly the role of copper in distilling, and inspired me to create what we now call our “Ground to Glass” concept. With our farm and my husband’s agricultural expertise, we realized we could grow unique heirloom varietals of corn instead of the Roundup Ready corn we were producing at the time. With my engineering background, we could distill that corn into a beautiful bourbon, creating a product that reflects both our farming heritage and our commitment to craft distilling.
How do you define Jeptha Creed’s mission?
DISTILLERY BRIEF Jeptha Creed Distillery (jepthacreed.com) uses old fashioned methods to meet today’s demanding modern tastes. They use only the finest ingredients, locally grown and sourced (when possible) to ensure their products meet the highest expectations for quality and flavor. Owned and operated by dynamic mother-and-daughter duo Joyce and Autumn Nethery, Jeptha Creed sits on 64 acres of farmland where they grow the Bloody Butcher Corn they use for all of their products. Using that corn, they produce bourbon, whiskey, vodka, moonshine, and brandy.
Will you highlight your career journey?
My career journey began with a master’s degree in chemical engineering from the University of Louisville Speed Scientific School. My first position was as a process engineer at Monsanto Electronic Materials in Spartanburg, South Carolina. After that, I moved to Louisville to work as a process engineer for Rome and Haas, which is now part of DuPont. At their industrial distillation facility, I worked on distilling methyl methacrylate (MMA), a foundational monomer in various plastics and plastic additives. Interestingly, the principles, applications, and techniques used in distilling MMA are very similar to those used in distilling ethanol for bourbon – but distilling ethanol for bourbon is a lot more fun. After my
Jeptha Creed is a family-run, farm craft distillery deeply rooted in our agricultural background. My husband grew up as a dairy farmer, and we operated a dairy of our own for many years. We still
Jeptha Creed’s mission is to create beautiful bourbon using heirloom grains, particularly heirloom corn. We are deeply committed to honoring the rich history of heirloom corn, Kentucky, and our country. By paying homage
Joyce Nethery
Joyce Nethery at work at Jeptha Creed in Kentucky (above and opposite page - bottom); Jeptha Creed 6 Year Old Wheated Bourbon (opposite page - top)
to the people who came before us – especially veterans who have fought for our freedoms –we aim to carry forward a tradition of craftsmanship and community.
Giving back is a key part of our mission. Through initiatives like our Red, White, and Blue Bourbon, we maintain ongoing partnerships with nonprofit veteran organizations to support these communities. In 2024, we began donating a portion of the sales from our Red, White, and Blue Bourbon to CreatiVets, a nonprofit organization dedicated to helping current and former military members through the arts, as a gesture of appreciation for their service.
Will you provide an overview of Jeptha Creed’s spirits and how the brands are positioned in the market?
Jeptha Creed offers a wide portfolio of high-quality spirits, including bourbon, moonshine, vodka, and brandy. Our core bourbon portfolio features:
• Red, White & Blue Kentucky Straight Bourbon
• Six-Year Wheated Bourbon
• Bottled-in-Bond Bourbon
• Straight Four-Grain Bourbon
What sets Jeptha Creed apart is our unique flavor profile, derived from heirloom corns. We’ve discovered that different corn varietals significantly impact the flavor of bourbon, a little like how grape varietals influence the flavor of wine. With this distinct and beautiful flavor profile, Jeptha Creed is positioned as a high-end bourbon brand. We stand out in the marketplace by offering consumers a deeper appreciation of how essential corn varietals are to creating exceptional bourbon.
What can guests expect to experience when visiting Jeptha Creed Distillery?
Visitors to Jeptha Creed Distillery can expect a memorable and immersive experience. Upon arrival, they can explore our gift shop, enjoy a cocktail at the bar, or relax at the Creed
Café. We offer guided tours and tastings, giving guests a chance to learn about our process and sample our spirits. For those seeking a more hands-on experience, we also offer cocktail classes and barrel tastings. As we grow our own corn on the distillery property, right next to our barrel barns, guests will be able to witness our “Ground to Glass” concept in action,
In addition to these experiences, we host exciting annual events. Our Jammin’ at Jeptha summer series features live music, food, and craft cocktails. Last year, we had performances by Mason Ramsey and Phillip Phillips. The Fall Harvest Festival is another highlight, with fun activities including a corn maze, food trucks,
and local vendors. Whether visiting for an event or enjoying our regular offerings, guests can look forward to a beautiful southern, rural experience throughout the year.
How important has it been to build the Jeptha Creed Distillery team?
Building the Jeptha Creed Distillery team has been of gigantic importance. As a family-run business, we take pride in the close involvement of our family members. My daughter, Autumn, and I manage the distillery as a mother-daughter duo, with Autumn being groomed to take over and lead the business. My son, Hunter, is also an owner and has contributed to many aspects of the distillery’s operations. In addition to our family, we’ve built an exceptional team to support our vision and carry the business into the future. We have trusted leaders throughout the many aspects of our business – in our front of house space, distillery operations, and sales and marketing departments. Together, this strong and dedicated team ensures the success and sustainability of Jeptha Creed for years to come.
What are your priorities for Jeptha Creed Distillery as you look to the future?
Our priority is to continue producing highquality products with our “Ground to Glass” commitment. This means utilizing our growing profile of estate-grown corn in all of our distilled spirits, ensuring every product reflects our dedication to unyielding quality. Last but not least, innovation remains a cornerstone of our approach. Our innovation comes from the soil – beyond the multiple varietals of corn we’ve been growing, we are now branching out into smaller grains, including rye, wheat, and barley, to explore new products. Staying true to our “Ground to Glass” philosophy, our future spirits will continue to be made from locally sourced grains, with many coming directly from our own farm.•
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
The Convergence Of Purpose And Passion
An Interview with MaryAnn and Larry Tsai, Co-Founders, Proprietors, Moone Tsai Winery
EDITORS’ NOTE Growing up in a spirited Italian family in Boston, Massachusetts, MaryAnn Tsai spent summers helping her grandmother tend a verdant garden featuring rows of vegetables, herbs, and an especially precious vineyard. From the last of these, the family celebrated the rite of winemaking; a tradition that young MaryAnn did not fully appreciate until years later. During her college years, she found herself again ensconced in vineyards, this time in a study-abroad program at the University of Angers, France. Located in the glorious Loire Valley, the idyllic town of Angers epitomized French country living and was the perfect place to spark a willing palate for simple, but well-crafted wines and inspired cuisine. It was here that she caught “the bug” that would fuel her interest in wines, and ultimately inspire her move to Napa Valley, her graduation from Harvard Business School, and the launch of a wonderful career in the wine industry.
As a first generation Chinese-American boy growing up in the lively North Shore neighborhoods of New York’s Long Island, after earning degrees at Princeton and the Stanford Graduate School of Business, Larry Tsai embarked on a career
that enabled him to indulge his intertwining interests in wine, food, and the arts. By way of his experiences across Fortune 500 companies, and atop emerging gourmet/food/lifestyle enterprises and Napa Valley nonprofits, he has combined his management skills with a calling to create and deliver extraordinary wines and experiences that support the Moone Tsai credo. In 2010, Moone Tsai (moonetsai.com) moved from its single-cabernet infancy to the brand’s current annual production of seven acclaimed wines across 3,000 cases, with distribution in selected U.S. markets and abroad.
What was your vision for launching Moone Tsai Winery and how do you define its mission?
MaryAnn : As with many starry-eyed endeavors, the origins of Moone Tsai trace from a shared vision that was hatched with the convergence of purpose and passion. Fresh out of Harvard Business School, I set my sights on a career in the Napa Valley wine industry. I started my career at Beringer Vineyards managing and marketing the Beringer wine brand. During my 12-year tenure at Beringer, I found myself involved in creating some of Beringer’s most acclaimed
wines. Beringer earned the number one wine recognition for their Private Reserve Cabernet and critical acclaim for their Howell Mountain Bancroft Ranch Merlot. In subsequent years, while I was able to leave my imprimatur on a variety of other acclaimed wine releases and AVAs, I never forgot the allure of Howell Mountain.
Larry : When we started Moone Tsai wines in 2003, we created our label with the dream of making rare and remarkable wines bearing the finest fruit from Napa Valley’s most heralded vineyards. Guided by this vision, and with Howell Mountain beckoning, Moone Tsai launched its distinctive, limited production Cabernets, Chardonnays, and Bordeaux blends – among them, Moone Tsai’s landmark Howell Mountain Hillside Blend. Coming full circle, we are now pleased to call the magical, mystical Las Posadas district of Howell Mountain home. With our winery and tasting room operations located down the hill in St. Helena, we are pleased to share our bounty.
How do you focus your efforts leading Moone Tsai?
Larry: As founders, proprietors, and fulltime members of the Napa Valley community, we are entrenched in every aspect of winery operations and management – from sourcing to production, sales/marketing, hospitality and customer service. With our mission to craft the finest wines that we know how, our philosophy is rooted in our approach to winemaking. Straightforward in concept, but requiring meticulous attention to detail, we leverage our long-standing grower relationships to secure extraordinary fruit available from Napa Valley’s most notable vineyards and districts, including Howell Mountain, Pritchard Hill, St. Helena, Oakville, Soda Canyon, and Coombsville. From the brand’s infancy to our current annual production of 3,000 cases across seven acclaimed wines, we proudly fulfill our commitment to advancing our vision, mission and craft.
Will you provide an overview of Moone Tsai’s wines?
MaryAnn : Moone Tsai is located in the magical Las Posadas district of legendary Howell Mountain. Abiding by our long-standing mission to produce rare and remarkable wines of renown, we are privileged to create wines that are prized for their character, complexity, and scarcity, including our coveted Cabernets, acclaimed Chardonnays, and signature proprietary blends. With winemaker Philippe Melka since 2006, we
Larry and MaryAnn Tsai
carry this through every aspect of our craft, from harvest to declassification, blending, and barrel/ bottle-aging. The result is a stunning reflection of a core philosophy grounded in a simple, elegant design, and practiced with ardor, persistence, and inspired winemaking.
Will you highlight the wine tasting experience when visiting Moone Tsai Winery?
Larry : At Moone Tsai, guests will enjoy guided wine tastings, all focusing
on an interactive, educational and fun, multi-sensory experience. Led by credentialed wine education experts, we offer three experience options, representative of our coveted, remarkable wines: our classic wine tasting, focusing on a flight of new releases; our wine and cheese pairing; and our three-course wine-paired lunch. All tastings are hosted at the Brasswood Estate in St. Helena.
How do you describe Moone Tsai’s culture and values?
MaryAnn: Put simply, the wine business is agriculture at its core. And yet, those who are familiar with agriculture know that there is nothing simple about this. As such, the vagaries and vicissitudes of Mother Nature remind us of the importance of effecting a culture built around values that espouse the practice of modeling respect, humility, integrity, dignity, and whenever possible, taking the time to effect authentic personal connections, whether this be with partners, customers, employees or vendors. For many, these notions can be easy to extol. For what we do, honoring these principles are emblematic of our mission and practice.
What are your priorities for Moone Tsai as you look to the future?
MaryAnn : 2025 marks an exciting year of promise and innovation – as we look to the launch of an unprecedented addition to our portfolio: a single vineyard, 100 percent Cabernet Sauvignon. LEONIDAS, (the Son of the Lion) bears coveted, precious fruit from the acclaimed Montagna Vineyard on singular Pritchard Hill, and pays tribute to our 30 years of creating some of Napa Valley’s most celebrated wines. For this wine, only 600 bottles have been produced, making this our most limited production wine to date. This brilliant Cabernet is a resounding testament to Moone Tsai’s legacy of producing wines of the highest distinction. In keeping with a belief system that endeavors to find ways to transcend ourselves –from the Latin Transcende Te Ipsum – we have created LEONIDAS to surpass the boundaries of expectations and realize our true potential for the sublime.•
Moone Tsai harvest (top); and Cor Leonis wine (above)
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
Standing The Test Of Time
An Interview with Ernst Loosen, Owner, Appassionata Estate
EDITORS’ NOTE Ernst “Erni” Loosen is an internationally renowned winemaker and owner of the 200-year-old Dr. Loosen winery in Germany’s Mosel River valley. Driven by an insatiable curiosity and a belief that great wine should be true to its roots, vividly expressing its grape variety and terroir, Loosen has established acclaimed winemaking ventures around the globe. Raised in a traditional German winemaking family, he initially left home to study archaeology, but when his father became seriously ill in 1987, he returned home to carry on the family legacy with the condition that he could manage the estate on his own terms. Over the course of more than 30 years, he has propelled Dr. Loosen into the upper echelons of German wines, and has helped raise the international reputation of the Mosel region, and Riesling in general. In 1996, Loosen pursued his lifelong passion for Pinot Noir when he acquired the Villa Wolf winery in Germany’s Pfalz region. Three years later he launched his first U.S. Riesling venture, Eroica, in collaboration with Washington’s Chateau Ste. Michelle. After many visits to Oregon’s Willamette Valley, he launched a high-end Pinot Noir called Appassionata in collaboration with J. Christopher Wines in 2005. Several vintages later, he realized his vision of launching a European-style winery and vineyard in Oregon, purchasing a 40-acre property in the Chehalem Mountains and establishing Appassionata Estate (appassionataestate.com).
I love drinking well-matured Pinot Noir and, for me, great wines show their full potential only with age. It really opens your eyes to the grape variety and gives you a more profound wine experience. So, we only release the Appassionata wines when we feel that we have reached the ideal level of maturity for each cuvée. Sometimes that means the wines are in our cellar for more than 10 years before we release them. When released, they are ready to drink right away but still have many vital years ahead of them.
How do you focus your efforts leading Appassionata Estate?
I always say that “A great wine begins in your head,” so it’s my job to make sure that the Appassionata winemaking team understands the vision I have in my head. Fortunately, I have an exceptional team in Oregon that I can trust completely to uphold our standards and philosophy. I know that every decision they make in the vineyard and cellar is exactly what I would have done.
I travel to Oregon several times a year to be involved in the key stages of the winemaking process. Blending sessions are especially important to me, as they are where we refine the balance, structure, and longevity of these wines. I also take the time to evaluate bottles that may be ready for release. These visits allow me to work closely with my team, exchange ideas, and stay closely connected to the evolution of the estate. While the day-to-day operations are in the hands of my incredibly skilled team, my time in Oregon is essential to guiding my long-term vision for Appassionata. Will you provide an overview of Appassionata Estate’s wines?
The Appassionata suite of wines includes three Pinot Noirs, a Riesling and a Chardonnay. Each is made to capture the complexity, structure, and intensity we’re seeking, but with a particular focus on ageability. These wines offer a fascinating journey through the stages of development as the wines mature, and that’s the whole point of Appassionata: to show the greatness that Willamette Valley wines can achieve with the benefit of age.
Will you highlight the history of Appassionata Estate and how you define its mission?
My first trip to Oregon was over three decades ago and I was really impressed by the quality of the wines being produced here. Naturally, I got the desire to start making my own wine here, but I wanted to do it differently than everyone else. I wanted to create wines that would age well for decades in the cellar and not release them until they are just starting to develop maturity. Appassionata began in 2005 as a small, collaborative project with J. Christopher Wines, with one very limited, barrel-selection Pinot Noir. A few vintages later, I bought a beautiful 40-acre property in the Chehalem Mountains and began planting the estate vineyard and building the winery.
Ernst Loosen
The Allegro Pinot Noir is a barrel selection that shows a youthful liveliness and beautifully displays the initial stages of bottle maturation. It is released a minimum of three years after the vintage. The Andante Pinot Noir is selected to emphasize elegance and refinement. It needs a bit more time before it starts to enter maturity, so we hold it for at least five years before it is released. Selected for ultimate expressivity and longevity, the Fortissimo Pinot Noir is aged for at least 10 years in the bottle before we release it. This is our Grand Cru bottling and is the peak of what we are seeking in Willamette Valley Pinot Noir – a wine that has both power and finesse, and can stand among the classic wines of the world for generations to come.
Our Riesling GG was inspired by the winemaking techniques of my great-grandfather. It’s a savory, harmonious dry wine made in the same way as the Grosses Gewächs Réserve Rieslings that I make at Dr. Loosen in the Mosel. The wine is fermented in a large, German oak cask where it rests on the full lees for two years. Then we hold it in bottle for up to five years before release. It’s a long process, but making age-worthy wines like these require extreme patience.
Appassionata Chardonnay is, for us, the summit of this classic Burgundian variety in the Willamette Valley. It has absolutely gorgeous aromatic intensity and a lively structure. This wine is made in 500-liter oak barrels and rests on the full lees for two years before bottling, followed by another year in bottle before release.
What do you see as Appassionata Estate’s responsibility to sustainability and how ingrained is this commitment to Appassionata Estate’s culture and values?
As a winegrower, I believe that we have a responsibility to care for the land that sustains us. At Appassionata Estate, sustainability is part
of every decision we make, from the vineyards to the cellar. From the very beginning, this commitment guided our choice of vineyard sites, the design of our winery, and the materials used to build it, ensuring that we work with nature rather than against it. In the vineyards, we focus on maintaining healthy soils and balanced vines through thoughtful farming
practices that promote biodiversity and longterm vitality. In the cellar, we take the same careful approach, minimizing intervention and energy use, while allowing the wine to develop naturally. For me, sustainability is not just about preserving the land for the next generation; it’s about ensuring that every bottle we produce is a true reflection of where each wine comes from and when it was made.
Did you always know that you had a passion for the wine industry and what has made the industry so special for you?
Wine has been a part of my life for as long as I can remember. Growing up in the Mosel region of Germany, in a family with over 200 years of winemaking history, there was little question that I would be involved in the family winery someday. But passion is something different. I actually studied archeology at university before taking over the Dr. Loosen estate from my father. At that time, the medieval castle ruins in our area were far more interesting to me than the vines.
I truly discovered my deep love for winemaking when I took over the estate in the late 1980s and had the opportunity to travel, taste, and learn from great winemakers around the world. That’s what makes the wine industry so special: there is always something new to explore, new challenges to tackle, and new ways to refine your craft. With Appassionata Estate, I’ve found a whole new dimension to that passion, working with Oregon’s exceptional terroir, and building something with a long future ahead. The pursuit of making wines that can stand the test of time – this is what drives me.•
Appassionata Estate barrel room
Appassionata Estate vines and winery
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
Reflecting The Unique Character Of Donegal
An Interview with Laura Bonner, Founder and Chief Executive Officer, The Muff Liquor Company
EDITORS’ NOTE Laura Bonner is the visionary Founder and Chief Executive Officer of The Muff Liquor Company. Fulfilling a lifelong dream, Bonner launched the company in 2017 with a focus on her family’s tradition of distilling, strong ethics, a sense of humor with a twist of fun, and a firm devotion to a place that affords every bottle their unique, authentic taste. Before founding The Muff Liquor Company, Bonner graduated with a law degree from Dublin Business School and embarked on a highly successful real estate career in London, eventually taking on a U.K. Sales Director role where she oversaw 300 employees across 17 offices. However, her dream of building her own distillery never left. Inspired by her grandfather’s ingenuity and original Poitín recipes, Bonner has aspired to make a difference in the village of Muff and her community where The Muff Liquor Company is based today. Under Bonner’s leadership, she sought out some of the world’s biggest stars to invest in her liquor company. She set a goal of getting Ed Sheeran involved; she visualized it and took all action possible to make it happen. She heard Russell Crowe was filming in Ireland and she made it her mission to get her delicious spirits into his hands. One sip of each spirit and he called
her right away – they met and he was in, but he wanted to bring a few friends onboard too. Low and behold he brought Ed Sheeran, Jimmy Carr, Ronan Keating and a few others to join the business as The Muff Liquor Men. It wasn’t all
plain sailing as just before Bonner landed these celebrities, she was in real danger of bankruptcy. The pandemic had decimated the fledgling business, but she managed to keep it going by offering direct to consumer cocktail boxes which proved to be a favorite and kept the company afloat until she secured the celebrities and their investment which allowed the company to grow to where it is today. Her pioneering work for The Muff Liquor Company has earned Bonner numerous accolades including the Business All-Star award in 2018 and selection as a key spokesperson for the “Back to Business” roundtable sessions with the Department of Foreign Affairs & Trade in 2019. In the same year, she was named Most Inspiring Ulster Businesswoman of the Year, and is also a respected member of Women in Business Northern Ireland. In 2022, Bonner was shortlisted as Entrepreneur of the Year by IMAGE Magazine and PwC at their Businesswoman of the Year Awards. In 2023, she won Handcrafted Spirits Leader in Western Europe and this year Bonner was named International Entrepreneur of the Year overseas by Great Companies. Bonner’s unwavering commitment to community development extends beyond her business success. With her sights set on expanding into the American market and opening a brand home experience with a shop, café, and bar, Bonner continues to drive The Muff Liquor Company forward, embodying her dedication to family tradition and innovation.
Laura Bonner
COMPANY BRIEF
The Muff Liquor Company (themuffliquorcompany.com) is an award-winning craft spirits brand from the village of Muff in County Donegal, Ireland. It has earned international acclaim for its premium craft Irish gin and vodka, collecting numerous awards. In 2023, its vodka received the prestigious Double Gold at the New York World Wine & Spirits Competition (NYWSC), as well as Gold at the Spirits Business Vodka Masters Competition 2023. The Muff Gin was awarded the coveted Master Medal at the Global Gin Masters 2023.
Will you discuss the history of The Muff Liquor Company and how do you define its mission?
The Muff Liquor Company was founded in 2018 in Muff, County Donegal, Ireland. We specialize in crafting premium potato-based spirits and peated whiskey that celebrate the region’s agricultural heritage. My Granda was a potato farmer who introduced me to Poitín (moonshine), which inspired me to start the company. Our mission is to produce exceptional spirits while promoting sustainability, community engagement, and cultural heritage, ensuring that our products reflect the unique character of Donegal, contribute positively to our local economy, and, most importantly, make the process enjoyable.
Will you provide an overview of The Muff Liquor Company’s products?
We specialize in premium potato-based spirits, including a distinctive gin, vodka, and a unique five-part blended smoked peat whiskey. Our gin is not juniper-led; instead, it features vibrant citrus notes from botanicals such as mandarin, lemon, and elderflower, enhanced by a champagne extract for a refined finish. Both the gin and vodka are distilled six times, ensuring exceptional purity
and smoothness while being gluten-free and coeliac-friendly. Our whiskey, inspired by cherished memories of my grandfather, offers a rich, smoky flavor that sets it apart in the Irish whiskey market. All three products have received multiple awards in blind tastings globally, and we are currently developing a fourth product to further expand our innovative portfolio.
Will you highlight The Muff Liquor Company’s new home in the village of Muff?
We celebrated the opening of our new visiting center in Muff in July 2024, fulfilling
a decade-long dream. This vibrant destination features a merchandise shop, guided tours that delve into the company’s rich history, and engaging spirit-tasting sessions. Guests can also enjoy expertly crafted cocktails at the beautifully designed bar, all situated on the main street of Muff. This new establishment offers a unique opportunity for both locals and visitors to connect with the heritage of Donegal while indulging in the exceptional flavors that our company is known for.
How do you differentiate The Muff Liquor Company’s offerings within their categories?
We differentiate by focusing on high-quality, pure ingredients –such as potatoes for our vodka and gin – resulting in unique flavor profiles that appeal to sophisticated palates. We cater to health-conscious consumers with gluten-free and coeliac-friendly options and employ innovative marketing strategies to build a compelling brand identity.
Where do you see the greatest opportunities for growth for The Muff Liquor Company?
I see significant growth opportunities in the U.S. market through strategic brand awareness initiatives, enhanced e-commerce capabilities, and innovative product offerings that cater to diverse consumer preferences. We have forged a strong partnership with Lucas Bols, national distributors, and local businesses, and by engaging consumers through tastings and experiential marketing, we aim to build brand loyalty and visibility. Additionally, exploring emerging markets and leveraging data analytics to understand consumer behavior will enable us to make informed decisions that drive growth. With our recent launch in 31 states, we are excited to capitalize on these opportunities and make a lasting impact in the spirits industry.
What are your priorities for The Muff Liquor Company as you look to the future?
As the founder and CEO, my priorities for the future revolve around mental health, sustainability, community engagement, and growth. We will continue our commitment to the environment by planting trees for every bottle sold. Product innovation will be key, as we invest in eco-friendly solutions that meet customer needs. Supporting charities remains vital, and we will build partnerships that encourage customer involvement. Additionally, I will prioritize team development to maintain a strong company culture, explore market expansion to reach new audiences, enhance customer engagement through improved service, and ensure financial sustainability to support our initiatives. By focusing on these areas, I aim to create a successful and impactful company that positively contributes to society and the environment and, as previously mentioned, have a lot of fun while doing it.•
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
Celebrating Italy’s Heritage
EDITORS’ NOTE Roberta Corrà is the Managing Director of Gruppo Italiano Vini (GIV), and the Chief Executive Officer of Frederick Wildman & Sons. With an extensive background in law, business, and human resources, she has carved out a distinguished career in an industry where she is one of the few top female executives in Italy. Corrà graduated in law from the Università Statale di Bologna and subsequently practiced at a law firm in Verona, specializing in labor law and attended a master’s course in company organization at SDA Bocconi. She developed much of her professional career in two German multinational retailers, where she worked for 15 years in the Human Resources and Organizational sectors. She worked at LIDL Italia S.r.l. in Arcole, Verona, a leading food-discount retailer in Europe, where she became the Director of Human Resources and Organization. Following this, she served as Human Resources Operations Manager at Mediamarkt in Bergamo. She was also invited by Mediamarkt to represent Italy in an international working group focused on the ‘GROW’ project, aimed at maximizing business profitability with a focus on commercial and organizational aspects. Since joining GIV in 2012 as Human Resources Director, Corrà’s impact has been transformative. In 2014, she was promoted to Chief Operating Officer, and by 2015, she had ascended to the role of Managing Director. Under her leadership, GIV has expanded its influence by further developing prestigious brands such as Bolla, Lamberti, Nino Negri, and Rapitalà. Today, GIV manages 14 wineries across 11
regions, encompassing approximately 1,700 hectares and generating a revenue of 212 million euros. Corrà is a Board Member of PHILDAN INC., a company based in Montreal - Quebec - that imports and distributes wines and liqueurs in Canada. She is also a Board Member of Tenute Rapitalà S.p.A. in Palermo and Granarolo Suisse S.A.; Managing Director of Castello Monaci S.r.l. in Lecce, Carniato Europe S.A. in Paris, and GIV CZ in Prague; and CEO of Frederick Wildman & Sons based in New York. Additionally, since 2021, she has been the president of Italia del Vino, overseeing one of Italy’s most significant wine export consortiums, which is responsible for around 15 percent of the nation’s wine exports.
COMPANY BRIEF
Gruppo Italiano Vini (gruppo italianovini.it) is an Italian leader and in the vanguard worldwide in the production and sale of fine wines, the owner of 14 renowned cellars, with brands famous all over the globe.
Frederick Wildman and Sons, Ltd. (frederick wildman.com) was founded in 1934 by Colonel Frederick Wildman. The Wildman portfolio now includes more than 50 brands under its umbrella, each one unique and each one prominent in its region of production.
Will you highlight the history of Gruppo Italiano Vini and how you define its mission?
Gruppo Italiano Vini (GIV) was founded in 1986 through the strategic acquisition of several historic wineries from Credit Suisse, establishing a strong foundation rooted in Italy’s rich winemaking heritage. Over the years, GIV has expanded its portfolio to encompass 14 prestigious wineries located across Italy’s most celebrated wine regions, from the mountains of Valtellina to the rolling hills of Veneto, all the way to the shores of Puglia and Sicily. The greatest strength of Gruppo Italiano Vini lies in its wineries, with their own vineyards and native grape varieties that uphold the reputation of historically significant appellations with great international prestige. Each winery has a dedicated winemaker who cares for it. Key milestones in its journey include the acquisition of iconic wineries such as Folonari, Nino Negri, and Tenuta Rapitalà, as well as the 1993 partnership with Frederick Wildman & Sons Ltd., which amplified its global distribution capabilities. Notably, the acquisition of the Bolla winery between 2006 and 2008 further cemented GIV’s reputation as a leader in Italian wine production.
Roberta Corrà
An Interview with Roberta Corrà, Managing Director of Gruppo Italiano Vini and Chief Executive Officer, Frederick Wildman and Sons, Ltd.
Frederick Wildman’s La Selvanella vineyard in the heart of the Chianti Classico region
The Santi crest
GIV’s mission is to produce high-quality wines that authentically express Italy’s diverse terroirs while prioritizing sustainability and preserving winemaking traditions. Overseeing the entire production chain allows us to enter the market with greater control, and we believe this is the key to quality. With 1,600 hectares of vineyards, including organic initiatives like Rapitalà, the Group combines local expertise with global reach, exporting to 98 countries. GIV remains committed to crafting wines that celebrate Italy’s heritage and resonate with a global audience.
How do you focus your efforts leading Gruppo Italiano Vini?
As Managing Director of Gruppo Italiano Vini, I focus on driving sustainable growth while preserving the unique heritage of our 14 wineries. My efforts center on expanding global reach through strategic partnerships, such as with Frederick Wildman & Sons in the U.S. market, Carniato Europe S.A. in France, GIV CZ based in Prague, Granarolo Suisse S.A. in Switzerland, Phildan Inc. in Canada, and enhancing the visibility of our Italian wines worldwide. I emphasize fostering a dynamic organizational culture, empowering teams and maintaining GIV’s reputation for producing high-quality wines that resonate globally while honoring Italy’s winemaking traditions.
Will you provide an overview of Gruppo Italiano Vini’s wines?
Gruppo Italiano Vini offers a diverse portfolio that reflects the richness and variety of Italy’s wine regions. The group’s wineries, each rooted in their unique terroirs, focus on cultivating native Italian grape varieties and crafting wines that authentically express their origin. Notable among GIV’s offerings are producers such as Nino Negri, Vigneti La Selvanella, Santi, Lamberti, Rapitalà, Castello Monaci, and Bolla. The portfolio includes a broad spectrum of Italian wine styles, from the whites of Veneto and the structured reds of Tuscany to the bold, expressive wines from Sicily and Apulia. GIV is particularly renowned for producing exceptional Prosecco, Valpolicella, and Chianti, among others. But what makes us most proud is that, from the vineyards to the final bottle, every step is handled by skilled and passionate professionals who work with care, enthusiasm, and deep pride.
A key focus for GIV is sustainability, and this commitment to environmental stewardship ensures that GIV’s wines not only reflect the authentic flavors of Italy, but are also produced with respect for the land and future generations. Through strategic acquisitions and ongoing innovation, GIV has strengthened its position in both domestic and international markets, making its wines widely available across 98 countries.
You also serve as CEO of Frederick Wildman & Sons. Will you discuss Frederick Wildman & Sons’ business?
As CEO of Frederick Wildman & Sons, I am proud to lead a company with a rich legacy in fine wines. Since its founding in 1934 by Frederick S. Wildman, Sr., the company has remained dedicated to sourcing and distributing the world’s finest wines and spirits, upholding a
tradition of quality and excellence. Today, the Frederick Wildman national portfolio spans over 50 renowned wine and spirits brands and we continue to foster strong partnerships, ensuring profitability for our suppliers and distributors while bringing exceptional wines to U.S. consumers. We also own our own route to market in New York and New Jersey where we distribute an enviable portfolio of iconic wines and spirits. Sustainability is also a key focus, as we collaborate with producers who prioritize responsible vineyard management. Frederick Wildman and Sons serves as a connector of the past and present, focused on bringing the world’s best wines to a new generation of enthusiasts. Our sales team is highly skilled and knowledgeable, allowing us to provide exceptional service to our clients.
Will you highlight Frederick Wildman and Sons’ portfolio?
Frederick Wildman and Sons boasts a carefully curated portfolio that showcases a diverse range of high-quality wines from renowned estates across Europe, the United States, and beyond, with a particular focus on French and Italian wines and specialty spirits, notably Chartreuse. Key highlights include iconic Italian wineries like Gruppo Italiano Vini’s Bolla, Nino Negri, Lamberti, and Santi, as well as the beloved Riunite brand, known for its approachable Lambrusco offerings. The portfolio also features esteemed French shareholders such as Olivier Leflaive, Pol Roger, Château Fuissé, and Pascal Jolivet, further enriching its diverse range. Through strategic partnerships and acquisitions, the portfolio continues to expand, offering a broad spectrum of varietals, wine styles, and iconic spirits like Chartreuse to suit all occasions and tastes.
What do you see as Frederick Wildman and Sons’ responsibility to sustainability and how ingrained is this commitment to Frederick Wildman and Sons’ culture and values?
At Frederick Wildman and Sons, sustainability is a fundamental aspect of our operations and deeply embedded in our culture and values. We recognize our responsibility to protect the environment and are committed to partnering with producers who share this dedication. Many of our suppliers implement sustainable practices, including organic and biodynamic farming, to ensure the health of their vineyards and surrounding ecosystems. Sustainability is a core value for us, forming the foundation of our business and guiding all our decisions.
This commitment extends beyond the vineyard. In 2024, we took a significant step toward reducing our carbon footprint by shipping 30 pallets via Trans-Oceanic Wind Transport (TOWT), a pioneering wind-powered shipping initiative. This included shipments from Chartreuse, JJ Vincent, Hugel, Jolivet, Pol Roger, and Leflaive (Valentin). Looking ahead, we plan to expand our efforts for transport in 2025. While the cost remains a challenge, we believe investing in sustainable shipping solutions is a crucial step toward a more responsible future for wine distribution.
This collective commitment to sustainability not only preserves the integrity of our wines, but also ensures that we are contributing positively to the environment and society. By embracing these practices, we honor our heritage and fulfill our responsibility to future generations.
Did you always know that you had a passion for the wine industry and what has made the industry so special for you?
No, I didn’t always know that I would end up in the wine industry. I came to the wine industry from a professional background in other fields. I graduated in law and worked for about 15 years in the human resources and organization sector of two German multinational distribution companies. I entered the wine world without family ties. I came in as a manager and had to learn so much about this wonderful industry. I must say, it has been an incredibly stimulating journey. When GIV reached out to me, I accepted with great enthusiasm, especially because one of the group’s wineries is Santi, where my father worked for many years as a cellar master. It was a deeply emotional moment for me, not only because my father had passed away around that time, but also because I was given the chance to carry forward the very values he had always instilled in me. First and foremost, respect for tradition, which I believe should always be the foundation of any innovation.
What makes this industry truly special for me is exactly that: wine is not just about the product; it’s about the people, the land, and the stories behind every bottle. The passion and dedication that go into producing wines that authentically express their terroir is incredibly inspiring. What truly excites me is the opportunity to shape the future of the wine industry by driving growth, sustainability, and global recognition for Italian wines, all while maintaining respect for the rich winemaking heritage that makes this sector so unique.•
Santi’s French oak wine barrels
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
A Path Of Learning
An Interview with Jerry Brassfield, Proprietor and Chief Executive Officer, Brassfield Estate Winery
EDITORS’ NOTE Jerry Brassfield purchased his original 1,600 acres in the western section of High Valley at High Serenity Ranch in 1973. Over the next three decades, he added more sections of the valley as well as the Round Mountain Volcano. As the Clear Lake vineyards matured, the winery added more tank and barrel storage capacity and a stateof-the-art crushing facility, realizing Brassfield Estate’s true destiny as a world-class winery producing highquality, reasonably priced estategrown wines as unique as the land on which they’re grown. Brassfield’s pioneering leadership can already be seen in the incomparable speed in which Brassfield Estate has prepared itself to meet demand. Through a history growing up on a ranch in the San Joaquin Valley to owning a winery in Santa Cruz mountains in the ’70s with hrother Bob, Brassfield’s entire life has been on ranches and around farming.
WINERY BRIEF
stayed in the nutrition space, and am still involved in it today. I founded my own business, now known as NeoLife, an international nutrition supplement company, where I still serve as Chairman. My daughter, Kendra, is now CEO.
In 1973, I purchased a second cattle ranch, known as High Serenity Ranch, in Clearlake Oaks, which is located in Lake County, California. I originally planned not to keep the 1,600-plus acre ranch long, but I realized it was something special. This property is what has become my namesake, Brassfield Estate Winery.
Will you provide an overview of Brassfield Estate Winery’s offerings?
Brassfield Estate Winery & Vineyards (brassfieldestate.com) are located in the western section of High Valley at High Serenity Ranch in Clearlake Oaks, California on a truly distinctive and remarkable winegrowing property. The valley floor vineyards sit at 1800 feet in elevation. The higher vineyard blocks rise to nearly 3000 feet. The temperature fluctuation on this unique property is always one of the most amazing experienced in California. Today, the Brassfield Estate includes over 5,000 acres across both the eastern and the western sections of High Valley, as well as the Round Mountain Volcano. In 1998, the different sections of the ranch were investigated for their potential to produce outstanding estate-grown wines. The vineyard development started in 2001 and has grown to a state-of-the-art farming operation as well as a winemaking facility.
Will you discuss your career journey?
I was born and raised in Porterville, California, which is a small farming town in the San Joaquin Valley. I lived in various parts of the state before settling in the Bay Area. I was introduced to the nutrition industry at age 19, where I worked in sales for a startup company, and was able to invest in it. After selling my interest in that company, I purchased a 4,000-acre cattle ranch in the Sierra Nevada mountains. I also
Along the way, my business ventures have also spanned a wide range of industries, including investment in BJ’s Restaurant & Brewhouse when the chain was starting out, a general partner in a mobile home park construction company, as well as in a group of car dealerships in the Bay Area. These ventures are all under good management, so my heart, my passion, my time, and my mind are now focused on Brassfield Estate Winery.
At Brassfield Estate Winery, we grow a number of different red and white grapes, crafted into both varietal wines and blends. We handle the production of each single wine from vine to bottle. Our most plentiful vineyards are Cabernet Sauvignon. We also grow other red grapes, including Merlot, Cabernet Franc, Petit Verdot and Malbec, as well as Pinot Noir, Syrah, Grenache, Mourvèdre, Petite Sirah and Zinfandel. Our white grapes include Sauvignon Blanc, Chardonnay,
Jerry Brassfield
A Brassfield Estates vineyard
Brassfield Estates single vineyard cabernet sauvignon
Pinot Gris, Viognier, and Gewürztraminer. We are in the heart of volcanic terroir, and actually have a vineyard that has a volcano right on the property. Unlike other Northern California Coastal wine regions, like Napa Valley and Sonoma, which have areas of volcanic soils, the High Valley AVA is more uniformly volcanic. We really see the difference in quality and taste from the volcanic soils, especially for the red wines. We’re receiving a lot of interest now among wine lovers in wines from volcanic regions.
We’ve been experimenting over the past 25 years, and making the best wines that we know how. From our research over the years, we’ve been able to select the best variety for each soil type and plot, and fine-tuning our blending techniques. Cabernet Sauvignon and Sauvignon Blanc represent the most characteristic grapes for Brassfield Estate Winery, given the impressive fruit quality that the special terroir of the High Valley AVA is able to convey. We’ve also put a lot of effort into creating our Reserve wines. In 2023, we released our first single-vineyard wine: our “Block 14” Cabernet Sauvignon. This comes from a special parcel with a unique terroir, and is home to our best and most age worthy wines. Along with the “Block 14” Cabernet Sauvignon, the parcel also contributes to our Estate Malbec and Estate Petit Verdot.
We’ve caught the attention of our peers in the wine industry and have recently expanded into national distribution with Southern Glazer’s Wine & Spirits – we’re now in 44 states, as well as in Canada, the Caribbean, and Latin America.
What can a guest expect to experience when visiting Brassfield Estate Winery?
There are a lot of beautiful wine properties out there, but I personally think ours is the most beautiful, interesting property. The entry to our winery, with sycamore trees lining the way, leads guests to the gorgeous, elegant Tuscan-style tasting room surrounded by lovely grounds. The winery was built sustainably, with repurposed materials, which is really important to us. Around the property, we have bronze sculptures by my longtime friend, renowned sculptor Douglas Van Howd. We go out of our way to make our guests feel special and like they’re part of our family. It’s important to educate our visitors about our wines and winemaking, and take the time to talk with them. Guests can take a tour of our extensive cave system, about 65,000 square feet, which is used to age our wines. A lot of our property is kept natural, with a number of wild animals, which is amazing. When visiting, guests can taste through flights of our wines, either indoors or in our outdoor garden. Charcuterie boards and a warm baguette with olive oil are also available to accompany our wines. Guests are also invited to enjoy our outdoor picnic area. We have a Wine Club available, and also offer a number of events at the winery.
Will you discuss Brassfield Estate Winery’s commitment to sustainability?
As a 100 percent estate winery, from vineyard to bottle, we are committed to being the best version of sustainability. We believe in caring for the land in a way that not only allows us to produce high-quality wines but also ensures the longevity of our property. We believe in constantly improving
ourselves. Our philosophy is to treat the vineyards as I treat my own body. At the estate, with only 10 percent of our total area planted to vineyards, the rest is inhabited by wild animals and vegetation native to the area. In 2023, we received the California Sustainable Winegrowing Alliance label certification, so every year, certain standards must be met to continue with the certification.
At the estate, we take a holistic approach and do things that will benefit the vineyards and the estate in the long run, such as composting the leftover grape skins and materials during the winemaking process, using bats to combat insects on the property, opening up the vineyards after harvest to the wild animals on the property to create biodiversity and carefully selecting the cover crops used to increase our organic content, to name just a few. In the winemaking process as well, we are bringing in more and more sustainable practices, like using lighter-weight bottles and eco-friendly paper for the labels. Since we have our own on-site warehousing, this helps reduce shipping and fuel.
We also look at sustainability from a social point of view, in terms of giving back to the community. We do a lot of charity work through the companies I’m involved with, like the NeoLife Family Foundation. Lake County is one of the poorest counties in the state, and we give to causes every year. We are planning to form an organization dedicated to helping kids in the area, where we can share some of our resources to make a difference in their lives. Our hearts go out to them; you need to start with the kids. What has made the wine industry so special for you?
I’ve always felt that a glass of wine makes every situation better, whether you’re celebrating with family, relaxing in the evening,
enjoying it with a great meal, or bonding with a friend. Even when I was young, in my 20s, I’d often have a glass of wine, along with some cheese and French bread, for my dinner. As you advance in your career, you tend to move up in sophistication in terms of the wine you drink, and may have an everyday wine, and a special occasion wine. And, of course, knowledge of wine is just infinite, so there is always something new to learn. I believe in the longterm wine business, and the enjoyment of wine being part of a healthy lifestyle. The act of and meaning behind enjoying a glass of wine with loved ones never changes.
As the Winery celebrates its 25th anniversary this year, are you able to reflect on its accomplishments and the impact it has made?
The path we’ve been on for 25 years is a path of learning. I’ve always believed that you learn much more from the mistakes than from the successes. We’ve always believed that the winemaking is the best when the team is working together. Since the beginning, we have not been afraid to learn. We’ve had winemaking consultants since the beginning. We see this as a longterm process, and they’re an extension of our own winemaking team. We want to always keep learning. Our first consultant was Nils Venge, and we currently have the husband-and-wife team of David and Katharine DeSante. They’re wonderful. Over the time I’ve had Brassfield Estate Winery, we’ve learned how important it is to keep a long-range approach and view. I also firmly believe in keeping our principles intact and what we believe: treat the land right, treat our employees right, treat our wine right, and take the high road – always. We believe that our biggest wins will come from that style of thinking: make great wine, sell at a reasonable price, overdeliver on quality, and treat our customers well, taking that extra step to make them happy.•
Brassfield Estate Winery
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
The World’s Leading Limoncello Brand
An Interview with Dr. Micaela Pallini, President and Chief Executive Officer, Pallini Company
EDITORS’ NOTE Dr. Micaela Pallini is the President and Chief Executive Officer of Pallini Company and has been involved in the company for the past 15 years. Prior roles at the company include Director and Head of Production. When she began at Pallini, she utilized her background in chemistry to work with and improve upon existing family recipes in an entirely new way. Analyzing the composition of the recipes, she conceptualized and created fresh flavor profiles by introducing compatible ingredients for the enjoyment of Pallini consumers worldwide. As the first woman to oversee Pallini, not only is she transcending gender borders at Pallini, but she also plays an active part in influencing other Italian businesswomen as a member of Femminile Plurale, an organization that advocates for the promotion of women in business in Italy. In addition, she was elected President of Federvini, the Italian association of wine and spirits producers. Pallini holds a Doctoral Degree in chemistry from Roma Tor Vergata University in Rome, Italy.
DISTILLERY BRIEF Pallini Limoncello (limoncellopallini.com) is a natural liqueur that has been crafted by the Pallini family in Italy. The Pallini family has been making super premium liqueurs since 1875 when Nicola Pallini founded their first shop and distillery in Antrodoco. The limoncello is made from prized, Sfusato lemons, exclusive to the Amalfi coast. The handpicked lemons are infused immediately so their freshness and flavor are delivered in every bottle.
Will you discuss the history of Pallini?
Pallini was established in 1875 by Nicola Pallini, my great-great-grandfather, exactly 150 years ago this year. We took our first steps in the small village of Antrodoco – a town one hour east of Rome. In 1922, my great-grandfather decided to move to Rome, where we soon became the capital’s leading liqueur producer. Today, we are the city’s only remaining distillery. Pallini began exporting its Limoncello to the U.S. in 1999, leveraging the many contacts my father had. Around the same time, I joined the
Dr. Micaela Pallini
company and started working on product development, perfecting our recipes thanks to my background as a chemist (Doctor of Chemistry). The company has changed significantly since then, doubling its sales revenue and production volumes. It is now led by my cousin Luca and me – members of the fifth generation of the Pallini family. In 2021, we introduced the world’s first non-alcoholic limoncello, Pallini LimonZero. In 2023, Pallini Limoncello was officially recognized as the world’s #1 limoncello, according to IWSR data. Hopefully, there is even more to come.
How important has it been to maintain a family culture for Pallini?
Maintaining a strong family culture is one of the key factors in the brand’s success. Our family’s culture, heritage, and values have been crucial to the brand’s identity. Pallini is a 150-year-old company, celebrating this important milestone in 2025, and our family name has always been a guarantee to our customers that Pallini represents quality, service, and an authentic story. We are the only remaining distillery in the city of Rome, and our ties to our roots and origins remain very strong.
Will you provide an overview of Pallini’s offerings?
Pallini offers an interesting range of products in the Limoncello industry, although not all
are exported to every country. We have developed several items, including Pallini Limoncello (a regular liqueur, 26 percent ABV) – now the #1 limoncello in the world – and the world’s first non-alcoholic limoncello, Pallini LimonZero. Additionally, in the U.S., we have a co-marketing partnership with a company called Great Spirits Baking which sells cakes infused with Pallini Limoncello, including loaves, slices, donuts, and more.
Will you highlight Pallini Limoncello’s global footprint?
Pallini Limoncello has become the world’s leading Limoncello brand, with a market share of over 15 percent. We are distributed in more than 70 countries, with our main markets being Italy, the U.S., Germany, the U.K., the DutyFree/Travel Retail segment, the Balkan region, and South Korea. Over time, the brand has won numerous accolades, and we take pride in being the Limoncello brand with the highest number of medals. We continue to innovate and elevate our brand. In 2024, we introduced a new, upgraded premium bottle with a more elegant and slender look which was very well received. Pallini Limoncello Spritz is our signature cocktail, and we have major plans to promote it worldwide, both on and off-premise. Keep an eye out for our signature yellow spritz glasses.
How do you describe Limoncello to people who may not be familiar with the liqueur?
Limoncello is a traditional Italian liqueur made by infusing lemon peels. It has a sweet, citrusy taste with a slight bite on the sides of the mouth which comes from its acidic components. Its delicate, sweet flavor is largely influenced by the lemons used in production. Pallini Limoncello is made with unique, geographically protected Amalfi Coast lemons called Sfusato. These lemons grow for up to 12 months and are closer in size to grapefruits with thick, aromatic skin rich in essential oils. We call them “bread lemons” because they are the only lemons you can eat like an apple due to their higher sugar content in the skin. Traditionally, Limoncello is served as a digestif after dinner in Italy. However, in recent years, it has gained immense popularity with the rise of the Pallini Limoncello Spritz, which can now be seen all over Rome. What are your priorities for Pallini Limoncello as you look to the future?
Pallini holds a 15 percent global share of the Limoncello segment, making us the leading Limoncello brand worldwide, both in terms of value and volume. Our goal is to become the absolute leader with a 30 percent market share within five years and to expand our presence in regions such as the Far East and Africa.•
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
Revolutionizing The Rum Journey
EDITORS’ NOTE Grammy® Winner and Rock and Roll Hall of Fame Member, Michael Love grew up under the Southern California sun where he soaked up a life of music, surf, sand and sport. Beginning his singing career as a young boy, Love along with his cousin, Brian Wilson, frequently sang at family get-togethers and holiday gatherings. These early influences served as the inspiration to form the legendary group, The Beach Boys, which originally consisted of Love and his cousins, Brian, Dennis, and Carl Wilson along with neighbor David Marks and high school friend Alan Jardine. In the fall of 1961, Love wrote the lyrics and melody to The Beach Boys’ first song, “Surfin’,” in collaboration with cousin Brian Wilson, and subsequently “Surfin’ Safari” and “409,” which led to the signing of the band by Capitol Records. Following the song’s debut, Love and Wilson went on to co-author numerous hits, including eleven Top
10 singles in the first five years of the band. Hit after hit, Love created many of the concepts, and wrote or co-wrote the lyrics and hooks to several of the most performed songs in pop music history including “Good Vibrations,” “Fun, Fun, Fun,” “I Get Around,” “Surfin’ Safari,” “Help Me Rhonda,” “Do It Again,” “Kokomo,” “Surfin’ USA,” and “California Girls,” which was Bruce Johnston’s debut track as a member of The Beach Boys. For more than 50 years, Love has been the lead singer and front man of The Beach Boys, taking the sounds of America’s band to every corner of the globe. His distinctive and iconic vocal range is synonymous with fast-paced rock ‘n’ roll tracks, as well as many of the band’s softer ballads. In December 1967, The Beach Boys were invited to Paris to perform at a benefit for UNICEF. The curtain opened to a very distinguished front row, including Maharishi Mahesh Yogi, George Harrison,
and John Lennon. At Maharishi’s invitation, Love, along with Carl, Alan and Dennis, were initiated into the practice of Transcendental Meditation. Love was profoundly affected by the first meditation experience, stating, “If enough people were to practice TM, the world would be a better place.” He continues to practice TM today and supports organizations such as the David Lynch Foundation which promote the vast benefits of Transcendental Meditation. In 1988, Love and the other members of The Beach Boys were inducted into the Rock and Roll Hall of Fame. That same year, Love co-wrote the #1 hit “Kokomo,” with John Phillips of the Mamas and Papas, and producer Terry Melcher. This was 22 years after Love co-authored the Beach Boys’ #1 hit of the 60’s, “Good Vibrations,” – marking the longest span of time between number one records of any artist in music history. Both “Good Vibrations” and “Kokomo” were nominated for Grammy® awards. “Kokomo” was also nominated for a Golden Globe® Award. In 2001, the band was the recipient of the Grammy® Lifetime Achievement Award. Love has been at the forefront of numerous charitable efforts, using his platform to support a wide range of causes. In 1990, he responded to President George H. W. Bush’s call for service by founding StarServe, an initiative aimed at motivating young people towards community service, showcasing his early commitment to philanthropy. His philanthropic efforts were recognized when he and his wife, Jacquelyne, received the prestigious Points of Light Award, highlighting his significant contributions to volunteer service and impacting lives across the globe. Through the Love Foundation, he has supported initiatives focusing on education, health, environmental conservation, and disaster relief, showcasing a legacy of compassion and service alongside his storied musical career.
COMPANY BRIEF Club
Kokomo Spirits (clubkokomospirits.com) pledges to revolutionize the rum journey. In its San Diego distillery, Club Kokomo Spirits blends tradition with innovation to ensure every sip delivers an unforgettable experience. From artisan-crafted, additive-free rums to its award-winning ready-to-drink cocktails, it hopes clients savor the harmony of flavors that sets Club Kokomo apart.
Michael E. Love
An Interview with Michael E. Love, Founder, Club Kokomo Spirits
Will you highlight The Beach Boys’ career journey?
Over the last decades, we’ve had so many highlights to our career journey, for instance, hearing our first recording of “Surfin” on the radio in the fall of 1961. It was incredibly exciting to see songs such as “Surfin’ Safari” and “Surfin’ USA” become hits in countries all around the world – countries from Israel, Australia, Norway, Denmark, Great Britain, and Germany. We have had fan letters from Russia, China, and even the Middle East. We were voted the best group in Great Britain in 1966 on the strength of “Good Vibrations” going to #1. Twenty-two years after “Good Vibrations,” our song “Kokomo” went to #1 and it’s said to be the largest-selling single of the group’s career. It also marked one of the longest spans between number one records of any musical group. Our performances on the hit television series, Full House , were seen by millions of people over many generations. With respect to live performances, our concerts on July 4th in the mid-80s resulted in over 1.5 million people witnessing both from the Washington Monument grounds and from within the streets of Philadelphia, some of the largest concert crowds on record still to this day. More recently, in partnership with Disney, we released a documentary on The Beach Boys. The documentary premiered on May 24th, 2024, and was brought to theaters all across the nation. The documentary was fantastic, and I feel it reignited a deep interest in our music and story. It is now available for streaming on the Disney+ platform. But the highlights keep coming, as I was very recently inducted into the Songwriters Hall of Fame, with
its gala taking place in New York City on June 12th of this year. We will also be performing this year’s Capital 4th, being broadcast as well as streamed on PBS.
For me, it’s a true blessing to perform our music for millions of people around the world year after year, as I continue to perform over 100 shows every year. This has been my journey for over six decades now.
Where did you develop your passion for music?
There has never been a time in my life when music was not a part of my reality. I grew up in a home in Los Angeles with a large living room with a grand piano, an organ, and a harp. My sister played the harp in our songs “Catch a Wave” and “In My Room.” But my cousins Brian, Carl, and I would get together and sing and harmonize as a family at every holiday and family gathering. That upbringing led to my cousin Brian and I getting together to write songs that would later become part of the American soundtrack. There is a psychologist in Sheffield, England who set out to research which songs made people feel the happiest. He tested many songs across 2,500 respondents, and he found that “Good Vibrations” was #1 for making people happy. In fact, we had two in the top ten, including “I Get Around” at #8. The joy that these songs create is so special and I feel blessed to be able to continue this family tradition to this day.
Will you discuss the Club Kokomo Spirits story and what your vision was for creating the company?
Years ago, while enjoying a particularly special mojito on a rare night off with my
wife, Jacquelyne, I started singing the lyrics to “Kokomo,” ultimately blending the two elements together, “Kokomo…Mojito” – then “Kokomojito.” Something about that moment inspired me and I was fixated on the concept of Club Kokomo drawing elements from the song. Kokomojito would eventually become our first ready-to-drink product and would set in motion the creation of what is now one of the most highly awarded rum distilleries in the nation.
I have always been a fan of rum, specifically dark, aged rum. Outside of rum, I’m not much of a liquor drinker per se. If I’m out to eat, I’ll typically have a beer, a glass of wine, or my favorite cocktail of choice – the Mojito. The versatility of rum is fascinating. There is so much culture and tradition from all around the world, giving us an opportunity to blend different flavors and distilling traditions with our twist, making CKS Spirits uniquely special.
There are a lot of brands out there that involve sourcing a product that’s paired with a label. While this approach can work, I wanted to be involved with the creation of our flavor profiles while controlling how we produced our spirits. Our product lines are the result of a shared team vision to create a premium, additive-free spirits company. We have a 6,000-square-foot distillery in San Diego, California, and a talented management and distilling team that allows us to produce, blend, and distill our award-winning products in-house.
How do you define Club Kokomo Spirits’ mission?
At Club Kokomo Spirits, we pledge to revolutionize your rum journey. Rum as a spirit category itself is more popular outside
Club Kokomo cocktails
of the U.S., but my family and I strongly feel there is a place in the market for a premium, additive-free, and domestically produced rum product. Much like the tequila boom, we believe rum will have its day. There is just such a great opportunity out there to honor such an amazing spirit. Our mission is to bring something different for rum spirits and canned cocktails to people everywhere. Ultimately, I envision Club Kokomo Spirits as a staple behind bars, in restaurants, and within households across the nation and beyond. This is the goal. We have been in business for about two years and are currently available in three states, California, Arizona, and Nevada. So, we have a ways to go, but fans at home who’d like to try our products can order them online directly to their doorstep in over 35 states.
Will you provide an overview of Club Kokomo Spirits’ products?
Club Kokomo currently produces a line of three additive-free artisanal rums (Artisanal White, Barrel Finished, and Tahitian Vanilla) and four ready-to-drink canned cocktails.
Our Artisanal White rum has scored a 97-point double gold award at the 2024 San Francisco World Spirits Competition and was designated as the best white rum of the year in 2024 by the Beverage Testing Institute. This award-winning rum contains a unique blend of Demerara cane sugar rum distilled on-site and traditional Jamaican pot still rum. Our Barrel Finished rum scored a 95-point double gold award at the 2024 San Francisco World Spirits Competition and features a proprietary blend of 8- and 10-year-old Jamaican, Barbadian, and Dominican rums. The spirit is aged in new oak, ex-whiskey, and port casks and then
blended in-house and finished in hand-selected high rye bourbon barrels for an additional year. Our Tahitian Vanilla rum is made with fragrantly ripe whole Tahitian vanilla beans that rest with our Artisanal White Rum, slowly imparting their exquisite flavor without added sugars or flavoring. Our proprietary steeping process is closely monitored by our master distiller until the rum is bottled by hand in our facility.
Our ready-to-drink cocktails all clock in a 10 percent ABV and contain all-natural flavors and a blend of both cane sugar and agave as sweeteners. They are balanced in both flavor and carbonation and naturally colored as well – unlike a seltzer, these are true craft cocktails that taste good on the go or are poured over ice in a glass with a garnish. Kokomojito is a lemongrass-infused rum mojito. Afternoon Delight is a rum cocktail with citrus, maple, ginger, and allspice. Mystique is a jasmine tea-infused rum cocktail with lemon, guava, and lychee. Lastly, our only gin variation, Excitation, contains passion fruit, citrus, and black cherry.
How important has it been to build the Club Kokomo Spirits’ team?
I learned in my high school years, when I was captain of the cross-country team and a member of the track team at Dorsey High School, just how important teamwork is. Because there are no big drinks brand behind us at this time, our team is essential. My wife, Jacquelyne, runs the business as CEO, while my son, Brian, oversees the day-to-day, brand, and product development. Our products are produced, distilled, and blended in-house, so we have partnered with a great distiller and a formulator along with a great San Diego-based operations team. Navigating the industry as an emerging brand has been fun, but not without its challenges. But I find that our partners appreciate the fact that we are a real team, comprised of real people. It is great to see the team working together toward a shared objective with the confidence of excellent product quality behind them. Now that’s harmony.
With all that you have accomplished in your career, are you able to enjoy the process and take moments to reflect on your success?
I personally take time every day not only to reflect, but to meditate as I have been doing daily since December 1967. After having performed at a UNICEF concert in Paris, I, along with several other members of the band and their families, was fortunate to have been taught Transcendental Meditation by Maharishi Mahesh Yogi himself. I believe this practice has given me the fortitude to continue to do what I love to do in music and reflect on every performance as a highlight of my life. I find that our music is so special and millions of people love it. I can’t help but remain in a state of gratefulness and appreciation for all the love that we have been given.
A lifetime of harmony in music makes me appreciate the harmony in other things as well. Just as there is harmony in sound, there is harmony in taste, which is why we are so obsessed with making sure our products are delicious and additive-free. The quality of the taste has to be on par with the quality of the sound of our music – it is just so important to us.•
Club Kokomo rum
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LEADERS SPOTLIGHT LEADERS SPOTLIGHT
A Conversation With Leo Hindery, Jr.
EDITORS’ NOTE Leo Hindery, Jr. founded InterMedia Partners in 1988 and Trine in 2019. He was the founding Chairman and CEO of The YES Network. Prior to that, he was Chairman and Chief Executive Officer of GlobalCenter Inc. Earlier, Hindery was President and Chief Executive Officer of AT&T Broadband. He is the author of The Biggest Game of All and It Takes a CEO: It’s Time to Lead With Integrity. He earned an MBA degree from Stanford University’s Graduate School of Business and completed his undergraduate studies at Seattle University.
LEADERS Magazine’s editors asked Leo Hindery to discuss his career and share his views on philanthropy which has been a major focus of his life’s work. Below are his thoughts.
I have only about 1,200 words to describe the evolution of my career and my views regarding philanthropy, but this is easier to do than you might think as three linked perspectives stand out. Decades ago, my immediate post-GSB position was as Assistant to the esteemed Chairman and CEO of one of the nation’s leading resource companies. He helped define my career ahead, my values and my commitment to philanthropy. What gifts his advice quickly became. In short order, I committed to his premise that shareholders and investors – especially shareholders – have primacy over executives. I also quickly came to believe that great managers are the ones pulled up to the tops of their organizations rather than pushed down by the Board and senior management. From my vantage point, it also means fostering a balanced workforce with compensation that’s fair to shareholders. As an aside, with major public company CEOs and their senior managers now earning 400-times the wages of their average employee, we are miles away from being “fair.”
This is where philanthropy kicks in, as sort of a “canary in the coal mine” for the years ahead. I hark back to the earliest days of my career when my CEO and a few like-minded executives began giving back to their local communities large amounts of their earned net worths. I should note here that I am not referring to the wealth of, say, Bill Gates and Steve Jobs who invented something magical. I am specifically referring to the “pigs at the trough” as I see them who are grossly overpaid for having a “job.”
“The things I find most crushing today are the diminished senses of hope and the growing sense of resignation that have crept into large parts of our society. It is tragic and unethical that our nation’s material successes have failed to trickle down to the middle class and especially to the bottom quarter of society.”
“The measure of a person is whether she or he gives back to society at least as much as he or she takes out. Only with more communion between corporate social responsibility and wellguided philanthropy will we see the balance which the nation demands.”
Despite starting from a fairly hardscrabble upbringing like most young people in my town, I must say that I never felt poor, which in an important way may be one the best gifts I received from my CEO mentor. As a white male, I also had the good effects of the proverbial “triple play.” I and most of my GSB classmates weren’t rich, which mostly meant we didn’t take “vacations.” Otherwise, we went to the same schools, dated the same people, and later went into the same Military and to the same graduate schools. So it is that throughout my life, I’ve always been humbled by the acts of generosity and, in truth, the serendipity which have given me so many rewards in my decades-long career. And so it is that I keep trying to pay back for those gifts I’ve received.
My charitable giving, which represents a very high percentage of my net worth, goes mostly to the education of at-risk students and to student diversity initiatives. I also give a whole lot of money to progressive political causes and candidates in the belief that responsible politics best foster a vibrant and diverse middle class that grows from the bottom up, which I believe is the very best thing for this country ethically, sociologically, and economically. It is a moral failure, not just a national shame, that 47 years after we as a nation first publicly identified the needs of a “Great Society” so much work is still to be done.
When I graduated from university in the winter of 1968, the country was in the grips of both a strange tug of war between anger and hope domestically and a real war in Vietnam. For every bit of anger, whether about the civil rights of women, people of color and gays and lesbians, there were, at least in my observation, even greater senses of hope.
The things I find most crushing today are the diminished senses of hope and the growing sense of resignation that have crept into large parts of our society. It is tragic and unethical that our nation’s material successes have failed to trickle down to the middle class and especially to the bottom quarter of society. Instead, we trickle down wealth only to the already wealthy where it stops its journey. And it is beyond tragic that so many people seem reconciled to this inequity.
The measure of a person is whether she or he gives back to society at least as much as he or she takes out. Only with more communion between corporate social responsibility and well-guided philanthropy will we see the balance which the nation demands.•
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