LEADERS Magazine July, August, September 2025 Volume 48, Number 3
PURPOSE GEORGIA’S KEMP
BUILDING A FUTUREPROOF CITY THE AI CONTROL TOWER
CULTURE AND TALENT FREEDOM WITHIN A FRAMEWORK THE VIEW THAT CHANGES YOU HOSPITALITY
REINSDORF
“Some people want it to happen, some wish it would happen, others make it happen.”
Michael Jordan
On the Cover
Stephen M. Ross Related Ross
The Honorable Wes Moore Governor of Maryland
Jennifer Tejada PagerDuty
Jerry Reinsdorf
Chicago White Sox and Chicago Bulls
Ray Dalio
Jeffrey Soffer Fontainebleau Development
LEADERS Magazine is published quarterly and circulated to distinguished leaders of the world. Circulation is strictly limited. To receive LEADERS Magazine, one must be a leader of a nation, an international company, a world religion, an international institute of learning, or an international labor organization; or a chief financial officer, a major investor on behalf of labor or corporate pension funds, a chief information officer or a Nobel laureate. LEADERS Magazine was founded by Henry O. Dormann (1932-2018).
One Mount Sinai Vincent Tammaro, Executive Vice President and Chief Financial Officer, Mount Sinai Health System 54
Winning Championships
Jerry Reinsdorf, Owner, Chicago White Sox and Chicago Bulls 56
Building Thoughtful Communities
Eldad Blaustein, Chief Executive Officer, IGI USA 60
Collaboration Without Constraint
Kimberly Kozlowski, Founder and Chairwoman, GoGoMeds.com, and Founder and Senior Partner, Harborside Advisors LLC 62
Authenticity And Impact
Loreen Babcock, Senior Vice President and Chief Marketing Officer, Montefiore Einstein 64
The Year Of The Kid
The Honorable Tony Evers, Governor of Wisconsin 66
Turning Market Volatility Into Opportunity
Vance Howard, Chief Executive Officer and Portfolio Manager, Howard Capital Management, Inc. 70
Transformational Projects
Ersal Ozdemir, Founder and Owner, Keystone Group and Indy Eleven 72
Powering The Next Era Of Financial Advice
Andrew Stavaridis, Chief Relationship Officer, Envestnet 76
Reimagining The Networking Model
Alexandra Blum, Executive Chairman, ROOM Holdings, Inc. and Founder, ROOM Women’s Network 78
Lessons In Leadership
Dr. Bernard A. Harris Jr., Managing Partner and Chief Executive Officer, Vesalius Ventures, Inc. 80
From Dot-Com To Decarbonization
Jim McDermott, Managing Partner, Rusheen Capital Management 83
Delivering Peace Of Mind
Dan Donovan, Founder and Managing Partner, Stratoscope 84
Creating Pathways To Elevated Living
Jerry Hammond, Founder and Chief Executive Officer, Hammond International Properties 88
A Matter Of Identity
Ben Goldman, Founder and President, Goldman Communications 90
Freedom Within A Framework
Richard A. Rosenbaum, Executive Chairman, Greenberg Traurig, LLP 92
Communication, Collaboration, And Commitment
Michael J. Baum, Co-President and Co-Chair, Global Real Estate Practice, Greenberg Traurig, LLP 94
A Shared Purpose
Jennifer Tejada, Chairperson and Chief Executive Officer, PagerDuty 96
The View That Changes You Michael Williams, General Manager and Managing Director, SUMMIT One Vanderbilt 108
A True Sense Of Place Mutluhan Kucuk, Complex Managing Director, Loews Miami Beach Hotel and Loews Coral Gables Hotel 112
The Crane Club Experience Jeffrey Katz, Managing Partner, and Melissa Rodriguez, Chef, Crane Club 114
Honoring A Man, A Vision, And A Heritage
Federico Ziviani, Chief Executive Officer, Gerald Charles 128
Responsible Growth
Josh Bronstein, Head of Global Talent, Bank of America 98
A People-Powered Business
Trent Henry, EY Global Vice Chair – Talent 100
Executive Search
Jason Hanold, President, CAA Executive Search and Neela Seenandan, President, CAA Leadership Advisory 102
A Private Community At Sea Jessica Hoppe, President and Chief Executive Officer, The World, Residences at Sea 116
Welcoming Guests Like Family Darryll Adams, Managing Director, Loews Philadelphia Hotel 118
Elevating Humanity’s Well-Being
Kimberly Rossi, General Manager, Miraval Austin Resort & Spa 120
Pushing The Boundaries Of Creative Winemaking
Jesse Katz, Founder and Head Winemaker, Aperture Cellars and Devil Proof Vineyards 130
Compassion, Innovation And Collaboration
Adriene S. McCoy, Senior Vice President and Chief People Officer, Baptist Health South Florida 104
Building Future Leaders
Marie Christine Padberg, Partner and Global Talent Attraction Co-leader, McKinsey & Company 106
Creating Lasting Memories Brian Packin, Co-Founder and Partner, and Carrie Packin, Partner and Creative Director, City Nights Hospitality 122
Celebrating Creativity, Expression And Style Marshneil Bharadwaj, General Manager, Andaz 5th Avenue 124
A Conversation With Candace Bushnell 132
Michael Rodrigue� | CEO � President
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Pushing Boundaries
An Interview with Stephen M. Ross, Chief Executive Officer and Chairman, Related Ross
EDITORS’ NOTE Stephen Ross is the CEO and Chairman of Related Ross, Founder and Non-Executive Chairman of Related Companies, Owner of the Miami Dolphins, and a devoted philanthropist. Ross formed Related Companies in 1972 and today the company has over $60 billion in real estate assets owned or under development including mixed-use, residential, retail, and office properties in premier high-barrier-to-entry markets. In 2024, Ross founded and became Chief Executive of Related Ross, already the largest commercial-property owner in downtown West Palm Beach focused on continued development and inclusive economic growth across South Florida. Ross is an investor in Equinox Fitness Clubs, Equinox Hotels, and SoulCycle. Ross is the owner of the Miami Dolphins, an NFL franchise that has become one of the most
Stephen M. Ross
fan-friendly in sports under his leadership. He is Chairman and Owner of the Formula 1 Crypto.com Miami Grand Prix. He was instrumental in bringing the Miami Open Tennis Tournament to Hard Rock Stadium. Ross is also Chairman and Co-Founder of RSE Ventures, a multi-national technology, sports, and entertainment venture firm. RSE has invested in and incubated a number of diverse businesses and has also created and launched the International Champions Cup, a global pre-season soccer tournament. Ross has always sought opportunities to give back in meaningful ways. His philanthropic efforts have broadly focused on the areas of education, the arts, racial equality, healthcare, and the creation of more sustainable cities throughout the world. Ross proudly serves on the Executive Committee as a trustee of Lincoln Center, as a trustee of New York-Presbyterian Hospital,
and as a director on the boards of Cornell Tech, the Jackie Robinson Foundation, and the New York Stem Cell Foundation. He is a leader and former board member of the World Resources Institute (WRI) where he established the WRI Ross Center for Sustainable Cities, an innovative initiative to integrate urban planning, sustainable transport, energy and climate change, water resources, and governance. Furthermore, he has used his platform to harness the unifying power of sport to advance race relations across the country through the establishment of the nonprofit Ross Initiative in Sports for Equality (RISE). The organization’s efforts have been so impactful that RISE was recognized in 2017 by ESPN’s Humanitarian Awards with the Stuart Scott ENSPIRE Award. Ross is the largest single donor to the University of Michigan supporting the Ross School of Business, critical athletic facilities, scholarships, career development programs, and faculty recruitment and he established the Detroit Center for Innovation. In 2013, Ross
pledged to give more than half of his estate to philanthropic causes and charitable organizations through the Giving Pledge, a long-term global initiative created by Warren Buffett and Bill and Melinda Gates that aims to inspire deeper engagement in philanthropy and increase charitable giving globally. Over the years, Ross has received numerous honors for his business, civic, and philanthropic activities. Most recently, he was inducted into the National Football Foundation Leadership Hall of Fame and received the Jackie Robinson Foundation ROBIE Lifetime Achievement Award. He also received the National Building Museum Honor Award and the National Housing Conference’s Housing Person of the Year Award, as well as REBNY’s Harry B. Helmsley Distinguished New Yorker Award, and the Jack D. Weiler Award from UJA. Crain’s New York named Ross one of the 100 Most Influential Leaders in Business, and he was recognized by NYC & Company with their Leadership in Tourism Award. Ross graduated from the University of Michigan with a Bachelor of Business Administration degree, from Wayne State University Law School with a Juris Doctor degree, and from New York University School of Law with a Master of Laws in Taxation. In 2004, the University of Michigan renamed its business school the Stephen M. Ross School of Business at the University of Michigan and in 2011 the University of Michigan awarded Ross an honorary Doctor of Laws degree.
FIRM BRIEF Related Ross (relatedross.com) is a fully integrated real estate firm with unparalleled expertise in mixed-use development. Related Ross has led the transformation of West Palm Beach into one of the fastest growing cities in the nation to live, work, and visit. It leads the market in Class A office with more than 2.8 million square feet of existing commercial holdings built and under construction. Known for luxury residential buildings, Related Ross is introducing a new class of rentals and condos to the market including The Laurel and South Flagler House. The company also developed and owns the most celebrated destinations in the region including CityPlace – the most visited neighborhood in the city, fostering culture and enriching the community with lush green spaces, a diverse mix of experiential retail and culinary offerings, the largest concentration of public art installed by a private company in Palm Beach County, and educational programming and modern residences; as well as Hilton West Palm Beach, RH West Palm, and the historic Harriet Himmel Theater. The firm is also one of the largest owners and preservationists of affordable housing in the country.
How do you define Related Ross’ mission and purpose?
I started Related Ross to transform West Palm Beach into one of America’s next great cities – on par with innovative areas like Silicon Valley. The goal is to build an environment where the next wave of innovation, especially in technology, can thrive. We want to continue to grow West Palm Beach and South Florida as an area where people genuinely want to live, raise families, grow careers, and enjoy vibrant cultural and recreational experiences. For me,
the success of our mission will be measured by how deeply our projects improve people’s lives and enrich the community for generations.
Over the last five years, we’ve done a lot to realize our purpose. We’ve strategically partnered with world-class institutions and invested significantly across West Palm Beach. We’re proud to have attracted prestigious organizations such as Vanderbilt University and Cleveland Clinic, laying the foundation for groundbreaking advancements in education and healthcare. We’ve prioritized enhancing the city’s cultural and recreational offerings, making it a destination for arts, entertainment, and sports. And of course, our bread and butter, real estate. We’ve made substantial infrastructure investments –from sustainable real estate developments, to revitalizing the waterfront and downtown area, all in the effort of transforming West Palm Beach into a dynamic hub that sets the standard for the future of work in Palm Beach County.
What have been the keys to Related Ross’ strength and leadership?
I think the biggest reason Related Ross has grown into the leader it is today is because we’ve never shied away from thinking differently or taking on projects others considered impossible. When Related and I started Hudson Yards, many thought it was simply too complicated and too ambitious to become reality – but we embraced the challenge head-on. This willingness to push boundaries is part of our DNA.
Today, we’re bringing that same bold approach to South Florida. We’ve made major investments into West Palm Beach to create a vibrant urban destination and an economic powerhouse; we’ve brought world-class events like the Miami Open and Formula 1 to Miami Gardens at Hard Rock Stadium in Miami. We continue to redefine what’s possible.
But even more important than these signature projects are the incredible people behind them. You simply can’t achieve great things without talented, passionate, dedicated teams – and we’ve always believed in surrounding ourselves with the best people and genuinely listening to their ideas. It’s that culture and commitment that allows us to keep raising the bar, especially here in West Palm Beach and across South Florida.
How critical is a commitment to sustainability as part of Related Ross’ culture and values?
Sustainability is a core commitment at Related Ross – not just as a value, but because our industry has a huge opportunity and responsibility to make a difference. When you’re building at the scale we do, there’s enormous potential to positively impact the environment through innovation across every phase of development: design, construction, and operation. We constantly seek out smarter ways to conserve energy, reduce water use, cut waste, and lower emissions. At Hudson Yards, for example, Related built a first-of-itskind microgrid with two eco-friendly cogeneration plants – something I’m really proud of because it sets a new standard for what’s possible in urban development.
Right here in West Palm Beach, we’re especially proud that CityPlace became just the second LEED Gold Neighborhood Development certified project in all of Florida. That recognition reflects not only our investment in highperformance, resilient infrastructure but also our belief that vibrant, sustainable places benefit everyone – residents, businesses, and the wider community. We’re always pushing to raise the standard, and as we continue to grow in West Palm Beach, we see sustainability as integral to our long-term vision for the city.
10 and 15 CityPlace in West Palm Beach, a LEED Gold Neighborhood Development certified project
Will you highlight Related Ross’ commitment to providing affordable housing?
Affordable housing is where Related began –it’s always been deeply personal to me, and it’s still at the heart of everything we do today, especially here in West Palm Beach. Early on, I saw firsthand how quality, attainable homes could change lives and strengthen entire communities, and that insight has guided us ever since.
Today, as Vice Chair of the Florida Council of 100’s Attainable Housing Committee, I’m working directly with leaders across the state to make sure cities across the state grow in ways that remain inclusive and accessible to everyone. Here in West Palm, we’re actively creating stable housing opportunities that give families and workforces real pathways to success. To me, it’s about ensuring the city we love becomes a model for attainable housing, demonstrating how growth can truly benefit all residents.
What is your vision for the future of West Palm Beach and Palm Beach County?
West Palm Beach and Palm Beach County are the most exciting opportunities I have seen in decades. I believed the region had all the ingredients to be the next great American city: location, quality of life, connectivity. But it was missing the kind of intentional investment that turns a good city into a great one. Today, this is the core focus of our development goals for The Gold Coast. It is about building into our culture and community the continuous mentality of industrialization and acceleration. It isn’t about
any one industry – we have global financial services institutions in Miami; we have defense and aerospace companies building their future in and around West Palm Beach; and we have a wealth of internationally-recognized universities and local colleges fueling a pipeline of talent into these industries and into the technology sector as well.
These aren’t satellite offices – these are global market leaders making real commitments to the city. And we’ve backed that with developments like 360 Rosemary and One Flagler, which is nearly fully leased before even opening, and additional towers like the new 10 and 15 CityPlace buildings that are setting a new standard for modern office space in Florida.
To build a city, you need more than office buildings. You need talent, healthcare, culture, and education. That’s why we helped bring the Cleveland Clinic to West Palm Beach and supported Vanderbilt’s graduate campus – these institutions attract the kind of people that foster community growth in ways that make cities thrive. Even more fundamentally, you need good roads, frictionless mobility, and innovative public transportation, all of which we’ve made significant investments in.
I want us to make a true impact. In the future, Palm Beach County will be a place where the next generation of entrepreneurs, thinkers, and families come not just to visit, but to stay, build, and grow. That drives everything we’re doing today.
What motivated you to buy the Miami Dolphins, and has being a professional sports team owner been what you expected?
I’ve loved sports my whole life. Growing up, the first section I’d read in the paper was always the sports section. So, when the opportunity to buy the Dolphins came along, I jumped at it. Beyond just football, it gave me the opportunity to have a real impact on a region I care deeply about.
Leading and managing a professional sports franchise has been both engaging and exciting, while it’s also been more challenging than I expected. There is nothing easy about building a winning football team. Winning matters, as much, if not more, in sports than even in business. Our fans deserve that.
On and off the field, I think we’ve built something special. We’ve invested in the stadium, brought in events like Formula 1 Miami Grand Prix, and turned the Dolphins into a year-round engine for the community.
Owning a team, to me, is like running a public trust. You don’t just own a business –you have a responsibility to the fans, the city, and the culture of the sport. I take that seriously. And while I’ll always push to win more games, I’m proud of the broader impact we’ve made in South Florida.
You commit your time and resources to a number of philanthropic causes. What has made philanthropy so important to you, and how do you decide where to focus your efforts?
An aerial view of West Palm Beach
Philanthropy is something I’ve always felt a responsibility to do. When having the success I’ve had – it changes the way you see your role in the world. I’ve signed the Giving Pledge because I believe if you’re in a position to give back, you should. To me, it’s not about charity –it’s about impact.
I tend to focus on causes I care deeply about and where I believe there’s a real opportunity to create change. Climate is one of them –I support the World Resources Institute because the work they’re doing on sustainability is critical for the planet. Education is another. That’s why I’ve supported institutions that open doors for people – whether that’s helping bring Vanderbilt to West Palm Beach or giving back to the University of Michigan, where I’ve been proud to support programs across business, athletics, and urban innovation. Michigan shaped who I am, and I want to ensure future generations have even more opportunities.
At the end of the day, I want to leave more than just buildings behind. I want to invest in people, in progress, in the kind of change that lasts. That’s what philanthropy means to me.
What was your vision for founding the Ross Initiative in Sports for Equality (RISE), and how has the organization evolved?
I’ve always believed in the power of sports to bring people together. Athletes have a voice that cuts through politics and division. So, I started RISE to use that platform – to educate, to spark dialogue, and to push for real change. What started as an idea has grown into a national organization. We’re now in over 40 states, working with leagues, teams, and schools to promote equality and understanding.
We’re not trying to check a box. We’re trying to shift mindsets – especially with young people. Because that’s where long-term change happens. I’m proud of the reach we’ve built, but more importantly, I’m proud of the conversations RISE has helped start. That’s how progress begins.
What do you feel are the keys to effective leadership, and how do you approach your management style?
Leadership starts with vision – being clear about where you’re going and why it matters. But vision alone doesn’t get you far. The real key is surrounding yourself with people who are smarter than you in the areas that count and then giving them the space and trust to do their jobs. I’ve never been afraid to let people lead.
From the beginning of Related forward, I always aimed to build a culture that encourages thinking differently. I don’t want a room full of people who agree with me – I want people who challenge assumptions, who see around corners, who push the envelope. This has been one of the reasons behind our success at Related Ross. We’ve organized an allstar team made up of folks not just with deep expertise in real-estate, but across politics, business, finance, and technology. Leaders like Eric Silagy, Ken Himmel, Webber Hudson, Jordan Bargas, Jordan Rathlev, Bryan Cho, and Katie Block share my vision for Palm Beach County and continue to innovate, challenge the status quo, and push us closer to our mission.
I’m also big on accountability. If you say you’re going to do something, you do it. And if you fall short, you own it and learn. That’s the kind of culture I try to lead – visionary, collaborative, and grounded in trust and performance.
When you look back to 1972 when you founded Related, could you have imagined in the early days that it would become what it is today?
When I started Related, I wasn’t thinking about building the biggest real estate firm in the country. I had just lost my job, and I needed to figure out how to support myself. I borrowed $10,000 from my mother to invest in my next opportunity. That’s how it began –grit and the belief that I could build something better.
What’s happened since then – it’s hard to wrap your head around sometimes. From affordable housing in the Bronx to Hudson Yards in Manhattan to reshaping cities like West Palm Beach, we’ve taken on projects that have changed skylines and, more importantly, impacted communities.
But I didn’t get here alone. We’ve built a company by constantly reinvesting in people, in ideas, in doing things others thought were impossible. I always believed that if you want to do something meaningful, you have to think outside the box and take risks. That mindset hasn’t changed.
With all the success that you have achieved in your career, are you able to enjoy the process and take moments to celebrate the wins?
I’m not someone who spends a lot of time looking in the rearview mirror. I’ve always been focused on what’s next, what needs to be done. But over time, I’ve learned to appreciate the journey more. You have to – especially when
you’re pursuing growth at the scale we do. These projects take years, sometimes decades. If you don’t stop to acknowledge the milestones, it all becomes a blur.
I definitely take pride in what we’ve built –seeing a neighborhood come to life, watching a vision on paper turn into something people live and work in every day. That’s incredibly rewarding. And I do celebrate those moments with my team, because none of this happens alone, and those wins belong to everyone who put their heart into it.
That said, I’m still wired to push forward. I think part of enjoying the process is being motivated by what’s possible, not just what’s finished. There’s always something more to build, something to improve – and that keeps me going.
What advice do you offer to young people beginning their careers?
The first thing I’d say is: don’t chase titles – chase learning. Early in your career, it’s not about the paycheck or the job description. It’s about soaking up as much knowledge and experience as you can. Be curious. Ask questions. Take on more than what’s asked of you. That’s how you grow.
Second, don’t be afraid to fail. I got fired before I started Related. At the time, it felt like a setback – but it ended up being the best thing that ever happened to me. Sometimes the worst moments push you to learn more about yourself and explore boundaries.
And most importantly, your reputation is everything. Do what you say you’re going to do. Be someone people can trust and rely on. You build a career – and a life – on that foundation.
If you stay hungry, keep your integrity, and surround yourself with good people, you’ll go further than you think.•
Hard Rock Stadium and the Formula 1 Crypto.com Miami Grand Prix course in Miami Gardens
The Power Of Principles
An Interview with Ray Dalio
EDITORS’ NOTE A global macro investor for more than 50 years, Ray Dalio founded Bridgewater Associates out of his two-bedroom apartment in New York City and ran it for most of its 47 years, building it into the largest hedge fund in the world and the fifth most important private company in the U.S. according to Fortune magazine. His investment innovations – risk parity, alpha overlay, and All Weather – changed the way global institutions approach investing, and he has received several lifetime achievement awards. Over the decades he has been a valued macroeconomic advisor to many policymakers around the world. Because of the impact his thinking has had on global macroeconomic policies, he was named by TIME magazine as one of the “100 Most Influential People in the World.” Today, Dalio remains an investor and mentor at Bridgewater and serves on its board. He is also the #1 New York Times bestselling author of Principles: Life and Work, Principles for Dealing with the Changing World Order, and Principles for Navigating Big Debt Crises . Dalio graduated with a BS degree in finance from C.W. Post College and earned an MBA degree from Harvard Business School. He has been married to his wife, Barbara, for more
Ray Dalio
than 40 years and has three grown sons and five grandchildren. He is an active philanthropist with special interests in ocean exploration and helping to rectify the absence of equal opportunity in education, healthcare, and finance.
Will you discuss the concept of the five big forces and how these forces are impacting the world today?
The five big forces are the economic force – money, debt, and the monetary order that goes with it; the internal political and social order that governs countries; the international geopolitical order that governs how countries deal with each other and the world order that goes with it; acts of nature, especially draughts, floods, and pandemics; and man’s learning, particularly in regard to new technologies. We have to recognize that all of these forces go through cycles and change for reasons that have repeated throughout history, so watching what is happening now for someone who has studied history allows you to realize these forces can be measured. These cycles are big cycles, particularly lasting about 80 years, which means we have not seen them in our lifetime, so they seem very unusual.
We are going through those types of seismic shifts today which is, I would say, more of a concern, but also an opportunity. It is a concern because periods of excess that lead to these breakdowns are generally periods of painful disruptions.
What was the reason for writing your latest book, How Countries Go Broke , addressing the debt crisis?
The first thing that needs to be done to address the debt crisis is to build a better understanding of the mechanics and the measurements of the conditions and the risks. That is why I wrote the book, How Countries Go Broke, so that people could see this and better understand it. I am focused on reaching the policymakers who make the decisions on the government’s debts, as well as to all individuals who should be aware of the risks and how do deal with the risks.
I wrote the book because the times called for it. I have been a global macro investor for the last 50 years and have had to navigate through debt crises. In addition, I have studied debt crises going back 500 years. I felt compelled to convey the mechanics of this at this time because of the necessity for people to better understand the mechanics.
How important is it for policymakers to engage with business leaders to best address this issue?
“The first thing that needs to be done to address the debt crisis is to build a better understanding of the mechanics and the measurements of the conditions and the risks.”
I have been able to have productive and meaningful conversations with political leaders from both parties in which there is the understanding of the fundamentals, particularly around debt, and as a result there is a broad understanding of the problem and the best way to deal with the problem. The best way to deal with the problem is through a sensible process of bringing the budget deficit down from about seven percent of GDP to about three percent
of GDP. I find that there is broad agreement about that, and at the same time there is political fighting over the particulars of exactly how to do that. It is like being on a ship where everybody on the ship knows that they are headed toward the rocks, and they just have to agree on how to get the deficit down to three percent of GDP to not hit the rocks, but they are squabbling over how to do that so badly that they will probably hit the rocks.
Is that because of partisanship?
It is because of partisanship, and it is because of not putting what is most important ahead of what is less important.
What are your views on the current state of global trade and tariffs?
I think there is a much greater recognition of this issue than there has been about the waste, the inefficiency, the budget problems, the imbalances, and the risks of international conflict and domestic conflict. However, I do not yet see an adequate approach to dealing with the risks, and having those risks viewed as common, shared risks by all of those that are at risk. I believe that we need to be calm, knowledgeable, and well-coordinated to deal with these risks without worsening the situation with turbulence and fighting, whether that is across party lines or in dealing with other countries.
You have a long history and deep understanding of China. What can be done to strengthen United States-China relations which is so critical to the world order?
I believe that both countries must recognize the risk that each is to the other, and the risks that they are to the world order, and that these risks could end up in a disastrous situation. At the same time, by recognizing these things, I believe that they should recognize the compelling necessity to approach these risks in a matter that is most likely to not lead to very damaging wars – whether those are trade wars, technology wars, geopolitical wars, or military wars – so that we don’t have terrible, regrettable outcomes.
Now that you are out of the day-to-day at Bridgewater, have you had the opportunity to reflect on what you built and the impact the firm has made?
I am 75 years old, and as with everyone in life, I have had wonderful things and great difficulties. I don’t reflect on my life as how I built Bridgewater or how I did a particular thing. I reflect on the fact that I have had a fantastic marriage, fantastic relationships, a fantastic life. What I feel and reflect on most right now, which is my most compelling necessity, is the passing along of what I know to help others.
Are you planning on writing another book?
My next and last book will be on investment and economic principles.
You devote your time and expertise to philanthropic work. What are the keys to being effective in philanthropy?
In philanthropy, in work, and in life, it is important to know how reality works in almost a mechanistic way and to know how to manage the machine that is going to achieve your goals.
What advice do you offer to young people beginning their careers?
Life is a rapidly changing adventure, so experience it, reflect on it, learn and adapt to it. You have to love the adventure which has the ups and downs, and you have to understand the realities and the principles to deal with those realities.
Do you think about slowing down?
I am completely free of obligations, but I have a lot to do because I am running out of time. I am very excited about life.•
Team Maryland
An Interview with The Honorable Wes Moore, Governor of Maryland
EDITORS’ NOTE Wes Moore is the 63rd Governor of the state of Maryland. He is Maryland’s first Black governor in the state’s 246-year history, and is just the third African American elected Governor in the history of the United States. Moore is a proud graduate of Valley Forge Military Academy and College, where he received an Associate’s degree in 1998, and was commissioned as a second lieutenant in the U.S. Army. Afterward, he went on to earn his bachelor’s degree in international relations and economics at Johns Hopkins University in Baltimore, where he graduated Phi Beta Kappa. While at Johns Hopkins, Moore interned in the office of former Baltimore Mayor Kurt Schmoke. Moore was the first Black Rhodes Scholar in the history of Johns Hopkins University. As a Rhodes Scholar, he earned a Master’s in international relations from Wolfson College at Oxford. In 2005, Moore deployed to Afghanistan as a lieutenant with the 82nd Airborne Division, leading soldiers in combat. Immediately upon returning home, Moore served as a White House Fellow, advising on issues of national security and international relations. In 2010, Moore wrote The Other Wes Moore, a story about the fragile nature of opportunity in America, which became a perennial New York Times bestseller. He went on to write other best-selling books that reflect on issues of race, equity, and opportunity, including his latest book, Five Days, which tells the story of Baltimore in the days that followed the death of Freddie Gray in 2015. Moore built and launched a Baltimore-based business called BridgeEdU which reinvented freshman year of college for underserved students to increase their likelihood of long-term success. BridgeEdU was acquired by the Brooklyn-based student financial success platform, Edquity, in 2018. It was Moore’s commitment to taking on the toughest challenges that brought him to the Robin Hood Foundation, where he served for four years as CEO. During his tenure, the Robin Hood Foundation distributed over $600 million toward lifting families out of poverty, including in Maryland. While the Robin Hood Foundation is headquartered in New York City, Moore and his family never moved from their home in Baltimore. Moore has also worked in finance with Deutsche Bank in London and with Citigroup in New York.
Will you discuss your career journey?
I am likely the most improbable governor in the country. There is nothing in my life that at any point made me or anyone for that matter think I could be the Governor of Maryland. But, fortunately for me, I’ve had some really influential people in my life that have lifted me up. Whether it is my mom, who raised me as a single mother; Kurt Schmoke, who I interned for in Baltimore; or Lt. Gen. Fenzel, my commanding officer when I served in the Army, I have had some incredible people that have really helped my journey through life.
From serving in the Army, to leading one of the nation’s largest poverty fighting organizations, to now as the Governor of Maryland, my career journey has always been led by a desire to serve, and I am blessed to be able to do that in my home state.
What attracted you to public service?
There have been several moments throughout my life that have driven me toward a life of public service; the passing of my father,
the labor of love my mother exerted after his passing, my service in the Army, leading one of the largest poverty fighting organizations in the country, and now serving as the 63rd Governor of Maryland. Each one of these moments have widened my understanding of why service matters and deepened my passion for serving others.
I’ve been blessed to work alongside true public servants in every sense of that word throughout my entire life. When I think about why I made the choice to serve, I’m brought back to those moments in my life when people came to support me, my family, and my community –without being asked. These tragedies, stories of hard work, and these opportunities are what have developed my love for public service throughout my life and what continues to drive me to serve others today.
Will you highlight the priorities for your administration?
In the military, I learned the creed that all of us who have worn the uniform of this country live by: Leave no one behind. Our priority is to create a Maryland that leaves no one behind – it’s not just a campaign slogan; it’s
The Hon. Wes Moore
Governor Moore at Stan and Joe’s Saloon in Annapolis, Maryland with local firefighters
a governing philosophy. We want to create a stronger and more inclusive state by building an innovative and dynamic economy that tackles the challenges of today and tomorrow, makes our communities safer with targeted investments in public safety, and ensures Maryland wins the decade by building a more sustainable state for all.
How do you describe Maryland’s strengths?
I have long said that Maryland is asset rich, but strategy poor – that is finally changing. In the last two years, we have added nearly 100,000 jobs, more jobs than the last administration created in eight. Under the Moore-Miller Administration, violent crime and non-fatal shootings are the lowest they’ve been in a decade, according to preliminary data. After eight straight years of 300+ homicides in Baltimore City, under our administration the city has now experienced historic drops in homicides with rates the lowest they’ve been in more than a decade.
But Maryland’s biggest strength has been and will always be its people and their resiliency. We’ve seen their spirit on full display in the past several years, but perhaps most following the collapse of the Francis Scott Key Bridge. When they told us the channel would be cleared in around 11 months, we did it in 11 weeks because Marylanders from across the state banded together to get the job done.
How important is a strong public/private partnership in Maryland?
As a former small business owner, I know how important it is to create an economy that works for everyone – especially for our small businesses that make up an overwhelming majority of the businesses in Maryland. It is essential that we work in partnership with the business community to create the innovative economy that we all know is possible. We need
to be doing things that grow our economy from the bottom up and the middle out. That’s how we build stronger pathways to prosperity and strengthen the foundation our state stands on.
We’re increasing funding for critical state programs like the Build Our Future Program to support new companies on the leading edge of innovation. We’re bolstering support for the Manufacturing 4.0 Program to build out advanced manufacturing in our state. We’re proposing new investments in BioHub Maryland and CyberMaryland, to strengthen the talent pipeline to jobs in cyber and biotech.
This session, I introduced the Procurement Reform Act. It creates a more fair, transparent, and efficient procurement process, and expands opportunities for small, minority, women, and veteran-owned businesses to compete for state contracts.
In order to build an innovative economy that will tackle the challenges of today and tomorrow, we must equip our businesses with the tools they need to succeed and foster a working relationship with the private sector that benefits all Marylanders.
Will you discuss your administration’s focus and commitment to transparency?
“But in the face of chaos, Team Maryland remains committed to leading with clarity, calm, and courage.”
In our first year, we delivered $1.4 billion to MBE’s through the Board of Public Works. We’ve also improved access to banking for small businesses, so our entrepreneurs of color can get the liquidity they need to get an idea off the ground. Maryland is home to the largest number of certified minority business enterprises in the nation. We’re also home to the second highest share of women-owned businesses. This year, we’re focused on building on our successes to make Maryland a destination of choice for entrepreneurs and businesses.
As public servants, transparency and accountability always remain at the forefront of the work that we do, and this year we have made some real strides to ensure even more transparency throughout our administration and in the state government. When I entered office, I announced that I was putting all of my assets in a blind trust to ensure there wasn’t even a possibility of a conflict of interest. Now, I’ve signed legislation that requires the Governor of Maryland to either divest from any conflicts of interest or place their interests into a blind trust. This will ensure any governor makes decisions in the best interests of the people – not themselves. Maryland is now one of the first –if not the first – state in the nation to codify this kind of guardrail on the chief executive –because nobody should be able to use the office of governor as a get-rich-quick scheme, for them or their family.
What advice do you offer to young people beginning their careers?
The biggest advice that I can give to our young people is that you will never look back on life and say “I wish I didn’t try that hard.” I can promise you, it’s the opposite, you’ll always wish you tried even harder. When you go to bed at the end of every day, you want to do it knowing you did everything you can that day to put yourself in a place to succeed.
When you look to the future, what excites you the most, and what concerns you the most?
What excites me the most is the potential of Maryland. This is a place with unlimited potential – it’s why we’re investing in things like quantum, to build the economy of the future.
What concerns me the most is that we have a cruel administration in Washington that is hell bent on making the most vulnerable pay the highest price.
But in the face of chaos, Team Maryland remains committed to leading with clarity, calm, and courage. Marylanders are resilient, and together we will work to ensure that the aspirations of all Marylanders are being prioritized.•
Governor Moore walking on stage to speak at the 2024 Democratic National Convention
Creating The Future
An Interview with Michael Dowling, President and Chief Executive Officer, Northwell Health
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.
a vast network of 21 hospitals, more than 950 outpatient facilities, including 75 urgent care centers, as well as home care, rehabilitation, and end-of-life 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.
How do you describe Northwell Health’s culture and values?
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 employer in New York State, caring for more than two million people annually through
Good organizations are primarily the result of having employees and leaders with the right set of values and behaviors. It’s so important. To repeat the common phrase – “culture eats strategy for lunch.” At Northwell, we prioritize the values of decency, respect, integrity, honesty, tolerance, truth, and teamwork. They are emphasized constantly. It’s about building community and fully appreciating their interdependence. Success is not a solo endeavor. If you deviate from those values, your tenure at Northwell will be brief. I discuss them
Michael Dowling
Michael Dowling converses with Northwell employees during a monthly dinner
in detail each Monday when I spend time with all new employees at an orientation session we call “Beginnings.” Leaders at all levels of the organization must, of course, be constant promotors and guardians of those values.
What have been the keys to Northwell Health’s industry leadership, and how do you define the Northwell Health difference?
We are constantly promoting innovation and entrepreneurship, and creating an
environment where employees find joy and satisfaction in their work. I have always believed that employees who work in healthcare don’t have a job – they have an obligation and a responsibility. I believe our culture is distinctive but so is our comprehensive commitment to the broader community. We believe in optimizing everyone’s talents, embracing diversity, and speaking out on social issues such as gun
violence – the leading cause of death for kids and adolescents – that impact public health. One other distinction is that we provide all services from birth to end-oflife, creating a lifelong continuum of care and support. We also embrace competition, which always makes you better, and we see the status quo as our greatest competitor. We believe in managing the present and creating the future.
“At Northwell, we prioritize the values of decency, respect, integrity, honesty, tolerance, truth, and teamwork.”
Each Monday, Michael Dowling welcomes new employees during a session of information and answering questions
How critical has it been to maintain culture as Northwell Health has grown in size and scale?
As large as we’ve grown, maintaining the culture that we’ve built over the past three decades is extremely critical and has to be a continuous central priority. It requires constant attention. Culture is the personality of the organization – it exemplifies how you behave, how you act, how people work together, how the organization is perceived, and how customers
and employees experience it. This is especially important when the growth is the result of acquisitions or mergers – since our new partners often have distinctive cultures and histories. The goal is to create an overarching, unified culture and method of operations while preserving the essence of the new partner’s culture. It’s a difficult but necessary balance.
How important is it to balance technological advances, especially AI, with the need to maintain the human touch?
This is a crucial issue as we move forward, especially in the healthcare profession. AI has enormous potential to enhance efficiency and decision-making, perform certain tasks and analyze data. But it cannot build culture, express emotion and feelings, provide meaning and purpose, express the power of relationships and inspire trust. Healthcare and all businesses depend on people for their success. How to best blend AI intelligence with human ingenuity and marrying the machine brain with the human brain is an experiment that we will be trying to actualize for years to come. The power of human relationships and socialization, the power of a handshake and eye contact, are so important to the treatment and healing process. AI and other technologies are only part of the answer.
Will you discuss Northwell Health’s commitment to invest in diverse talent?
We live in a world of diversity. Each Monday morning, I spend 2 ½ hours meeting all new employees – about 250 per week. In that room are people of every color, every ethnicity, every religion, and from every corner of the world. This is our strength and something to celebrate and be proud of. Each brings different talents and perspectives. Our responsibility, if we desire to be successful, is to optimize and release those competencies. It is a major priority at Northwell – we hire, promote, train, and educate the best and by doing so we become the best.
What has made it such a priority for you to personally be engaged in Northwell Health’s hiring and recruitment efforts?
We have a robust human resource (HR) organization that operates and continually
Monthly dinner welcoming members of Eastern region. Dinners are meant to encourage free flowing dialogue and discussion with questions open to any topic (above and below)
enhances our hiring and recruitment infrastructure. I am involved at a high level, mainly setting the expectations, but I still make it a priority to meet all new hires each week, which I have been doing continuously for 23 years. It’s important from a number of perspectives: it gives employees contact with leadership and information about the history, mission, values, and expectation of the organization. They get an enhanced perspective on their roles and responsibilities, and they get a better understanding of how the business is organized and structured. For me personally, I get a bird’s-eye view of who we are recruiting. Two hundred and fifty new employees per week is a lot – it’s important to make sure that they are the right fit. We get it right most of the time.
How important is it for you to be at the facilities with your workforce and to be constantly communicating your vision and plans for Northwell Health?
The worst place for a CEO to be is in his or her office all the time. That’s not where
the important work happens – it’s on the floors and on the front lines. To know what’s going on, leaders must make the time to walk around, engage with staff, and get unfiltered feedback. I routinely meet with employees for breakfast, lunch and dinner. Being accessible, enhancing trust and building relationships are so necessary. It’s also part of the process of narrowing the gap between those in the C-suite and on the front lines, and it facilitates the constant communication that employees want and appreciate. Face-to-face, person-to-person communications and visibility are far superior to relying on emails and texts. When other CEOs ask me how I find the time, I ask, “what’s more important?” Your employees are your greatest asset.
What do you tell young people about the type of career the industry offers?
This is a question that comes up almost every week at our employee orientation sessions. Because we are so large, it is difficult to list a career option that Northwell cannot provide. It’s a candy store of opportunity, and
where you begin is no predictor of where you can end up. The list is long. Career opportunities exist in finance, technology, food service, construction, real estate, nursing, PT, education, research, and countless other areas. And we have services and people who can provide support, coaching, and mentoring to help you succeed in whatever career you want to pursue.
At Northwell, we work with dozens of high schools to introduce young people to potential career opportunities, and provide hundreds of internships and apprenticeships each year. This year we will be doing something particularly unique: in partnership with the NYC Department of Education and Bloomberg Philanthropies, we are opening the Northwell School of Health Sciences in Queens this fall. The high school curriculum is being modified to provide a focus on nursing, medical assistants, diagnostic medicine, physical therapy, and mental health. These pathways provide career options for students while also creating a talent pipeline for the future healthcare workforce.•
Always engaging with Northwell employees, Michael Dowling participates in a group photo with staff
Adjacent
Adjacent
Serving The People Of Georgia
An Interview with The Honorable Brian P. Kemp, Governor of Georgia
EDITORS’ NOTE On November 8, 2022, Governor Brian Kemp was re-elected to serve a second term as Georgia’s 83rd governor. Kemp’s political career began when he served as a state senator from 200307. He served as Georgia Secretary of State from 2010-18. He is a business owner, entrepreneur, and investor. A native of Athens, Georgia, Kemp started his first small business over 35 years ago with a pickup truck and a shovel. His experience as a small business owner has driven his mission to put hardworking Georgians first since taking office as Georgia’s governor. Governor Kemp, First Lady Marty Kemp, and their three daughters live on their family farm in Athens and are committed to building a safer, stronger Georgia for all who call the Peach State “home.”
What attracted you to public service?
Marty and I built our first business, Kemp Development and Construction Company, from the ground up with a pickup truck and a shovel. While we felt the struggles of those Friday nights where we weren’t sure if we could pay our employees, I grew fed up with government standing in the way of its citizens’ success and ignoring their concerns. That inspired me to run for the Georgia State Senate, and later Secretary of State, to work to cut red tape and streamline government. After prayerful consideration with Marty and the girls, I decided to run for Governor in 2018, and have been blessed to serve the people of Georgia ever since. Through it all, that work ensuring our government is responsive and efficient has remained my top priority.
Will you highlight the priorities for your administration?
I believe our government should work for its citizens and ensure they can be successful when they work hard, and that vision has been the driving force for my administration. To help fight the negative effects of inflation, we’ve returned over $7.6 billion to Georgians through income tax refunds, homestead tax exemptions, and suspensions of the state motor and diesel fuel tax. This year, I again signed legislation accelerating the largest income tax cut in state history by another 20 basis points. We’ve been able to take these steps because of our responsible, fiscally conservative approach to budgeting.
As the #1 state for business for 11 consecutive years, our commitment to attracting jobs and investment has led to over 193,000 new jobs and over $90 billion of investment coming to communities statewide since I first took office. We’re not resting on our laurels when it comes to working with job creators to address the challenges they face in creating opportunities for hardworking Georgians. That’s why we passed meaningful tort reform this year to restore balance to our courtrooms and help stabilize costs for businesses and consumers alike. We’re also addressing the need for workers to fill these incredible opportunities, with the largest direct college admissions program in the nation, Georgia MATCH, already leading to enrollment increases at our higher education institutions and the Top State for Talent Act that I signed this year aligning the needs of businesses with our high demand career pipeline.
Finally, I believe it is our government’s responsibility to promote the well-being of our
citizens, which is why ensuring our communities are safe and have access to quality healthcare has been a defining feature of my time as Governor. We’ve made Georgia a national leader in the fight against human trafficking by cracking down on traffickers and buyers while ensuring we are a safe haven for survivors. We’ve taken the fight to criminal street gangs and supported our brave law enforcement who work every day to keep our streets safe. We’ve also committed more funding to mental health than ever before, ensuring all Georgians know it is ok to not be okay. Additionally, our innovative, Georgiacentric approach to healthcare, Georgia Access and Georgia Pathways, have led to over 1.5 million Georgians receiving care that fits their needs.
How do you describe Georgia’s strengths? Our state has a lot to offer, and that’s why people are voting with their feet by continuing to move to Georgia and open businesses here. From a business perspective, our approach to working with job creators, not against them –something I like to call the “Georgia Way” –ensures we have the infrastructure, workforce
The Hon. Brian P. Kemp
“I believe our government should work for its citizens and ensure they can be successful when they work hard, and that vision has been the driving force for my administration.”
development, and pro-business environment job creators need to thrive. And we certainly have all of these in droves, with national publications ranking Georgia #1 in all three of those categories.
More than that, people choose Georgia because of the opportunities we offer not just for a successful career, but also for a fulfilling life. Our world-famous southern hospitality offers an open door and smile no matter where you go. Our bountiful natural resources stretching
from the Blue Ridge Mountains to the Golden Isles provide memorable experiences statewide. Our cuisine and attractions in cities and towns across Georgia are always ready to create new memories. Through it all, the people of our state are its greatest strength – always ready to roll up their sleeves and get things done so they can enjoy some time cheering on their favorite team or relaxing with family and friends.
How important is a strong public/private partnership in Georgia?
In short: it’s the key to everything we do in our state. It means at both the local and state level, across branches of government, we work with job creators, not against them, to promote mutual prosperity. It means we work with the private sector to support growth in our communities and address needs for hardworking Georgians. Just as we did during our response to the pandemic, we are always listening to our business partners on their needs and what actions we can take to help them have the opportunity to succeed.
Will you discuss your administration’s focus and commitment to transparency?
One of the main reasons I felt the need to get involved in politics was because I was fed up with getting the government runaround every time I needed an answer. I tell my entire administration, from top to bottom, that whether the answer is positive or negative, we owe the people we serve a response so they can move on with their lives. We’ll keep working to ensure our state government is responsive and trustworthy.
How concerned are you about the partisanship that exists today, and what can be done to bring people together?
I’m not too concerned because I believe the American people will reward leaders who do what they say they are going to do. Here in Georgia, we’ve been successful because we kept our promises and did what we told voters we would do. Because of that integrity, Georgians have rewarded us at the ballot box.
What advice do you offer to young people beginning their careers?
Do the right thing even when no one is watching. When people can trust who you are at all times, they will entrust you with responsibility just as they have us here in Georgia.•
Governor Kemp attending the opening of a new on-site hangar for the Georgia DPS Aviation Division at their headquarters
Governor Kemp at the signing of historic legislation delivering commonsense, meaningful tort reform
The Fontainebleau Experience
An Interview with Jeffrey Soffer, Chairman and Chief Executive Officer, Fontainebleau Development
EDITORS’ NOTE Jeffrey Soffer is the Chairman and Chief Executive Officer of Fontainebleau Development, a premier real estate development group specializing in large-scale lifestyle developments within the hospitality, retail, residential, and commercial sectors. One of the country’s most highly regarded real estate developers, Soffer has been the steward of Fontainebleau Development’s vision and growth, and his influence can be seen in the creation of multiple award-winning projects in South Florida, Nevada, and abroad. Soffer has evolved Fontainebleau Development from a regional leader into one of the most creative and dynamic organizations in modern real estate. Following the company’s acquisition of the historic Fontainebleau Miami Beach resort, Soffer oversaw a $1 billion expansion, transforming the iconic
Jeffrey Soffer
property into one of the country’s most sought-after beachfront playgrounds. Famed for architect Morris Lapidus’ emblematic curvilinear façade and whimsical interior elements, the 1,504-room Fontainebleau Miami Beach now features two new luxury all-suite towers, 12 restaurants and lounges, a 40,000-square foot spa, and a dramatic oceanfront pool-scape. On December 13, 2023, Fontainebleau Las Vegas, a 67-story luxury resort and casino on the northern end of the Strip, opened to global accolades. Certified by the Green Building Initiative with three Green Globes, Fontainebleau Las Vegas features 3,644 luxury hotel rooms and suites, 550,000 square feet of customizable meeting and convention space, 150,000 square feet of gaming space, a collection of world-class restaurants and shops, exquisite pools, vibrant nightlife, and vitality-enhancing spa and wellness
offerings. Fontainebleau Development’s portfolio also includes JW Marriott Turnberry Resort & Spa, a 300-acre, AAA Four Diamond Mediterranean-style luxury retreat that includes two championship golf courses and the awardwinning Tidal Cove Waterpark, and the Four Diamond Hilton Nashville Downtown. Additionally, Soffer has created numerous South Florida residential landmarks, including Turnberry Ocean Club Residences, Turnberry Ocean Colony, Porto Vita, Turnberry on the Green, SeaGlass, and has expanded the company into suburban Washington DC and The Bahamas with successful high-rise residential developments. Currently, Fontainebleau Development has partnered with Starwood Capital Group on 1 Homes Jupiter Island to bring 26 oceanfront estate residences to life ranging from 4,000 to 6,000 square feet. Located just 30 minutes from Palm Beach, 1 Homes Jupiter Island residences will offer expansive terraces, sweeping ocean and intercoastal views and luxury amenities.
Fontainebleau Miami Beach
COMPANY BRIEF Fontainebleau Development (fbdev.com) was founded by Jeffrey Soffer, continuing the decades of success that his father, developer Don Soffer, had achieved in southern Florida. The company now serves a broader range of audiences, interests, partners, and investors –while sharing the same vision to outperform expectations. Fontainebleau Development is positioned as the preeminent leader in country clubs, golf courses, high-end retail, gaming and entertainment, resorts and hospitality, yachting, aviation, and luxury residential.
How do you define Fontainebleau Development’s mission and purpose?
At Fontainebleau, our goal has always been to raise the standard for luxury, design, and service – whether it’s in hospitality, real estate, retail, or entertainment. These are the pillars that define the Fontainebleau experience. We’ve designed and built destinations that merge timeless elegance with innovation tailored to meet what our guests want. What we create is visually beautiful and it’s designed to enhance the way people live and enjoy life. That is how we continue to lead in the luxury market.
What have been the keys to Fontainebleau Development’s strength and leadership in the industry?
You have to be able to see beyond what already exists – even beyond what you can build right now. My dad, Don Soffer, had that kind of vision when he first developed the land that eventually became Aventura, Florida. He knew how to bring the right people and resources together to turn his ideas into reality. That same mindset has stuck with me, and it’s what keeps me driven as I work to grow the Fontainebleau brand.
How critical is a commitment to sustainability as part of Fontainebleau Development’s culture and values?
Sustainability is a big priority for us –especially when we’re designing luxury residences and hotels. These days, it’s not just the right thing to do, it’s what smart builders should be focused on as guests expect
it. They have plenty of options, and they’re looking for places that align with their values. That’s why we’re always pushing ourselves to meet – and exceed – sustainability standards in everything we do.
What was your vision for creating Fontainebleau Las Vegas, and how has the property been received in Las Vegas?
Fontainebleau Las Vegas is a dream brought to life. It’s the very first expansion of our iconic brand – and every detail was designed with care to help shape the future of luxury hospitality in Vegas. The response so far has been incredible, not just locally but from across the country and around the world. And honestly, we’re just getting started. Our team out here is amazing –they’re creating something special every single day as we build on the Fontainebleau legacy and take it beyond our Florida roots.
Will you provide an overview of the development of Turnberry Ocean Club Residences in Sunny Isles Beach?
We wrapped up Turnberry Ocean Club in the spring of 2020 – and it’s something we’re really proud of. It’s a stunning 54-story, all-glass tower designed by world-renowned architects Carlos Zapata and Robert Swedroe. And for us, this project was about creating a lifestyle that goes way beyond the walls of a building. That’s why our residents enjoy access to a private country club, a marina, and a private FBO, plus top-tier amenities and concierge services. This property is also influencing so much of what we are now designing at our most recently announced residential project, 1 Homes Jupiter Island. That project has broken ground and will offer oceanfront residences with a design inspiration rooted in nature and luxury.
Island cabana at Fontainebleau Miami Beach
Fontainebleau Miami Beach Bleau Bar
Will you highlight the strength and expertise of the Fontainebleau Development team?
Our team is made up of true leaders across the board. We’re lucky to have executives with decades of experience in luxury hospitality, real estate, and large-scale development. They’ve helped shape and run some of the most iconic properties in North America. The Fontainebleau name is known around the world for creating unforgettable luxury experiences, and our team is at the heart of that. They’re experts at bringing destinations to life that truly wow both guests and residents. What really sets us apart, though, is that we all share the same drive –for growth, innovation, and always pushing the limits.
You commit your time and resources to a number of philanthropic causes. What has made philanthropy so important to you, and how do you decide where to focus your efforts?
For me, philanthropy has always been something really personal. It’s more than writing checks – it’s about the difference you can make by giving your time, building relationships, and committing for the long haul. Through Fontainebleau Development’s Bleau Cares platform, our team gets to support a bunch of important causes, especially groups battling cancer like the Miami chapter of Susan G. Komen, The Sylvester Comprehensive Cancer Center at the University of Miami Health System, and the Miami Dolphins Cancer Challenge. At the end of the day, we want to make a difference and when we decide where to focus, we think about where our efforts will have the biggest impact – places that encourage innovation and show real results.
What do you feel are the keys to effective leadership, and how do you approach your management style?
Like I said before, it all starts with a vision. You need to be committed to the big picture if you want to get others on board with it. Getting the right people in the right roles is key, especially when you’re working across so many
different areas. But beyond that, you have to empower your team – give them the freedom to make decisions, tackle problems, and lead with confidence. At its core, leadership is really about being consistent and clear, while still pushing boundaries and staying true to your goals and values.
With all the success that you have achieved in your career, are you able to enjoy the process and take moments to celebrate the wins?
Absolutely. Fontainebleau Development has been a family business for decades and getting to learn, grow, and work alongside my family and my children has been the most rewarding part of my career. We live and work in some of the most dynamic markets in the world, so it is easy to enjoy what we are fortunate enough to do each day.
What advice do you offer to young people beginning their careers?
Stay curious. Sure, patience and grit matter a lot, but there’s no substitute for showing up every day, ready to learn, ask questions, and contribute with ideas. Success comes from being consistent, staying focused, and being bold enough to take smart risks. Also, surround yourself with people who know more than you do and pay attention to how they think and operate. Whether you’re in real estate, hospitality, or any other industry, the relationships you build and the reputation you earn are everything. Finally, don’t lose sight of the long game. It’s easy to chase quick wins, but real value comes from building something meaningful over time.•
Resident DJ Tiësto performing at LIV Beach at the Fontainebleau Las Vegas
Fontainebleau Las Vegas
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.
Global Perspective With Local Insight
An Interview with Brad Staples, Chief Executive Officer, APCO Worldwide
EDITORS’ NOTE Brad Staples is an internationally recognized expert on the geopolitical forces shaping markets. As Chief Executive Officer, he leads APCO’s business and more than 1,200 employees who are based in more than 30 markets around the world. Staples has spent decades building APCO’s business and developing client service teams around the world, having previously served as President International and Chair of Global Development. Staples first joined APCO in 1996, where he helped lead the firm’s European business in Brussels before going on to head the EMEA region. Throughout his career at APCO, he has devised and conducted reputation and communication programs for multinational companies and interest groups across a broad range of industries and policy areas. He has developed public affairs campaigns and led investment promotion, information and reputation assignments for numerous corporations, governments, and political leaders. Staples also built APCO’s global antitrust and competition practice. Working in close collaboration with leading law firms and investment banks, he has managed global client M&A and antitrust communication campaigns and has assisted multinational companies from many industry and service sectors in achieving their communication objectives around major cases. Prior to joining APCO, Staples worked in a consultancy in London and was managing director of an EU affairs consultancy in Brussels. He holds a BA degree in politics and government.
Brad Staples
solutions in the areas of financial markets, competitive growth, and political and societal issues; protecting license to operate; building reputations; and helping organizations adapt during times of great change.
How do you define APCO’s purpose?
In a world where geopolitics can shift overnight, defining purpose isn’t just timely – it’s essential. At APCO, our purpose has always been clear: to help our clients make sense of complexity and enable them to achieve meaningful impact. Today, with the world more interconnected – and unpredictable –than ever, a local issue can ricochet across continents in a matter of hours. That’s where we come in. We help clients navigate these dynamics with confidence, turning disruption into opportunity and delivering value not only to their organizations, but to society at large. We’re not just advisors. We bring together the right people, ideas, and insights to spark collaboration and drive innovation. That’s what enables us to create comprehensive solutions for the complex challenges our clients face – and to do it in a way that makes a real difference.
Will you provide an overview of APCO’s services and capabilities?
APCO is a global advisory and advocacy firm that helps clients navigate the intersection of business, media, society, and policy. Our
services span strategic communications, public affairs, government relations, stakeholder engagement, crisis and reputation management, sustainability, digital strategy, and more. In 2024, we deepened our capabilities through a series of strategic acquisitions. These included Gagen MacDonald, known for its human-centered approach to organizational transformation; Camarco, a specialist in financial communications; Strategic Advice in Italy; and NGC International Advisory in the Gulf, focused on regulatory affairs. Together, they enhance our ability to deliver end-to-end, highimpact solutions across markets and sectors.
We’re also guided by an outstanding International Advisory Council – comprised of former diplomats, senior policymakers, and business leaders – whose insights help inform the work we do. And within APCO, our Employee Resource Groups and global alumni community reinforce a culture of collaboration, curiosity, and innovation.
Ultimately, our strength lies not just in what we do, but in how we do it – with agility, collaboration, and a deep understanding of the complex world our clients operate in.
What have been the keys to APCO’s industry leadership, and how do you describe the APCO difference?
At APCO, clients and partners often point to our ability to build meaningful, long-term relationships as a defining strength. I agree –but it’s not just the relationships themselves. It’s the way we build them: across geographies,
FIRM BRIEF What began 40 years ago, with one woman’s vision and bold action, APCO (apcoworldwide.com) has grown into an independent, majority women-owned firm of more than 1,200 employees working in 80 markets around the world. As strategic advisors, creators and communicators, APCO works closely with some of the world’s leading corporations, foundations and governments, helping them navigate and thrive in an increasingly complex, and at times, divisive world. As a long-recognized leader in public affairs, clients engage APCO for advice and action on cultural, social, and economic demands through its suite of integrated services in a multitude of sectors. The firm’s work and expertise are grounded in counsel and brought to life through implementing compelling
“In a world where geopolitics can shift overnight, defining purpose isn’t just timely – it’s essential. At APCO, our purpose has always been clear: to help our clients make sense of complexity and enable them to achieve meaningful impact.”
industries, and perspectives, always anchored in trust and a shared understanding of purpose. With offices in over 30 markets and experience working in more than 80 countries across the Americas, Europe, the Middle East, and Asia, we combine global perspective with local insight. Whether we’re advising on geopolitical risk, guiding transformation, or managing complex reputational issues, we operate as one cohesive team – not a collection of offices, but a connected, global firm.
What sets us apart is our ability to integrate our capabilities into a unified, strategic offering. We don’t deliver standalone services –we shape tailored, end-to-end solutions built on deep expertise and decades of experience. In a complex world, our strength lies in bringing insight, creativity, and execution together – to solve problems, build resilience, and create lasting value. That’s what defines the APCO difference.
Will you discuss APCO’s commitment to research and thought leadership?
Clients come to us with complex questions, often in fast-moving contexts. In those moments, credible insight is essential. That’s why research and thought leadership have long been central to how we work at APCO. We maintain a strong presence at key summits and international gatherings, not simply to observe, but to engage – and to listen. Our teams on the ground provide context-specific analysis, helping clients make sense of developments as they unfold.
We also invest heavily in our APCO Insight team, which draws on a wide range of research methodologies to help clients understand stakeholder dynamics and anticipate change. The aim is always to support more confident, informed decision-making.
We see thought leadership not as a showcase, but as a service. Our responsibility is to offer clarity – especially when the path forward is uncertain. That’s what our clients expect, and what we strive to deliver.
Will you highlight APCO’s global footprint?
As I mentioned, APCO’s strength lies in its ability to combine global reach with local insight. With more than 1,200 colleagues from Washington to Dubai, Brussels to Singapore –we’re embedded in the world’s major political, financial, business, and media centers. This presence isn’t just geographic – it’s strategic. Being on the ground in these diverse regions allows us to stay close to the issues that matter –and to the people shaping them. It gives us the ability to anticipate change, not just react to it, and to support our clients with intelligence that is timely, relevant, and actionable.
Crucially, we operate as one global team. That integration is fundamental to how we serve clients: with shared insight, common purpose, and a unified approach to problem-solving. It’s what allows us to deliver solutions that are both locally attuned and globally informed.
How important is it for APCO to build a diverse workforce to mirror the diversity of its clients and the communities it serves?
“We see thought leadership not as a showcase, but as a service. Our responsibility is to offer clarity –especially when the path forward is uncertain.”
It’s essential. We operate in a complex, interconnected world where no single perspective is ever enough. To advise our clients well – and to remain relevant – we need to reflect the diversity of the people and communities they serve. At APCO, we see diversity not just as a value, but as a capability. We draw on a broad range of cultural, professional, and personal experiences. That breadth of perspective is key to how we approach our work – from stakeholder engagement in emerging markets to navigating sensitive issues in global boardrooms. This diversity strengthens our thinking, sharpens our problem-solving, and helps us adapt quickly to change. It also reinforces our ability to act globally while understanding local nuance –a mindset we often describe as “glocal.” But ultimately, this isn’t about policy – it’s about performance. A diverse and inclusive culture makes us a better partner to our clients and a better organization overall.
What do you see as APCO’s responsibility to be engaged in its communities and a force for good in society?
At APCO, we’ve always believed that the work we do should contribute to positive change – not just for our clients, but for the communities they’re part of. That sense of responsibility is embedded in how we approach our work and in the partnerships we choose to build.
Over the years, we’ve had the opportunity to support a number of organizations working to address some of the world’s most pressing challenges. That’s included working with the Bill & Melinda Gates Foundation to strengthen local impact in India, supporting the Womanity Foundation in its fight to achieve gender equity by serving as their official media and communications partner, and assisting the Climate Emergency Fund in its advocacy efforts to reduce carbon emissions in the U.S.
These are very different causes, but what connects them is a shared commitment to impact – and a recognition that progress requires both focus and collaboration. As a global firm, we have a responsibility to use our capabilities in service of that kind of work whenever we can.
What do you feel are the keys to effective leadership and how do you approach your management style?
When I stepped into the role of CEO, it was immediately clear to me that our most important asset is – and always has been – our people. The strength of APCO lies in the breadth and depth of talent across the organization, and in our ability to align that talent with the evolving needs of our clients and the world around us. For me, leadership is about putting the right individuals in the right roles, and then creating the conditions for them to succeed – with clarity, trust, and purpose. That’s not a static exercise; it requires constant attention, especially in a global firm operating across such a wide range of issues, sectors, and geographies.
I’ve found that the best leadership often comes from listening closely, staying curious, and being willing to adjust course. That mindset has allowed us to remain responsive to change –and, more importantly, to help our clients do the same. Leadership today isn’t about having all the answers; it’s about making space for good judgment, diverse thinking, and shared responsibility.
What do you tell young people about the type of career opportunities the industry offers?
I often tell younger colleagues or interns that consulting offers a front-row seat to the issues shaping the world – and an opportunity to play an active role in responding to them. At APCO, particularly early in your career, you’re not sitting on the sidelines. You’re contributing to projects that have real impact, across sectors and geographies. It’s a fast-learning environment. You’re exposed to different industries, cultures, and ways of thinking. And that exposure – if you lean into it – builds a skill set that’s both broad and deep. You learn to ask better questions, to analyze complex situations quickly, and to communicate with clarity under pressure.
What I find most rewarding is how quickly our young professionals grow into trusted advisors –not just because of what they know, but because of how they listen, adapt, and collaborate. For anyone looking to stretch themselves intellectually and professionally, it’s a uniquely rich and rewarding path.•
A National Model For Freedom And Opportunity
An Interview with The Honorable Mike Braun, Governor of Indiana
EDITORS’ NOTE Mike Braun is the 52nd Governor of Indiana and a conservative outsider who spent his career as a main street entrepreneur building a business and creating thousands of good-paying Hoosier jobs before being elected to the U.S. Senate in 2018. After graduating from Jasper High School in 1972 as class president and a letterman in football, basketball, and track, he attended Wabash College from which he graduated summa cum laude with a degree in economics and as student body president. After college, he married Maureen, his high school sweetheart, and the two moved to Boston where he attended Harvard Business School and earned his MBA. After business school, while the majority of his classmates took high-paying jobs on Wall Street, he chose to move back to Jasper to raise a family and build a career. After a few years working for a national kitchen cabinet company in Jasper, in 1981 Braun got the entrepreneurial itch and took over a struggling farm equipment manufacturer called Meyer Body. Over the next 20 years, he lived the hardscrabble existence of a small business owner with 15 employees and his office in a used mobile home. In the early 2000s, Meyer began to grow into a regional company and over the next 15 years grew into a national company that currently employs thousands of Americans with locations in 38 states. Braun began his public service as a member of the local School Board for ten years and then as a State Representative from 2014-2017. He has been a conservative voice for Hoosiers since his historic victory in the 2018 U.S. Senate election, having led over 40 bills into law and was named the most effective first-term Republican Senator. He was also consistently ranked as one of the most conservative members of the United States Senate, earning endorsements from Americans for Prosperity and CPAC, and maintains excellent ratings from the NRA, Family Research Council, National Right to Life, and Susan B. Anthony List.
a small hardscrabble business into a national industry leader.
What attracted you to public service?
I made the decision to leave my company to run for U.S. Senate frankly because I was fed up with businessas-usual in Washington. I knew that if more people from the business world ran for office, signed a term limits pledge, and voted against big spending packages, we’d instantly get a better product for the American people.
My decision to go back to Indiana to serve as Governor was all about my belief that Indiana should be a national model for freedom and opportunity, and the best place to start a business and raise a family like I did. That was the guiding vision for my campaign, and I’m honored to have the chance to put these ideas into action.
Will you highlight the priorities for your administration?
My administration is laser-focused on getting results on kitchen table issues that
matter to Hoosier families. We’re bringing the breakneck pace of industry to state government with a focus on efficiency and accountability: cutting 25 percent of all regulations, and making 5 percent spending cuts across the board to become leaner and more productive.
We’ve already secured major victories for my Freedom and Opportunity agenda on healthcare price transparency, education choice, public safety, and government efficiency.
My administration’s priorities are best exemplified by our new approach to economic development, focused entirely on two “North Star” metrics: wage growth and new job opportunities for Hoosiers.
Across the board, we’re taking an entrepreneurial approach and shaking up business as usual, and we’re already starting to see that approach pay off.
How do you describe Indiana’s strengths? Indiana’s biggest strength is its people: Hoosiers are good-hearted, hard-working, entrepreneurial people, and anyone who has spent time here will tell you “Hoosier hospitality” is more than just a slogan.
Will you discuss your career journey?
After college, my wife Maureen and I decided to move back to our hometown –Jasper, Indiana – and start businesses. It was the most important decision we ever made, and over the next 37 years I built a company from
The Hon. Mike Braun
Governor Braun speaks with a team member at Meyer Distributing, the company he built for 37 years from his hometown of Jasper
“We’ve already secured major victories for my Freedom and Opportunity agenda on healthcare price transparency, education choice, public safety, and government efficiency.”
We’re also an economic powerhouse. Our gross domestic product has grown 9.3 percent since the pandemic – more than any other state in the Midwest and double or triple our neighboring states.
Indiana’s powerful manufacturing sector has made it a national leader in automotive production, and our world-class universities like Indiana University and Purdue make us a destination for companies seeking top-of-the-line talent.
Our central location as the crossroads of America makes us central to so much of American commerce, and by investing in our
workforce and leading the way on cutting-edge technology like nuclear energy generation, semiconductor fabrication, and EV batteries, we’re setting up Indiana to be the destination to start, scale, or expand a business.
How important is a strong public/ private partnership in Indiana?
As a former business owner myself, I approach the productive side of the economy –the private sector – as a peer rather than as a politician. Partnerships between job creators and our state government are some of the most exciting things we’re working on here in Indiana.
Recently we rolled out our new diploma system, where students have a clear path they can follow to be automatically accepted to Indiana’s great universities, or a career path heavy on hands-on experience where students can get a foot in the door immediately upon graduation with Indiana’s top employers. We developed this diploma system together with Hoosier employers, because we have over 100,000 jobs that need to be filled today.
It’s important to have business partners that bring you solutions rather than problems. That’s what I see as my role for businesses investing in Indiana.
Will you discuss your administration’s focus and commitment to transparency?
Transparency is non-negotiable. I believe government would be a better steward of the people’s money if more public business was conducted in the cold light of day. I’ve taken major transparency steps in my short time as Governor, including major audits of our healthcare spending and executive orders mandating that our state’s economic development entities file financial transparency reports, even retroactively.
What advice do you offer to young people beginning their careers?
I recently gave a commencement address where I encouraged the graduates to really think about what is important to them in life. It can be easy for young people to put their life on autopilot and prioritize what the world tells them to, but then it’s easy to end up focusing your energy on a job title or a bigger paycheck when what really mattered to you may have been family time or entrepreneurship.
The ability to take calculated risk is the biggest difference-maker in life, and when you know what really matters to you, it becomes easier to decide when the time is right to stick your neck out.•
Governor Braun and Purdue President Mung Chiang (fourth and fifth from right) break ground for Purdue’s Academic Success Building in Indianapolis
Governor Braun joins the CFA Society Investment Forum
Helping People Save Money And Live Better
An Interview with Guilherme Loureiro, Regional CEO, Walmart Canada, Chile, México and Central America
EDITORS’ NOTE Guilherme Loureiro is regional CEO for Walmart Canada, Chile, Mexico and Central America. He leads the operation and growth strategy of eight countries, with the purpose of being a people-led, techpowered, omnichannel retailer, dedicated to helping people save money and live better. Prior to his current role, Loureiro was President and CEO of Walmart Mexico and Central America. During his tenure, Loureiro and his team led one of the company’s most transformative periods, focusing on consolidating leadership on everyday low prices, evolving the omnichannel shopping experience, and creating the Walmex ecosystem, with innovative solutions that integrated products, services, and experiences, fostering meaningful connections and lasting relationships with customers and members. He also previously led operations in Brazil. Prior to Walmart, he worked for Unilever performing several roles in different markets including Global Head of M&A, CEO México, Global Head of Strategy, Chairman of Unilever Ventures and CFO for Americas. Loureiro serves as Chairman of the Board of Directors for Walmart México, also known as Walmex. Loureiro holds a bachelor’s degree in business administration from the Fundação Getulio Vargas University in São Paulo, where he also earned his master’s and PhD degrees. He completed the General Management Program (TGMP) and the Management of Executive Boards, both at Harvard Business School.
business administration, and a master’s degree and doctorate in business as well. I started my career in Unilever Brazil as a management trainee and worked for Unilever for around 25 years. I have lived around the world: Brazil, the U.K., the U.S., Chile, Peru, and Mexico. I held varied roles in the organization, from CFO in Brazil and Latin America; CEO Mexico; the global head of M&A; the CFO for the Americas region; global head of strategy; and chairman of Unilever Ventures. At the end of 2012, I joined Walmart in Brazil, and led the company for almost three years. In 2016, I moved to Mexico to become the Walmex CEO, and in 2024 I became the regional CEO for Canada, Chile, Central America and Mexico. In October 2024, I was nominated chairman of the board for Walmex.
Will you provide an overview of Walmart’s business in Canada, Central America, Chile, and Mexico?
The four businesses combined had sales of about $80 billion in 2024 and have around
350,000 associates. We serve more than 7 million customers every day and operate in eight countries.
How critical has Walmex’s data-driven, customer-centric business transformation been for the retailer to stay ahead in today’s digital economy?
The transformation has allowed an already successful brick and mortar business to become truly omnichannel. It’s allowing us to serve our customers whenever they want, wherever they are, at our Every Day Low Prices. And this has allowed us to know our customers even better as we work to serve them in a competitive way. Our entry into Mexico’s digital economy, for example, has allowed us to expand beyond traditional channels. We serve customers there by offering services such as internet and phone, health, and education at prices they can afford. For example, we sell internet up to seven times cheaper than the market leader.
How important has it been to connect this transformation to a meaningful purpose?
Since our foundation, we’ve had a very strong purpose that resonates with our associates
COMPANY BRIEF Walmart Inc. (walmart.com) is a people-led, tech-powered omnichannel retailer helping people save money and live better – anytime and anywhere – in stores, online, and through their mobile devices. Each week, approximately 270 million customers and members visit more than 10,750 stores and numerous eCommerce websites in 19 countries. With fiscal year 2025 revenue of $681 billion, Walmart employs approximately 2.1 million associates worldwide. Walmart continues to be a leader in sustainability, corporate philanthropy, and employment opportunity.
Will you discuss your career journey?
I was born and raised in Brazil, where I attended Fundação Getulio Vargas, obtaining several degrees: I got an undergrad degree in
Guilherme Loureiro
and customers: We help people save money and live better. In my experience, when you have a meaningful purpose, people work harder to get there. We aim to enhance our business continually to better serve our customers. Embracing digital transformation is essential to that progress.
What are the three crucial questions to ask team members to discern if they’re ready to contribute to a transformation?
Do you understand it – what we are doing and why are we doing it? Do you like it – do
you think it’s worthwhile? Do you have the capabilities and skills to be part of it?
What interested you in writing the book, Reinventing the Leader, and what are the key messages you wanted to convey in the book?
Both Carlos (Marin, executive leadership coach and co-author) and I wanted to transmit our learnings to others, to share. We have both benefited a lot from people who taught us, who mentored us, and we believed our knowledge and experience could be useful
to others. A key message from the book is that it does not matter how successful you are – you are not necessarily ready for your next task. You must be able to recognize it and to embrace change. The transformation journey is never easy, but is very rewarding. A second message is that companies that are customer- and associate-centric can identify the need to change earlier, but still need to be able to promote the change. A purpose-driven company excels because its high purpose motivates people to overcome transformation challenges.
What do you see as the keys to effective leadership, and how do you approach your management style?
I heard a phrase about leadership that I like a lot: A good leader takes people to places they cannot go alone. People need to be better under your leadership, achieve more, and be happier. I also believe people should trust their leader, and that to be trusted, you need to be honest, reliable and caring.
I consider myself a strategic leader who can help design and construct the future of the company. People always say that I am a very human leader because I care about our associates. I am also very purpose-driven – I did an exercise with coach Pedro Langre and my coach and partner, Carlos, and the result is that I like to live, love, and generate impact. I do things with intensity; I love what I do and focus on generating results. This, combined with caring about people, is what defines my leadership style.
What advice do you offer to young people beginning their careers?
Be curious, be open to learn, work for companies with a purpose that you share. Never stop learning, work harder, and be a caring person. And it is very important to enjoy the ride and have fun.•
Through an extensive product catalog, Walmart Express offers quality in perishable, grocery, consumables, and selected general merchandise departments. With more than 100 stores, this format also offers services and solutions focused on making customers’ lives easier through competitive prices and the easiest shopping experience.
Building A Future-Proof City
An Interview with The Honorable Francis X. Suarez, Mayor of Miami
EDITORS’ NOTE Francis Suarez is the 43rd Mayor of Miami. As the first Miami-born mayor, he is committed to building Miami into the capital of capital. First elected with a mandate of 86 percent and then re-elected with a mandate of nearly 79 percent, Suarez has championed the integration of climate adaptive policies, Web 3.0 technology, and a free-market approach to all facets of government as part of his Miami for Everyone agenda. Under his leadership, Miami has cut taxes and reduced homicides to one of their lowest levels in more than 70 years, spurring a broad-based economic expansion across Miami. Suarez has also pursued a package of affordable housing reforms that leverages federal opportunity zones with the activation of underutilized land to the supply and overall access to affordable housing for working people. Most recently, Suarez has championed the development of Miami’s tech economy through Venture Miami, now known as the Economic Development Team, along with initiatives that connect education and job training to Miami’s new emerging economic sectors such as Fintech, Medtech, and Greentech. As the son of former Miami Mayor, Xavier L. Suarez, he learned the values of inclusive, servant-leadership to drive economic prosperity, personal opportunity, fairness, equal rights, and reconciliation for all. Suarez was also named as a Time Future 100 Leader. He was named the 20th Greatest Leader in the World by Forbes Top 50. Suarez previously served as President of the U.S. Conference of Mayors. He also practices law as Of Counsel for Quinn Emanuel LLP, an international law firm. Suarez earned his bachelor’s degree in finance from Florida International University, graduating in the top ten percent of his class, and then received his law degree from the University of Florida Levin College of Law, where he graduated cum laude
I was called to do something more for the community that helped me succeed. And that was a calling that I felt deep inside. I was about 30 years old, I had a small business, and I decided to run for office. I was barely elected by 260 votes to the city commission in 2009. So, for me, it was a journey of witnessing a leader that I respected and admired, and also feeling an obligation to be part of the solution in a city that I was born and raised in, and that I love very much.
How do you describe Miami’s strengths?
Miami’s strengths are in its people, its diversity, its climate, and its culture. It’s very welcoming. I have people tell me all the time who come from other places and arrive in Miami that they feel they can integrate quickly and that there aren’t many barriers to entry.
What are the priorities of your administration?
The priorities of my administration are to build a city that’s future-proof, and to focus on building the kind of city that invests in things that appreciate your most precious asset, which is your time. It’s
the one finite asset we all share that you can’t get more of, particularly if you don’t take care of yourself. So, we focused on health and wellness. We focused on parks, spending hundreds of millions of dollars on our parks. We focused on quality-oflife issues such as crime. We’re on pace to have the lowest homicide rate in history. We focused on quality-of-life issues such as income, making sure right now we have the lowest unemployment in America, and the highest wage growth in America. We are doing that by setting the economy of the future, focusing on tech and finance which pay well and help supercharge the businesses of tomorrow. That’s what we’ve tried to do in a comprehensive ecosystem type of fashion. We do that by working with multiple partners from school boards, to charter schools, to universities, to businesses, to leaders – setting the tone and the framework for an ecosystem that’s going to succeed into the future.
How concerned are you about the partisanship that exists today and what can be done to bring people together?
It’s concerning because what I’ve noticed when I travel the world is that we have a lot more in common as people than what separates us.
Will you discuss your career journey and what attracted you to public service?
Public service for me was not a foregone conclusion. I had seen my father serve as mayor for eight years and there was a lot about politics that I found interesting and at some level attractive. There were also a lot of things about politics that frankly turned me off. I think it wasn’t until I bought a home, got married, and was living in a modest neighborhood that I realized that
The Hon. Francis X. Suarez
Mayor Suarez greets City of Miami police officers on horseback during a community engagement
And, of course, there are institutions like the press that oftentimes seems to have a vested interest in having us fight with each other as a means of capitalizing on creating drama and conflict that they can then talk about. I think everybody wants their tomorrow to be better than yesterday – in other words, have a brighter future. They want peace and prosperity for themselves and their children. They want a situation where their children can inherit a life that was better than theirs. These are common themes, no matter what religion you’re from, no matter what culture you’re in, no matter what country you live in. As Americans, we should want to build our economy and our ecosystem around the pillars that made America what it is,
right? Freedom, democracy, the ability to disagree and not lose your freedoms as a result. Having a capitalistic economy where if you work hard, if you play by the rules, if you get educated, you have a better chance to succeed and to pass that success along to your children so they can go to good schools and they can themselves succeed. So, it’s a cycle and if we invest in that cycle, we’re going to get returns on our investment.
What advice do you offer young people beginning their careers?
A few things. One is, never get down on yourself early on in your career. My journey was not the prototypical success story of attending an Ivy League school, never making a mistake, etc.
I went to my local public school and went to my local public law school. They were both good schools. I didn’t start off doing that great at the beginning of my career and I kind of flipped the switch and realized that if I wanted to succeed, I needed to go to law school, which meant putting in energy and effort and work. So, one thing I would tell kids is that there are no shortcuts. You need to work hard to achieve anything in your life.
This leads to point two, which is to do something you’re passionate about, because the amount of work that it takes to be successful and the amount that you have to grind and you have to dedicate, you need to be doing something you like. I think the third component is not to be so hard on yourself.
Today, there are no barriers to success. You used to have to go to the right school and the right graduate school to get a great job, but now you can build products using a lot of the tools that are available at no or low cost. The information that’s available through podcasting, through free forums, is unbelievable. You can educate yourself in ways that exceed probably PhDs, and you can become an expert in your field. For example, I became an expert at some level at crypto, and it was all self-taught. So, there’s just no barrier to being able to learn more and improve yourself.
With the impact and success that your administration has achieved, are you able to enjoy the process and take moments to celebrate the wins?
Definitely. I actually try to do it every day. I have a great staff. I have people who are full of energy, and who bounce that energy back to me every single day which allows me to savor the wins – and the wins aren’t always the big wins. There have been a lot of big wins and we are going to continue to have big wins for the remainder of the time that I’m here, but I also savor the little wins. The homeless person that we help; the person who we got groceries for; the person who has a permit stuck that we make happen. Every single little victory is a victory for the mission, which is to help people and to create a place where everyone can have an opportunity to be successful.
How do you want to be remembered?
I want to be remembered as someone who tirelessly worked to benefit the community they were born and raised in. I was the first mayor in Miami who was born in Miami. That makes me uniquely tied to my city. I was also the first son of a mayor, and I think the combination of those two things bind me in a special way to the city because I grew up as someone who was the son of a leader and someone who was taking care of and shepherding the city. Then I got that opportunity myself in the city that I grew up in. I feel this is a very unique experience. I want to be remembered by Miamians as someone who cared deeply about the city, who put their interests first, who worked tirelessly to make their future better, and who was able to elevate the perception and the profile of the city from a capital of Latin America to a truly global city.•
Mayor Suarez speaks to students at Florida International University about the future of innovation, technology, and leadership in Miami
The AI Control Tower
An Interview with Bill McDermott, Chairman and Chief Executive Officer, ServiceNow
EDITORS’ NOTE Bill McDermott was named Chairman in 2022 and has served as a member of the Board of ServiceNow since 2019. Previously, he was Chief Executive Officer and a member of the Executive Board of SAP. Before joining SAP, he served in senior executive roles with Siebel Systems and Gartner, Inc. He launched his business career at Xerox Corporation, where he rose to become the company’s youngest corporate officer and division president. McDermott got his start as a young entrepreneur running a small delicatessen business on Long Island, New York, at age 17. He received his bachelor’s degree from Dowling College and his MBA from the Kellogg School of Management at Northwestern University.
McDermott
COMPANY BRIEF ServiceNow (servicenow.com) is putting AI to work for people. The company moves with the pace of innovation to help customers transform organizations across every industry while upholding a trustworthy, human-centered approach to deploying its products and services at scale. As the AI platform for business transformation, ServiceNow connects people, processes, data, and devices to increase productivity and maximize business outcomes.
How do you describe ServiceNow’s culture?
Dreams are the shaping force of destiny! ServiceNow is 27,000 people all united by one dream: to become the defining enterprise software company of the 21st century. Our founder, Fred Luddy, sums it up best: “There is no better experience than giving someone a piece of technology that lets them do something they never thought they could do.” Since the very beginning, we put people at the center of everything we do.
ServiceNow’s culture is hungry and humble. I take great pride in this team’s growth mindset. We have a relentless drive to improve, push boundaries, and never become complacent with the status quo. For instance, the first use case for our platform was IT service management. When we became the undisputed leaders in this category, we knew it was time to expand beyond our core business. Today, ServiceNow connects all people, data, and processes across the enterprise with one fully integrated platform that replaces chaos with clarity.
The innovation ethos of our team leads us to be at the forefront of progress. Six years ago, we started building Large Language Models (LLMs) into our platform – well before Agentic AI emerged as the biggest opportunity of our era.
Fast-forward to today, AI has become the greatest battle for civilization of this century. It is also the gateway to prosperity and the requirement for survival. I’m so proud that ServiceNow is leading the AI revolution with thousands of customers on the AI journey with us, including brands such as AstraZeneca, Stellantis, Wells Fargo, Visa, Rolls Royce, Adobe, and many more.
What have been the keys to ServiceNow’s industry leadership, and how do you define the ServiceNow difference?
Simply put, we are built for this moment. The next industrial revolution is being unleashed by AI agents that can reason, plan, and execute actions. The question many leaders ask me is: how good will their actions be? The answer is simple: as good as their knowledge. Think about it – humans can only make the optimal decisions when they have access to all the necessary facts. How would AI agents be able to activate the next best action when they run on siloed architectures that provide access to only a fragment of your enterprise data?
ServiceNow is The Knowledge Company –the only one of our scale that delivers the full software stack in one platform, with one data model, and one architecture. We don’t pass any tech debt to our customers. Our platform goes east to west, connecting all departments, and north to south, integrating data from any system,
“The next industrial revolution is being unleashed by AI agents that can reason, plan, and execute actions. The question many leaders ask me is: how good will their actions be? The answer is simple: as good as their knowledge.”
Bill
on-prem or in the cloud. We bring all that data into a single foundation model – transforming scattered information into actionable knowledge that fuels our fleet of AI agents. Think about ServiceNow as the AI control tower: governing, managing, and securing all AI agents – whether native or third party.
I talk to CEOs every day. One told me: “YES I want operational efficiency, YES I want growth, but what I want the most is SPEED because change is coming towards me relentlessly and I want to be the first to react.” The biggest barrier to speed? Teams spending up to 40 percent of their time manually bridging gaps between siloed applications – copying and pasting data just to keep business moving. This inefficiency amounts to a staggering $10 trillion annual productivity tax, or about 7 percent of global GDP. It’s no wonder only one in four companies have achieved ROI from their transformation efforts due to lack of integration. The single greatest dilemma of the digital age is the destruction of time.
The ServiceNow AI Platform gives leaders the speed advantage. For example, Siemens has saved one million hours by connecting customer service, IT, HR, and operations. Together, we are strengthening shopfloor security and driving AI-powered automation for operations. Our AI also supports real-time problem-solving, providing detailed instructions in natural language to factory employees.
AstraZeneca is another standout. While most major pharma companies launch two new
medicines per year, AstraZeneca aims for 20 by 2030. They are accelerating medicine development, with ServiceNow serving as the unified platform connecting researchers, scientists, and commercial teams. Processes that once took 30 minutes – like requesting new materials – now take seconds. The dynamism of real-time is finally here.
In short, ServiceNow’s industry leadership comes from turning complexity into simplicity through a single AI platform for end-to-end business transformation. That’s why the software industrial complex of the 21st century is converging on ServiceNow as the AI operating system for the enterprise.
How critical has it been to maintain culture as ServiceNow has grown in size and scale?
Staying hungry and humble is not just advantageous for us – it’s the bedrock of our organic growth strategy. Complacency is the enemy of innovation. Every day, we remind ourselves that we’re better than yesterday, but not as good as we’ll be tomorrow. Our team’s mantra, “create always,” drives us to continuously innovate, because we believe that the best brands are those that build solutions the world doesn’t know it needs, but once it finds them, it doesn’t know how it ever lived without them. This mindset has shaped how we transform the world’s biggest challenges into even bigger opportunities.
Since I became CEO of ServiceNow, leaders have navigated a global pandemic, the
great resignation, cybersecurity threats, record inflation, tightening monetary policy, wars, and tariffs. Through it all, we’ve remained relentlessly focused on enabling leaders to navigate the shock waves of uncertainty while reinventing their company for the next decade. For example, our customers told us that siloed customer relationship management software (CRM) – disconnected from the broader value chain – led to poor customer experiences. We listened and decided to revolutionize the category. We recognized that the net present value of a satisfied customer is a company’s greatest asset. That’s why we built an AI-powered platform to manage end-to-end customer journeys, with AI guided selling for complex product bundling. Now, sellers can focus on delivering solutions and adjusting pricing on the fly, rather than piecing together parts.
Underlying all of this is a culture rooted in trust. To me, trust is the ultimate human currency – built in drops, lost in buckets. I’m proud that ServiceNow is recognized by Forbes as one of the most trusted companies. We’re ranked #1 in the software category of the American Opportunity Index, exemplifying trust as a foundational element in corporate success. That’s why nearly two million people apply to join us every year. At ServiceNow, we know excellence is a race without a finish line. As we look to the future, we remain committed to building the solutions that will define tomorrow.
Bill McDermott speaking at ServiceNow’s Knowledge 2025 event
“The tech industry is undergoing a revolution unlike anything we’ve seen before. The Intelligence Supercycle is poised to be even more significant than the internet, mobile, and cloud revolutions combined.”
How important is it to balance technological advances, especially AI, with the need to maintain the human touch?
It’s all about people. There is no artificial intelligence without human intelligence. Thinking Machines are now able to handle the complexity that humans never wanted to deal with in the first place. A report by Boston Consulting Group revealed that 48 percent of workers are currently grappling with burnout.
Modern work is nothing but the constant iteration between humans and machines to create value. Agentic AI plays a pivotal role in facilitating said iteration by bridging the communication gap between humans and machines. For instance, only 7 percent of human communication consists of words – the rest comes from tone and body language. Multimodal AI analyzes multiple data streams, including text, audio, and video, to capture nonverbal cues such as tone and micro-expressions, making human-machine interactions more intuitive. AI agents provide a unique chance to make work more human.
Forward-thinking leaders now see AI as the ultimate amplifier of human potential. Rolls Royce, for example, preserves the meticulous craftsmanship of its engines while maximizing efficiency through ServiceNow’s AI agents. By reducing manual effort, their teams are freed to focus on high-value work. Together, we are
streamlining operations while enabling faster, data-driven decision making.
No matter the industry, the most successful products and services will be the most intelligent. While LLMs and AI agents are critical to futureproof any business, the technology is here, and it’s ready. The real challenge lies in scaling AI through people-centric factors: effective change management, robust governance, and cultivating AI talent. That’s why ServiceNow’s AI design principles have four components: human-centered design, inclusivity, transparency, and accountability. Our Agentic AI workflows allow humans to be in the loop at any point. In our view, AI is a tool to empower people to do their best work and live their best life.
Putting AI to work for people is the only gateway to global economic growth. By 2030, the world will face a labor shortage of up to 50 million workers, especially in developed economies such as the U.S., U.K., Germany, and Japan. Physical and digital AI agents will be the ideal partners, complementing the human workforce, helping us rise to meet the challenges ahead.
What do you tell young people about the type of career the industry offers?
I am excited for the younger generations who are stepping into their careers at a time of exponential transformation. The tech industry is undergoing a revolution unlike anything
we’ve seen before. The Intelligence Supercycle is poised to be even more significant than the internet, mobile, and cloud revolutions combined. For young people, this represents a once-in-a-lifetime opportunity to create prosperity for themselves and society. By 2030, AI is expected to deliver a staggering $22 trillion in global economic impact and eliminate $4 trillion in operating costs.
To seize this opportunity, we must empower people of all ages to thrive in the era of AI. The challenge is urgent: according to Bain, the AI skills gap is widening at an unprecedented rate. In the United States, it’s projected that half of all AI jobs could go unfilled by 2027. This is a global issue. Germany could face the world’s largest AI talent gap, with up to 70 percent of AI roles unfilled by 2027, and the United Kingdom may see shortages exceeding 50 percent.
That’s why we launched ServiceNow University, a program open to everyone. As The Knowledge Company, our mission is to unleash human potential on a global scale. Our goal is to equip more than three million people worldwide with the skills needed to thrive in the AI era. We’re harnessing Artificial Intelligence to amplify Human Intelligence – reinventing learning through a free, personalized program accessible to all. This is the new frontier, designed to elevate people to the next level of greatness.•
“Putting AI to work for people is the only gateway to global economic growth. By 2030, the world will face a labor shortage of up to 50 million workers, especially in developed economies such as the U.S., U.K., Germany, and Japan.
Physical and digital AI agents will be the ideal partners, complementing the human workforce, helping us rise to meet the challenges ahead.”
ADVANCING HEART CARE FOR THE HEART THAT ALREADY HAS ENOUGH TO DEAL WITH
Hearts are remarkable. Small yet powerful, they do a lot of heavy lifting for you and the ones close to you. Yet heart disease remains the #1 killer of both women and men.
At Mount Sinai Fuster Heart Hospital, our experts are advancing the understanding of hearts to offer more accurate diagnoses and better treatments—so you can get back to all you love, without skipping a beat. We get you, and we’ve got you.
Learn more at mountsinai.org/heartcare
A Storied Institution
An Interview with George Nichols III, CAP®, President and Chief Executive Officer, The American College of Financial Services
EDITORS’ NOTE George Nichols
III currently serves as the 10th president and CEO of The American College of Financial Services. Nichols joined The College after a 17-year stint at New York Life, where he held principal roles in sales, P&L, strategic initiatives, and public policy. In 2007, Nichols was named to the company’s executive management committee. He also served as executive vice president in the Office of Governmental Affairs. Before joining New York Life, Nichols was the State of Kentucky’s first Black insurance commissioner, leading regulation of the state’s $10 billion insurance industry through his expertise in health insurance reform and financial services integration. He gained this knowledge through stints as the executive director of the Kentucky Health Policy Board, vice president of marketing for Athena of North America, executive director of product development with Blue Cross Blue Shield of Kentucky, CEO of Central State Hospital in Louisville, and executive assistant to the Commissioner of the Kentucky Department for Mental Health Services. Savoy, a leading Black business and lifestyle magazine, named Nichols among the “Most Influential Black Corporate Executives” in 2012 and 2018, and among the “Most Influential Black Corporate Directors” in 2021. He was named to Forbes’ inaugural 2021 edition of “The Culture 50 Champions.” Nichols was honored as one of “The Ten to Watch in 2021” by WealthManagement.com, and in 2022 he won a ThinkAdvisor LUMINARIES award for Executive Leadership, followed by InvestmentNews’ recognition in 2023 for the year’s See It, Be It role model. Additionally, Nichols is the inaugural recipient of the Alonzo Herndon Award by Business Insurance Magazine. Nichols received his associate degree from Alice Lloyd College, his bachelor’s degree from Western Kentucky University, and his master’s degree from the University of Louisville. Nichols earned the Chartered Advisor in Philanthropy® designation in 2023.
INSTITUTION BRIEF
Founded in 1927, The American College of Financial Services (theamericancollege.edu) is the nation’s largest nonprofit educational institution devoted to financial services professionals. Holding the
highest level of academic accreditation, The College has educated over 200,000 professionals across the United States through certificate, designation, and graduate degree programs. Its portfolio of applied knowledge also includes just-in-time learning and consumer financial education programs. The College’s faculty represents some of the foremost thought leaders in the financial services industry.
Will you highlight the history of The American College of Financial Services?
The American College of Financial Services was founded in 1927 by Solomon Huebner, PhD, who was a professor of economics at the Wharton School of the University of Pennsylvania. The College was originally known as The American College of Life Underwriters. It is now the nation’s largest nonprofit educational institution devoted to financial services professionals and holds the highest level of academic accreditation. The first professional designation The College offered was the Chartered Life Underwriter® (CLU®), which soon became the respected mark of a highly qualified life insurance professional.
Huebner was a visionary in terms of the professionalization of the life insurance industry and the future of financial services. He set out to educate financial professionals with applied knowledge so they could in turn benefit society. To fulfill that mission and stay at the forefront of the profession, The College grew to offer more applied knowledge to support the additional services American families needed, including financial planning, wealth management, philanthropic planning, retirement planning, special needs planning, and tax planning. In the early days, The College primarily offered correspondence education, and now we offer primarily online, e-learning courses that individuals can take however and whenever they choose within the required time frame. That flexibility has always been important to working professionals who continue to serve clients throughout the lifelong learning process as they pursue new, specialized knowledge at various points in their careers.
Yet, even as individuals study and grow on their own, we’re also stronger together. From The College’s founding to today, we’ve found that the shared learning experience brings professionals
together unlike any other networking opportunity. Each year, we host in-person events to help individuals build knowledge and grow through connections. One of our longest-running events is the Conference of African American Financial Professionals with the 19th annual conference coming up in August, and we just introduced our new flagship experience for retirement planners, called Horizons, which took place in March.
Our Centers of Excellence bring our students, alumni, and partners together around causes that are important to the future of the profession and to society, whether that’s the Center for Economic Empowerment and Equality, the Center for Ethics in Financial Services, the Center for Financial Security, the Center for Military and Veterans Affairs, the Center for Women in Financial Planning, the Center for Philanthropy and Social Impact, the Center for Retirement Income, or the Center for Special Needs. Centers provide essential research, innovative programs, scholarships, and practice management guidance while fostering a strong sense of community.
As we continue to carry out Huebner’s vision and innovate, just as he did, we ask ourselves what type of applied knowledge financial services professionals need today, so they may best benefit society tomorrow.
What excited you about the opportunity to lead The American College of Financial Services and made you feel it was the right fit?
The mission excited me most. I knew early on that The College offered something truly different and essential to the financial services profession as well as society at large. When I saw this opportunity, I saw the once-in-alifetime chance to make a positive impact for the future of the profession through this storied institution.
What made me feel it was the right fit? That part was all about the people. The alumni were so enthusiastic and welcoming, actively recruiting me to the role. There was no mistaking that there was something special about The College, and their warm reception made me feel like I truly belonged in this position at this moment in The College’s history. There’s not been a day that I haven’t felt supported by our board of trustees, alumni, and the entire college community; and it’s my job to return that feeling and make sure our students, alumni, faculty, and staff feel supported by The College as their lifelong learning partner.
George Nichols III
“Working with industry leaders and financial professionals, it is truly an honor to play a role in helping consumers address their need for financial security and develop financial plans that enable each of them to live the ‘why’ in life that they define for themselves.”
Working with industry leaders and financial professionals, it is truly an honor to play a role in helping consumers address their need for financial security and develop financial plans that enable each of them to live the “why” in life that they define for themselves.
Will you discuss the strategic priorities for The American College of Financial Services?
The College has three strategic priorities which we’ve communicated and maintained as we move forward on the path to the centennial:
1. Specialized knowledge – We believe individuals and families will continue to demand –and deserve – highly personalized services which will require financial professionals to expand their knowledge into specialized areas, such as tax planning, philanthropic planning, and special needs planning. In The American College of Financial Services’ RIA Growth and Specialized Knowledge Survey, we found 77 percent of advisory firms self-identified as comprehensive wealth managers, yet just 31 percent offered comprehensive wealth management services, including financial planning, tax, insurance, and retirement services. Specialized, applied knowledge is the best way to build the competencies required to close that gap.
2. Representation – The financial services profession has struggled with high turnover for many years, with individuals often quitting before they even finish their training programs, but what makes that especially problematic today is we’re also anticipating a record number of financial professionals to retire over the next decade. Meanwhile, the U.S. population is becoming more diverse and wealth is transferring to younger generations. To address these trends and grow the profession, we are committed to supporting greater representation among individuals from diverse backgrounds and infusing the profession with new, emerging perspectives. We believe new programs can expand awareness of financial services, strengthen alignment between career choices and personal career desires, combat attrition through deeper application in the most formative years, and promote expanded access and advancement for all financial professionals.
3. Retirement planning – When I think about our mission as it relates to benefiting society, there’s no greater need right now than the need for personalized, competent retirement income planning, especially for the record number of Americans who are at
or near retirement age. It’s one thing to help individuals achieve retirement readiness in the accumulation phase. It’s a different, and in some cases, much harder, thing to help them figure out how best to convert their hardearned retirement savings into income that will afford them the lifestyle they want. We are prioritizing The College’s commitment to help financial professionals expand their knowledge of retirement income planning. Our inaugural Horizons retirement conference in March is one example of how we’re doing that, and we’ve also just introduced The Retirement CourseTM, which is geared toward helping preretirees prepare for that next step.
How critical has it been to build The American College of Financial Services team?
Building the right team at The American College of Financial Services is mission-critical because we are mission-focused. To work for a nonprofit that is both an institution of higher education and very much integrated into the business of financial services requires an array of skills and perspectives, including adaptability, an entrepreneurial spirit, and most importantly, a sense of collegiality. The academic side of The College and the business side must respect each other and work together – not to mention, we have several individuals who really bridge both sides.
I say it often: we are stronger together. Our team and the culture we share give us a competitive advantage. Simply put, we would not be in the position we are in today, introducing the kind of innovative programs we offer and with a loyal following of students and alumni, if not for the talented people in every department across The College. You will not find a stronger team up, down, or across any organization than the one we have here.
Our commitment to living the mission has helped us attract individuals who are wellversed in both the financial services business and higher education. Connecting with the mission connects us with each other. It is that same focus on mission that unites everyone, making us stronger together.
What advice do you offer to young people beginning their careers?
First, I’d say be observant and aware of your environment. Sometimes this is called being a “student of the business,” because it is a learning process. Study what works, study the people you admire who are successful, and
study the company’s facts and figures. Today, you have organizations being challenged from a market perspective; their financials and revenue are under pressure. Look at the business side first, before you look at the personal. Before you ask, “what about me as a person?,” reflect on what you are doing in your role to impact the organization. What else can you do to make yourself a greater asset or to contribute at a higher level, perhaps beyond your job description?
Next, stand out. In an organization that tries to be fair in assigning responsibilities and offering up opportunities, leadership teams can’t take everybody who wants to be there and promote them to the next level. There are three major things that stand out: First you must think about performance in your current job. Ask yourself: Are you knocking the ball out of the park at your current job? You need to knock the ball out of the park to attract more growth opportunities. You also must show good judgment, including in your social life and on social media. And you must demonstrate continuous improvement. For example, knowing how AI is already influencing work across all industries, I would encourage you to get familiar with using various AI tools available, even the ones that are not used at your workplace. The person who knows how to use AI will stand out to current and prospective employers.
Finally, I’d say learn as much as you can. It won’t surprise you that I’m a big believer in applied knowledge and professional development. We recently published research called the Designation Outcomes Study which showed a measurable connection between professional designations from The College and higher growth in earnings, client retention, and production. There’s so much you can gain from a strategic, intentional approach to learning. You’ll also learn from others. Get to know everyone, whether that’s at a job fair or event or at your current job. Networking gives you the invaluable opportunity to connect with peers and mentors, including those who share similar backgrounds and those who don’t, because both are important. Embrace the fact that leaders are watching not only how you perform, but also how you treat others and how open you are to learning from them. You are already forming your leadership style early on in your career, and I’ve seen that the best leaders are those who are always learning.•
A City Within A City
An Interview with Lisa Bova-Hiatt, Chief Executive Officer, New York City Housing Authority
EDITORS’ NOTE Lisa Bova-Hiatt was appointed Chief Executive Officer of the New York City Housing Authority (NYCHA) in July 2023 after serving as Interim Chief Executive Officer since September 2022. Bova-Hiatt has more than 25 years of experience in the public sector. She joined NYCHA in February 2020 as general counsel, where she led the Authority’s Law Department and was involved with all NYCHA executive matters, including compliance with the U.S. Department of Housing and Urban Development agreement, NYCHA’s transformation and implementation plans, and operations and administration. She was previously general counsel of the City University Construction Fund and executive university counsel of the City University of New York (CUNY). Prior to CUNY, Bova-Hiatt served as executive director of the New York Governor’s Office of Storm Recovery, where she played an integral role in helping the agency carry out the reconstruction of over 12,000 homes and hundreds of infrastructure projects. Bova-Hiatt previously spent 19 years in various roles at the New York City Law Department, including as the deputy chief of the Tax and Bankruptcy Litigation Division, where she specialized in real estate acquisition and development, and an advisor to administration officials. She is a graduate of Villanova University and Brooklyn Law School.
INSTITUTION BRIEF
How do you describe New York City Housing Authority’s mission?
NYCHA’s mission is to provide decent, affordable housing for low- and moderate-income New Yorkers. Today, that means prioritizing the key pillar areas of the 2019 HUD Agreement – lead, mold, heat, elevators, pests, and waste, and apartment and building inspections. It also means using every available tool to both invest in our properties in the face of decades of federal disinvestment and mounting physical needs, and developing creative reinvestment strategies to reimagine what NYCHA campuses can look like in their communities.
What interested you in leading NYCHA and made you feel it was the right fit?
I am a lifelong New Yorker and have spent my entire career in public service, having previously worked at the City University of New York, the Governor’s Office of Storm Recovery, and the New York City Law Department. When the opportunity presented itself to join the Housing Authority, I was excited to take on the challenge, and bring my experience and
knowledge to the Authority at a pivotal moment of transformation. We often refer to NYCHA as “a city within a city,” because one in 17 New Yorkers calls NYCHA home. The opportunity to make an impact in the lives of so many New Yorkers is what drives me every day.
Will you highlight New York City Housing Authority’s history and how the organization has evolved?
The New York City Housing Authority, the largest public housing authority in North America, was created in 1934, and the first NYCHA development, First Houses, opened in 1935. NYCHA provides affordable housing to 520,808 authorized residents through public housing and our Permanent Affordability Commitment Together (PACT) programs as well as Section 8 housing. NYCHA has 177,569 apartments in 2,411 buildings across 335 conventional public housing and PACT developments.
Today, I’m proud to say that NYCHA has made transformative changes over the last six years. Since the signing of the HUD Agreement in 2019, we have worked with rigorous oversight and robust transparency to establish our Transformation Plan, leading to tangible
The New York City Housing Authority, the largest public housing authority in North America, was created in 1934 to provide decent, affordable housing for low- and moderate-income New Yorkers. NYCHA (nyc.gov/site/nycha) is home to 1 in 17 New Yorkers, providing affordable housing to 520,808 authorized residents through public housing and Permanent Affordability Commitment Together (PACT) programs as well as Section 8 housing. NYCHA serves 341,681 residents in 177,565 apartments across 335 conventional public housing and PACT developments. There are 152,049 apartments within 242 conventional public housing program (Section 9) developments, and 25,516 apartments within 93 PACT developments.
Lisa Bova-Hiatt
“We often refer to NYCHA as ‘a city within a city,’ because one in 17 New Yorkers calls NYCHA home. The opportunity to make an impact in the lives of so many New Yorkers is what drives me every day.”
improvements inside the homes and buildings of NYCHA residents through progress made in the HUD Agreement pillar areas, fundamental changes to management structure, and the adoption of best practices across the board. This is work we continue to focus on every day.
How does NYCHA connect residents to critical programs and services with a focus on economic opportunity, youth, seniors, and social services?
NYCHA’s Resident Services, Partnerships, and Initiatives Department (RSPI) engages and connects NYCHA residents to a variety of critical programs and services. RSPI also leads and supports a wide array of partnerships, programs, and initiatives in the areas of economic opportunity, youth, health, seniors, and social services. Our Business Pathways programs, for instance, harness the entrepreneurial spirit inherent in so many NYCHA residents and provides them with the tools necessary to start and grow their own businesses in the food and childcare industries.
What role do you see for public-private partnerships in addressing NYCHA’s needs?
NYCHA’s Permanent Affordability Commitment Together (PACT) program depends
on partnerships with private and nonprofit development partners who are selected based on resident input. The PACT program converts developments to a more stable, federally funded program called Project-Based Section 8, unlocking funding to complete comprehensive repairs, while also ensuring homes remain permanently affordable and residents have the same basic rights as they possess in the public housing program. Once the property is converted to Project-Based Section 8, NYCHA leases the land and buildings to the development partners who conduct comprehensive renovations, serve as the new on-site property manager, and provide enhanced social services and community programs.
To date, 146 NYCHA developments, or over 39,000 apartments, have entered the PACT program and are in pre-development, under construction, or have completed construction, representing over $13 billion in capital repairs for the Authority.
Will you discuss NYCHA’s efforts to build trust with residents in communities that have historically felt neglected?
NYCHA has placed a great deal of emphasis on resident outreach and engagement in recent
years. One example would be the PACT program, where NYCHA engages with residents for years ahead of a development’s conversion, including by working in close concert with residents to select partner teams and develop community plan documents that guide the project’s priorities. Another great example is the Trust votes at NYCHA developments, which give residents a say in the future of their homes. Following 100 days of engagement at each voting site, the development’s residents are given the opportunity to vote to join the Public Housing Preservation Trust or PACT program and unlock comprehensive renovations, or to remain a part of the Section 9 portfolio, effectively deciding the future of their homes.
How important has it been to build the NYCHA team?
The 2019 HUD Agreement compelled NYCHA to enact its Transformation Plan, which made fundamental changes to its management structure and established best practices across the board, with emphasis on key areas that directly affect residents’ quality of life. We have empowered a dynamic and highly competent group of individuals to lead the departments that make up the Authority, and their diligent work in service of the Transformation Plan has been critical to NYCHA’s success in recent years. I am very proud to work with such innovative and dedicated leaders.
What do you feel are the keys to effective leadership and how do you approach your management style?
I have always believed that an effective leader should have a clear vision, but remain flexible and adapt to challenges as they arise. I strive to lead by example and interact with all levels of staff, understanding that they may bring different perspectives and valuable insights to the table. We certainly could not do what we do every day without the dedicated staff of the Authority, and I am inspired by the public servants who work alongside me day in and day out.
What are your priorities for NYCHA as you look to the future?
NYCHA’s top priority remains enhancing the quality of life of our residents. We will continue our work to enhance day-to-day operations through the Transformation Plan; make marked improvements in the pillar areas; reinvest in our properties using the PACT program and Public Housing Preservation Trust; and build trust with residents by engaging them in key decision-making areas that directly impact their lives.•
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
Taking Action
EDITORS’ NOTE Brian Wallach represents corporations and individuals in federal and state criminal investigations and trials. He also has advised clients on Securities and Exchange Commission, civil regulatory and internal investigations, as well as complex civil litigation involving class actions and multidistrict litigation. Wallach is the co-founder of I AM ALS, a foundation that provides critical support and resources to those living with ALS, as well as their caregivers and families, and engages with policymakers to help fund research. In recognition of his work with I AM ALS, he received the Attorney of the Year: Highly Commended honor from The American Lawyer in 2023 and the Abner J. Mikva Award from the American Constitution Society’s Chicago chapter which recognizes lawyers who have made extraordinary contributions to progressive legal causes. From August 2014 to May 2018, Wallach was an assistant U.S. attorney in the U.S. Attorney’s Office for the Northern District of Illinois. While in the U.S. Attorney’s Office, he was a member of the Violent Crimes Section with a focus on complex racketeering cases. In his four years as a federal prosecutor, he tried numerous cases and handled a wide range of high-profile investigations including the prosecution of 34 leaders of a violent street gang for violating federal racketeering statutes, as well as the prosecution of over a dozen doctors and hospital executives as part of one of the largest anti-kickback healthcare prosecutions in the Northern District of Illinois. Wallach also led the prosecution of a ring of individuals who attempted to steal millions of dollars through an elaborate bank and wire fraud scheme, two brothers connected to the
Mexican cartels who engaged in a violent shootout with law enforcement, and multiple individuals involved in trafficking of firearms and their use as part of violent crimes. He also argued two cases before the Seventh Circuit and has briefed numerous others. Wallach received a number of awards and commendations for his work at the U.S. Attorney’s Office, including an Award of Excellence from the U.S. Department of Health and Human Services Office of Inspector General and Certificates of Appreciation from the Federal Bureau of Investigation, Drug Enforcement Administration and U.S. Secret Service for his contributions to law enforcement. Prior to his tenure as an assistant U.S. attorney, Wallach served as an associate at Skadden. During that time, he represented, among other clients, an individual facing parallel criminal and civil charges in the Southern District of New York, a corporation’s board of directors in an internal investigation of potential wrongdoing by the company’s chief executive officer, and a former senior foreign government official whose testimony was sought as part of ongoing alien tort claims litigation. In addition, he authored an amicus brief in support of a petition for writ of certiorari to the Supreme Court in Boyd v. Allen. From July 2011 to April 2013, Wallach served as senior vetting counsel at the White House. In this capacity, he was responsible for overseeing the vetting process for nearly all Senate-confirmed executive branch appointees and all presidential appointments as well as working on congressional oversight investigations as part of the White House Counsel’s Office. Wallach earned a BA degree from Yale University and a JD from Georgetown University Law Center.
FIRM BRIEF Founded in 1948, Skadden, Arps, Slate, Meagher & Flom LLP and affiliates (skadden.com) is one of the world’s most highly respected law firms. Skadden has 21 offices, approximately 1,700 attorneys and more than 50 distinct areas of practice. The firm’s clients include more than 50 percent of Fortune 250 corporations, as well as financial and governmental entities, startup companies and nonprofits.
Will you discuss your career journey?
After graduating from Georgetown Law, I worked on Barack Obama’s first presidential campaign where I met my wife, Sandra Abrevaya, and served as Deputy Political Director for the New Hampshire primary election and Political Director for New Hampshire in the general election. After the election, I declined a job at the White House in favor of a great offer to join Skadden’s New York office. It was important to me to officially begin my career as an attorney and learn from some of the best practitioners in the field. I spent two years in the Skadden New York office, focusing on white collar criminal cases, and then transferred to Skadden’s Washington, DC office where I worked on appeals and class action suits. After three years of private practice with the firm, I joined the White House counsel’s office in 2011 as Vetting Counsel where I focused on vetting and investigations. I spent two years in the White House in these roles and learned a lot about public service and government. After leaving the White House in 2013, I joined Skadden’s Chicago office, focusing again on white collar and commercial litigation.
In 2014, I became an Assistant United States Attorney for the Northern District of Illinois. While in the U.S. Attorney’s office, I was a member of the Violent Crimes Section, with a focus on complex racketeering cases.
“When I was diagnosed with ALS in 2017, I faced two choices: give up or take action. I chose action.”
Brian S. Wallach
An Interview with Brian S. Wallach, Associate, Litigation, Skadden, Arps, Slate, Meagher & Flom LLP
“Of all my accomplishments, I’m most proud of helping pass The Accelerating Access to Critical Therapies for ALS Act (ACT for ALS) legislation. We wrote a bill that brought a sense of urgency to a system that had long lacked it – creating new pathways to accelerate research for people living with ALS and other neurodegenerative diseases.”
Following my terminal ALS diagnosis in 2017, Skadden did something remarkable; they welcomed me back to the firm as an associate. In doing that, they provided me with an unbelievable opportunity to continue my career, as well as to build the bedrock for our accomplishments in ALS advocacy for patients and their caregivers. As my condition progresses, I remain committed to Skadden’s pro bono work which provides meaningful engagement in the fight against ALS, as well as a mental break from ALS, as I’ve had the opportunity to work on wrongful convictions and other criminal justice matters.
Did you always know that you had a passion to pursue a career in the legal profession and what has made the profession so special for you?
I was born in the DC area to two lawyers – my mother at the SEC and my father, a partner at Hale & Dorr. While I was at Yale, my dad would mail me newspaper clippings with the note: “Don’t be a lawyer.” After graduating, I worked in investment banking, consulting, and college admissions. Despite my father’s advice, I knew I wanted to be a lawyer. Lawyers have the power to change and improve the lives of others. I have been privileged to use my training to make huge impacts in the healthcare and advocacy space; not only has this impacted me, but so many others who are affected by ALS.
What led to your co-founding of I AM ALS, and how do you define its mission?
When I was diagnosed with ALS in 2017, I faced two choices: give up or take action. I chose action. I traveled across the country, speaking with researchers, doctors, patients, and nonprofit leaders to find out how I could make the greatest impact. I met incredible people doing vital work –yet time and again, I heard the same thing: their efforts weren’t reaching the public. So my wife and
I took what we learned and created the nonprofit I AM ALS (IAA). Launched in January 2019, IAA is dedicated to accelerating the search for a cure and helping patients reclaim a sense of normalcy after diagnosis.
What have been the keys to moving the needle in government funding for ALS and access to drug trials?
I’ve always believed that real change happens when we build strong coalitions and challenge them to dream bigger and move faster than we ever thought possible. Awareness is also critical. ALS diagnoses are steadily increasing, and we need to keep that reality front and center. Advocating for sustained funding – by calling your representatives or writing to Congress – may seem small, but it can create a powerful ripple effect.
How do you describe the impact of the passage of The Accelerating Access to Critical Therapies for ALS Act in the fight against ALS?
Of all my accomplishments, I’m most proud of helping pass The Accelerating Access to Critical Therapies for ALS Act (ACT for ALS) legislation. We wrote a bill that brought a sense of urgency to a system that had long lacked it – creating new pathways to accelerate research for people living with ALS and other neurodegenerative diseases. When the bill became law, hope transformed into tangible progress. I am proud to say that our efforts have helped secure over $1 billion in federal funding and created five expanded access programs (EAPs) to advance the fight against ALS.
How valuable has it been to possess your legal acumen and advocacy skills in driving real action in finding effective treatments and a cure for ALS?
Being a lawyer gave me the tools to be fearless and was essential in helping me write the ACT for ALS. I couldn’t have accomplished what we did without my legal training. I’m also incredibly
fortunate to have a partner with a deep background in communications and a strong understanding of Capitol Hill. Together, our skills became a powerful combination for driving change.
How important has it been in your fight against ALS to have the support of a firm like Skadden which is so committed to pro bono and making a difference?
Skadden has been extraordinary, and I’m deeply grateful for their support. They’ve enabled me to continue practicing law while fully embracing and supporting my advocacy through I AM ALS, which the firm has taken on as a pro bono client. Their commitment has meant the world to me –both professionally and personally.
You have received much recognition and awards for your work in fighting ALS. Are you able to take moments to reflect on the lives you have touched and the progress that has been made through your work?
I’m incredibly proud of the progress we’ve made in the fight against ALS. When I reflect on all we’ve accomplished, I’m truly in awe. But there’s still much work ahead, and that’s what motivates me every day. I continue to dedicate 8-12 hours a day to advocating for people living with ALS and their caregivers, pushing forward in this fight with unwavering determination.
You are known to be an optimistic person. How has your ability to stay positive and to focus on opportunities helped as you face this disease?
Hope is what drives me, keeping me focused and optimistic. I’m more hopeful than ever that we’re on the brink of transforming ALS from a fatal disease into a manageable, chronic condition. The progress that my wife, Sandra, the ALS community, and I have made continues to fuel my determination to keep fighting and bring new treatments to the forefront of ALS research.•
“Since taking I AM ALS on as a pro bono client in 2020, I have had the opportunity to work with and get to know Brian, and to help progress his extraordinary vision to create a community to advocate and support ALS patients, caregivers and families. Together with a team at Skadden, we have helped I AM ALS navigate its formation and growth, advising on its negotiations of sponsorship, professional services and participation agreements, as well as various corporate governance, compliance and regulatory matters. Brian’s determination and skill are unmatched, and the passion he brings to his work is contagious. Working on I AM ALS has been a highlight of my career. Brian is an inspiration and true example of someone who in the face of adversity has chosen to fight not only for himself, but for every ALS patient who comes after him.”
Rachel Cohn, Skadden Partner
Rachel Cohn
Revolutionizing The Healthcare Apparel Market
An Interview with Trina Spear, Co-Founder and Chief Executive Officer, FIGS, Inc.
EDITORS’ NOTE Trina Spear cofounded FIGS in 2013 and serves as its Chief Executive Officer and as a member of the Board. Her accolades include being named in Goldman Sachs’ 100 Most Intriguing Entrepreneurs (2018 & 2019); Endeavor Entrepreneur (Endeavor, 2015); and Entrepreneur of the Year (Ernst & Young, Los Angeles Region, 2018). Her article “Transforming the Healthcare Experience: Doctors, Nurses, Patients, and Beyond,” was published in the Journal of the American College of Radiology in 2017. Additionally, under Spear’s leadership, FIGS was ranked Number 21 on Inc. Magazine’s Inc. 5000 ranking of the nation’s fastest-growing companies in 2018. Since February 2024, Spear has also served as a member of the board of directors of Amer Sports, Inc., a global group of sports and outdoor brands, including Arc’ teryx, Salomon and Wilson. Prior to co-founding FIGS, Spear was as an associate at the Blackstone Group Inc., a leading global alternative investment business, in the firm’s hedge fund group. She began her career at Citigroup Global Markets Inc., where she spent four years in its investment banking and private equity divisions. She holds a BA degree in economics from Tufts University, graduating magna cum laude , and she completed her MBA from Harvard Business School. Spear was also selected to join the Aspen Institute’s Henry Crown Fellows in 2018.
Trina Spear
Will you discuss your career journey?
After growing up in Miami and attending Tufts University, my first job out of college was at Citigroup, where I spent four years working in the investment banking and private equity groups. I then went back to school and got my MBA from Harvard Business School. After HBS, I went back to Wall Street where I worked for several years doing finance at Blackstone. My years on Wall Street were a great learning experience, but I wanted to make a greater impact. I wanted to create something that would be truly disruptive and that would uplift a group of people that were being underserved. Just as I was having these thoughts, I was introduced to my future co-founder, Heather Hasson, who was in the process of starting FIGS. As Heather and I dove into learning everything we could about healthcare professionals, it became apparent to me that there was no one more extraordinary and as underserved as healthcare professionals. There was clearly a massive opportunity to fix this, so I took the leap and joined Heather in starting FIGS. Since FIGS’ founding in 2013, Heather, myself, and our team at FIGS have been focused entirely on changing the game for our incredible healthcare community.
What was the vision for creating FIGS and how do you define its mission?
that very minute on giving athletes every possible advantage through cutting-edge materials and purpose-driven designs. She thought to herself: What about the people saving lives? Who is focused on them?
When Heather and I teamed up, every morning at 7 AM and every evening at 7 PM, we parked outside of emergency rooms, waiting for healthcare professionals to change shifts. We handed them a fresh cup of coffee and sold them FIGS from the back of a car. We snuck into hospital lobbies and cafeterias for almost a year to observe how healthcare workers moved; we spent countless hours speaking with them about their unique challenges, likes, and dislikes. Based on all these learnings, FIGS revolutionized the healthcare apparel market. We’ve done that by branding a previously unbranded industry, de-commoditizing a previously commoditized product – elevating scrubs and creating premium products for healthcare professionals, and building a community and lifestyle around a profession.
Our ultimate goal is to transform the experience of being a healthcare professional and inspire the next generation to want to become one.
Will you provide an overview of FIGS’ products and capabilities?
COMPANY BRIEF FIGS, Inc. (wearfigs.com) is a founder-led, direct-to-consumer healthcare apparel and lifestyle brand that seeks to celebrate, empower, and serve current and future generations of healthcare professionals. FIGS redefines what scrubs are by creating technically advanced apparel and products that feature an unmatched combination of comfort, durability, function and style, all at an affordable price. With the largest DTC platform in healthcare apparel, the company sells its products to a rapidly growing community of loyal customers. Through these customer relationships, FIGS has built a community and lifestyle around a profession, revolutionizing the large and fragmented healthcare apparel market and becoming the industry’s category-defining healthcare apparel and lifestyle brand.
The healthcare industry is made up of the most incredible people in the world – registered nurses, respiratory therapists, surgeons, dental hygienists, veterinarians, home health aids, physician assistants, nurse practitioners, researchers, medical students, the list goes on. From the outset, FIGS’ mission has been to celebrate, empower and serve each of these people who are dedicating their own lives to serving others.
The journey of FIGS began over a cup of coffee. Heather was meeting her good friend, Allison, a nurse practitioner, who was coming off a 16-hour shift draped in what essentially was a poorly fitting burlap sack with her size displayed in bright orange for all to see. This was the official garment for medical professionals, aka “scrubs.” As she was staring at Allison’s baggy, boxy, ill-fitting scrubs, Heather could not help but think about how many multi-billion-dollar apparel companies were focused at
Bottom line, we’re obsessed with healthcare professionals, who we call Awesome Humans, and we do everything we can to honor our mission of celebrating, empowering, and serving them. We create the world’s best and most innovative products that meet every need a healthcare professional has – on shift, off shift, to work, at work, and from work, head to toe. We share stories about healthcare professionals’ experiences in ways that inspire them. We build meaningful connections within the healthcare community that we created. Above all, we seek to make an impact for our community, including by advocating for them and always having their backs.
Where do you see the greatest opportunities for growth for FIGS?
We’ve come a long way at FIGS, but we’re still just getting started. Virtually all of our success so far has been through our digital-only direct-to-consumer platform serving U.S.-based healthcare professionals. And there’s a massive opportunity to go deeper, with three of our biggest growth opportunities being our B2B business (called TEAMS), international, and retail.
TEAMS: While most healthcare professionals buy their own uniforms, we are increasingly seeing a consumerization of healthcare with the advent of med spas, concierge medicine, and other modern channels. These are fast growing spaces that are looking to drive premium experiences – both for employees and patients – and FIGS is a perfect match for them.
International: More than 80 percent of global healthcare professionals are outside the U.S., yet they represented only 15 percent of FIGS’ business in 2024. We want everyone to benefit from FIGS, so as we continue to grow internationally – we’re now in over 30 countries. This is a huge opportunity.
Retail: After having been a digital-only brand for about a decade, we’ve started to open retail spaces that we call Community Hubs. More than 60 percent of healthcare professionals want to try or feel a product before purchase, so having a physical presence is critical. And nearly 40 percent of those visiting our Community Hubs are new to FIGS.
Ultimately, we want to be everywhere that healthcare professionals are.
How critical has it been to continue to build the FIGS team?
When you’re running a startup, you necessarily do every job, but that doesn’t mean that you’re actually good at most of them. Building the team with A-players who deeply understand and respect the culture, the mission and the long-term vision is absolutely critical. Without our incredible team, FIGS would never have scaled like we have, and our impact would be a fraction of what it is.
What do you see as FIGS’ responsibility to be engaged in the communities it serves and a force for good in society?
FIGS is unique in that our core business, whether through products or marketing, is
inherently impact driven. It is designed to support the most deserving people in our society –people who sacrifice everything to support the rest of us.
However, we don’t stop there. In line with our purpose-driven mission, giving back is ingrained in everything we do at FIGS and has been from the beginning. When we started FIGS, we created an initiative called Threads for Threads to donate scrubs to healthcare professionals who work in resource-poor countries and lack the proper uniforms to do their jobs safely. To date, we have donated many hundreds of thousands of FIGS to medical professionals in need. We have also given back in a variety of other ways, including, among many others:
• Taking our community of Ambassadors on trips to bring healthcare to communities lacking access;
• Building the FIGS Operating Theatre in Ukwala, Kenya to provide a state-of-the-art facility in a community that previously did not have access to surgical care;
• Granting funds to help pay the tuition of those who represent the next generation of healthcare;
• Providing monetary and other support to a range of organizations that provide relief to healthcare professionals;
• During the COVID-19 pandemic, donating personal protective equipment, scrubs, funds, and other essential products to frontline workers.
In recent years, we’ve grown our impact even further through our advocacy program. For too long, healthcare policy has not focused on a critical audience: the Awesome Humans who provide care. Exhaustion, burnout, financial stress, and physical safety concerns continue to be a daily reality for them. To address these issues, we have an advocacy team in DC
that is fighting every day for healthcare professionals – for their mental health, their pay, their safety, their time, and their training.
Through all of these efforts, our approach is simple: we give back to the healthcare community that gives so much of itself to serving others.
Did you always know that you had an entrepreneurial spirit and desire to build your own business?
My first job as a teenager was working the counter at Johnny Rockets and I spent a lot of time figuring out how to get the most tips, so I guess I’ve always had some entrepreneurial spirit. But it wasn’t until I met my co-founder, Heather, and became so inspired by serving healthcare professionals that I truly had a desire to build a business. Some people are entrepreneurial from the start and any business will satisfy that passion. For me, I found a business opportunity that inspired me so much that I made it my life’s work.
What do you feel are the keys to effective leadership and how do you approach your management style?
There are many, but one that is particularly important to me is being an individual contributor first and foremost. In my view, one can only be an effective leader if they actually get messy with the job. Rather than sitting in an ivory tower and shouting orders for others, it’s important to be involved in the company’s biggest issues directly and at a granular level. Whether helping to design the next big product, create the next marketing campaign, or operationalize a new community-building moment, being a leader means diving into the details and partnering with the team in actually doing the work. This is not only critical to a company’s success –it’s way more fun.
With all that FIGS has achieved since its founding in 2013, are you able to enjoy the process and take moments to celebrate the wins?
Being the leader of a company that’s trying to do something that no one else has done before isn’t easy. As CEO, you spend most of your time troubleshooting problems and less time on the areas that are already going well. And when you only spend time on problems, it can be easy to lose sight of all the successes. But you absolutely can’t let that happen, and the way to make sure of that is to always remember the why, and to have a deep love for the mission and the work. I am incredibly driven to make the lives of healthcare professionals better and while I know we have a long way to go, I also know that we’ve made a huge impact. It will never get old seeing a healthcare professional feel that we solved a problem for them, shared their story in an authentic way, or had their back.
What advice do you offer to young people beginning their careers?
Make an impact. You will spend an enormous amount of your life working, so spend that time on something you truly love. And create impact every day – on those you work with and on the world.•
Healthcare apparel by FIGS
A Learning Culture
An Interview with Beth Marrion, Senior Managing Director, Accenture
EDITORS’ NOTE Beth Marrion is a senior managing director and client account lead for one of Accenture’s largest global clients. A member of the company’s Global Management Committee, she serves as the client account lead for the Americas. With P&L responsibility for four dimensions of Accenture’s business, including Strategy & Consulting; Song; Technology; and Operations, Marrion has 25 years of experience in consulting and transformation. She leads large initiatives to reinvent retail businesses, enhance customer experiences, and improve operational efficiencies. She has expertise in data & AI, customer experience, retail operations and supply chain. With leadership roles in civic organizations whose missions address the most challenging issues facing the people of Chicago, Marrion serves on the Executive Committee and board of directors for NextUp, a network to advance all women, grow business and eliminate barriers for women in the workplace. She also serves on the board of directors for The Economic Club of Chicago, The Executives’ Club of Chicago, and the Civic Consulting Alliance. Marrion holds degrees in Economics and French from Duke University.
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?
a standstill based on the enormous number of orders that came in. They were faced with the harsh reality that many of their customers were at risk of not receiving their gifts before the holidays. It was an “all hands on deck” moment where we had Accenture teams working sideby-side with our client in warehouses and call centers to ensure the holiday was a success. From that point on, I knew retail was where I wanted to build my career.
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,
As a freshly minted undergraduate from Duke University, I started my first job as a consultant for Accenture. Today, I’ve been here nearly 30 years. During that time, I’ve worked across every segment of the retail industry within Accenture. Back in the late ’ 90s when e-commerce was just getting off the ground, I had a chance to work with a leading toy retailer to launch their online capabilities. The company went live with their online store just before Christmas and was nearly brought to
In fact, I’ve recently had a full circle moment: today, I’m focused on client business which I initially worked on 20 years ago. This great company has been extremely successful for decades and now they’re at an inflection point. We’re shaping an end-to-end reinvention of their business model, including talent, operations, and technology, powered by AI. Under the guidance of a new CEO, along with a leadership team that has a number of Accenture alumni, we’ve hit the ground running – shaping how the organization will leverage AI and automation to leapfrog the competition. That’s the effort I’m leading and it’s incredibly gratifying to work alongside such a high performing team –both on the client side and Accenture.
How do you describe Accenture’s culture?
I would describe our culture as positive and inspiring, reflecting our commitment to people, innovation, and impact. Our peoplefirst environment encourages bold thinking, lifelong learning, and working together to solve some of the world’s most complex challenges.
“I would describe our culture as positive and inspiring, reflecting our commitment to people, innovation, and impact. Our people-first environment encourages bold thinking, lifelong learning, and working together to solve some of the world’s most complex challenges.”
Beth Marrion
“The keys to Accenture’s industry leadership is fueled by a multifaceted approach, including a strong emphasis on talent development and innovation, a commitment to thought leadership, and a laser focus on our clients and outpacing changing business needs.”
Will you provide an overview of your role and areas of focus?
My role is primarily in two focus areas: the first, leading our team and client relationships at the client I referenced earlier. We’re growing their business as strategic partners – we have a unique relationship. Our Accenture team has a running start, given the Accenture alumni in the leadership ranks at this client. They know how to work with our team, as we’re bringing new ideas, energy, and thought leadership to them to drive growth. During any period, this would be a complex project, and particularly so given the current macroeconomic environment, including tariffs. The shear project size is formidable, with more than 2,200 stores across the U.S. and a team of nearly 900 people from Accenture.
The second area of focus for me – a big honor – is serving as a Client Account Lead (CAL) on Accenture’s Global Management Committee. In this role, I help our CALs across the Americas – leaders who are closest to our clients – prepare for and address some of their biggest challenges by leveraging the global strength of Accenture. It’s an exciting time; we’re developing a global blueprint to ensure we’re learning from one another and sharing curated topics to accelerate performance and outcomes for our clients.
In my role, I’m hearing messages directly from our CEO about our business – I’m charged to effectively communicate those to our CALs, and share some context to offer clear, practical
and actionable guidance. It’s a heavy lift, but it’s a great opportunity for our CAL leadership team to collaborate in a meaningful way, to learn from each other and develop together, continuously improving.
What have been the keys to Accenture’s industry leadership, and how do you define the Accenture difference?
The keys to Accenture’s industry leadership is fueled by a multi-faceted approach, including a strong emphasis on talent development and innovation, a commitment to thought leadership, and a laser focus on our clients and outpacing changing business needs. Fundamentally, Accenture is a learning culture – we prepare our people for emerging technologies, especially in AI, by investing in skill development and training. It’s a culture that fosters innovation and that makes it an exciting place to build a career. Accenture’s research and thought leadership helps shape the future of business and technology; this helps us understand our clients’ needs and develop tailored solutions to create client value. Finally, our responsible leadership builds essential trust with our clients, and trust is the bedrock of our business.
What has made community engagement and philanthropic work so important to you?
Chicago is not just where I work – I was raised here and now have raised my family here. Giving back aligns with my personal values and Accenture’s mission to improve the way the world works and lives. One recent assignment
was to serve as the Chicago Office Managing Director. It was rewarding to increase my own involvement in the civic organizations that make a significant difference in Chicago, including the Executives’ Club of Chicago and The Economic Club of Chicago, which both contribute to economic development and leadership within the city. I also serve on the board of NextUp, focusing on advancing diversity, equity, inclusion, and belonging in the workplace. Accenture’s retail consulting business has a long legacy of female leaders, so I’ve always had incredible women guiding and sponsoring my development. NextUp helps me pay it forward to the next generation of diverse leaders, both within Accenture and across NextUp’s extensive network of partner organizations.
How do you describe your leadership style?
Two concepts define my leadership style: collaboration and continuous learning. As a leader at Accenture, I take my responsibility to mentor and guide people new to their careers very seriously – and it’s very rewarding to see our people thrive and grow.
What advice do you offer to young people beginning their careers?
In addition to “be prepared to work hard” –that’s a given – here’s what I share with young people: seek mentors, jump at the chance to learn, and give back to the communities where you work and live. This will build not only a strong foundation for a career, but a strong foundation for life.•
“Accenture’s research and thought leadership helps shape the future of business and technology; this helps us understand our clients’ needs and develop tailored solutions to create client value.”
Folly Cove, Gloucester, 1915 | watercolor, pastel, pencil and oil on paper
One Mount Sinai
An Interview with Vincent Tammaro, Executive Vice President and Chief Financial Officer, Mount Sinai Health System
EDITORS’ NOTE Vincent Tammaro brings 30 years of experience in hospital and healthcare financial management to Mount Sinai Health System. Previously, he served as Chief Financial Officer of The Ohio State University Wexner Medical Center in Columbus, Ohio. Before joining Wexner, Tammaro spent 20 years in increasingly responsible roles at Yale-New Haven Health, including serving as CFO and Treasurer from 2016 to 2022. He serves as treasurer of Project Reach, a nonprofit dedicated to erasing the stigma of addiction and mental health issues. Tammaro earned a bachelor of business administration degree in accounting from the Pace University Lubin School of Business.
(OMS). I have been given leeway to implement the OMS objectives to transform the organization, guided by three core system goals: enhancing patient care through seamless, coordinated experiences; advancing research to improve health outcomes; and ensuring long-term financial sustainability. Our focus is on unifying operations and technology, streamlining governance and decision-making, and building a system-wide culture of performance and integration.
I was drawn to Mount Sinai’s leadership alignment and organizational vision, led by our Chief Executive Officer, Brendan G. Carr, MD, MA, MS. This includes a forwardthinking strategy; collaboration across disciplines; and innovation in clinical, operational, and financial integration.
management, investment tools, capital and equipment modernization – anything to generate supplemental revenue outside the traditional ways.
A strategic CFO builds strong relationships with government and regulatory agencies for compliance and reporting; with managed care organizations and payers to advocate for fair reimbursement and reduce denials; and community stakeholders and advocacy groups to promote trust, engagement, and philanthropic support.
A CFO needs to focus on strategic planning and business development. Some of the areas I am addressing are 340B expansion and achieving economies of scale; identifying new revenue streams; expanding outpatient care; increasing transplant/cardiac cases; and creating commercial volume in women, children, ortho, etc.
INSTITUTION BRIEF Mount Sinai Health System (mountsinai.org) is one of the largest academic medical systems in the New York metro area with seven 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 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.
What excited you about the opportunity to join Mount Sinai Health System and made you feel it was the right fit?
Mount Sinai has a history spanning over 170 years, making it one of the most venerated academic medical institutions in the country, rooted in a mission to provide compassionate, high-quality care to all. It is equally committed to pioneering scientific research that improves health outcomes locally and globally. The system employs approximately 48,000 people, including 9,000 physicians and 8,000 nurses, and has a collaborative, inclusive, and mission-aligned culture.
At Mount Sinai, we are undertaking a strategic system transformation: “One Mount Sinai”
It is a dynamic time in healthcare that presents exciting opportunities for the future, and I am motivated by a bold, visionary team that is committed to addressing challenges, delivering results, and creating a lasting impact on the communities Mount Sinai serves.
How important is it for the CFO role to be engaged in business strategy?
It is essential for the role to be engaged in business strategy and strategic leadership. Success hinges on transparency and the relentless pursuit of the truth, and as CFO, I believe it is critical to maintain clear, honest communication with all stakeholders – the board, investors, payers, our employees, patients, and the broader community.
At Mount Sinai Health System, we are focused on financial resilience in a challenging environment. Even in the face of headwinds such as the Mount Sinai Beth Israel campus closure, credit rating downgrade to Baa3 by Moody’s, Medicaid reconciliation cuts (Mount Sinai will lose approximately $200 million-$300 million per year if implemented in its current form), we remain focused on maintaining honesty and clarity with our community, bondholders, and other stakeholders. Success means balancing short-term challenges with long-term vision and community responsibility.
The CFO must go beyond the traditional norms and values; it’s important they understand the political environment – local, state, and federal – and how they affect the financial future. It is also critical to look at space utilization, lease
Compliance and risk management is another key priority to ensure full regulatory compliance (e.g., HIPAA, accreditation bodies). We are also investing in cyber preparedness, including technology and protocols to secure financial and patient data.
How is technology impacting the CFO function?
Technology is a strategic driver of financial performance, patient experience, and operational efficiency. At Mount Sinai, we’re making targeted investments in telehealth platforms, revenue cycle automation, Electronic Health Records (EPIC), Enterprise Resource Planning (Oracle ERP), and clinical infrastructure to support system-wide integration. These tools are foundational to our “One Mount Sinai” transformation strategy, and they are reshaping how we deliver and finance care.
Technology only works if people know how to use it, which is why we’ve made training, education, and leadership development a priority. We’ve appointed a Chief Revenue Officer and a Chief Integrity Officer to oversee improved charge capture, coding and documentation, appeals, and denial prevention.
Technology also brings inherent risk as we’ve seen more frequently with increased ransomware attacks on healthcare institutions. In addition, much of this technology is linked into patient care – respirators, MRIs, etc. – so there’s an added risk if we don’t bolster and safeguard protection of these machines from being hacked and threatening the lives of patients and our staff. We
Vincent Tammaro
“Mount Sinai’s difference is rooted in a deep, multifaceted commitment to community, innovation, and excellence.”
are reinforcing cybersecurity in partnership with our Chief Technology Officer focused on safeguarding protected health information, conducting cybersecurity drills, and ensuring HIPAA compliance. Importantly, we are educating staff system-wide to recognize security threats and use tools responsibly, especially EPIC, where patient data is readily accessible.
Artificial intelligence is making a tangible impact through ambient listening for realtime medical transcription and optimizing the patient experience through personalized digital touchpoints.
The bottom line is that technology is a conduit to assist our teams with making decisions. The role of the CFO today is to ensure that we not only invest in the right systems, but also invest in people who can use technology to lead, train, and execute the vision and objectives of the organization. It is a balancing act, and with the right tools and the right training, we can improve financial performance and enhance patient care.
How do you describe Mount Sinai Health System’s culture and values?
Mount Sinai’s culture is grounded in its tripartite mission: Patient Care – delivering compassionate, high-quality care to diverse communities; Research – advancing knowledge to improve health outcomes locally and globally; and Education – training the next generation of clinicians, scientists, and healthcare leaders. These values are the foundation of our system and guide everything we do.
We are in the midst of significant transformation – modernizing systems, operations, and structure to become a more efficient, nimble, and high-performing organization. With any change, we recognize that culture may be disrupted, and rebuilding trust and alignment will take time and intention. A successful transformation depends on: open dialogue across all levels of leadership – avoiding siloed or side conversations; a culture where leaders feel empowered to speak candidly and challenge each other using facts and data; and thoughtful, consistent communication to help every employee understand not just the “what,” but the “why” behind changes.
We are reshaping the narrative around change to emphasize modernization and optimization, improved patient outcomes
and experiences, and empowering staff through clearer processes and better systems. By highlighting inefficiencies that negatively impact staff and patients, we can rally the organization around the shared goal of improvement.
What have been the keys to Mount Sinai Health System’s industry leadership, and how do you define the Mount Sinai difference?
A critical driver of our success has been creating a “burning platform” for change – making clear why transformation is necessary. We ensure senior leaders are fully engaged and aligned from the outset, and communication is key: we consistently explain “why we’re doing this” at all levels of the organization to generate buy-in and long-term commitment. This alignment allows us to take the steps necessary to improve quality, patient outcomes, and operational efficiency.
Mount Sinai’s difference is rooted in a deep, multifaceted commitment to community, innovation, and excellence. We serve a diverse population, delivering nearly $900 million annually in uncompensated care. In 2024, we served over 1.3 million unique patients. We provide non-traditional community benefits, such as: $9 million in 2024 to support nearly 1,900 units of affordable/subsidized housing for employees and families; and over $900 million spent on supplies sourced from local New York State vendors (22 percent of all supplies).
Mount Sinai Health System has received world-class clinical recognition with three hospitals (The Mount Sinai Hospital, Mount Sinai Queens, and Mount Sinai South Nassau) being Magnet-designated, a prestigious distinction for nursing excellence earned by only 6 percent of U.S. hospitals. We also have a global reach, with affiliations and partnerships that extend beyond the U.S., including with Qatar, Guyana, and Grenada. Some of our recent initiatives include advising the Government of Grenada on the development and operations of the Hope Vale hospital; extending a five-year healthcare partnership in Guyana focused on establishing a national cancer center, modernizing national health infrastructure, and implementing a worldclass digital health system. Mount Sinai also has strong strategic public partnerships with NYC Health + Hospitals through the Icahn
School of Medicine at Mount Sinai, which provides professional, medical, and other services to Health + Hospitals in Elmhurst and Queens.
How do you approach your management style?
I prioritize cross-functional collaboration –bringing together clinical and non-clinical leaders to align on shared goals. I consider myself a transformative leader, focused on creating unity across the organization and supporting innovative solutions that elevate the entire health system.
A core part of my leadership is balancing short-term financial needs with long-term investments in technology, workforce optimization, value-based care, and navigating workforce pressures, reimbursement volatility, and a dynamic regulatory environment which requires agility and innovation.
I lead with a mindset of effective change management, ensuring every strategy we implement improves both patient outcomes and operational efficiency.
I view culture as vital to financial success and clinical excellence. Building a high-performance culture means creating buy-in from the C-suite to frontline staff, aligning everyone with our values and expectations.
What advice do you offer to young people beginning their careers?
Pursue passion over prestige: Choose a vocation that genuinely excites you. Don’t chase titles or salary early on – those will come in time. If you find joy and meaning in your work, success will follow.
Cultivate Curiosity: Always ask questions – no one expects you to know everything right away. Stay eager to learn from others, especially those with different perspectives or experience levels. Curiosity leads to growth and innovation.
Prioritize In-Person Engagement: In today’s hybrid world, it’s tempting to stay remote –but presence matters. Especially in healthcare, where clinical staff are physically present, finance and administrative teams should aim to mirror that commitment. Being in the office fosters organic networking, learning opportunities, and stronger team dynamics that Zoom can’t replicate.
Find Mentors: Search out people who can guide you and are willing to invest in your career.
•
Winning Championships
An Interview with Jerry Reinsdorf, Owner, Chicago White Sox and Chicago Bulls
EDITORS’ NOTE Jerry Reinsdorf began his career as a tax attorney with the Internal Revenue Service after earning credentials as both a CPA and a lawyer. He became Owner and Chairman of the Chicago Bulls in 1985, guiding the team to six NBA Championships in the 1990s and helping shape the franchise into a global powerhouse. Recognized as one of the most influential figures in professional basketball, Reinsdorf was elected to the Naismith Memorial Basketball Hall of Fame in April 2016. As Owner of the Chicago White Sox since 1981, Reinsdorf also played a pivotal role in bringing a World Series title to Chicago in 2005, while overseeing charitable, community-focused efforts that twice have earned MLB’s prestigious Allan H. Selig Award for Philanthropic Excellence.”
my head in wonder at the place I’m fortunate to be in today. Who could imagine a President and a Pope being White Sox fans?
When you reflect on your decades in sports ownership, what do you consider your proudest accomplishment?
The obvious tangible answer is the seven championships in sports, six NBA titles with the Bulls and the World Series championship with the White Sox in 2005. However, when people ask me this question in casual conversation, my answer almost always goes to my pride that both sports franchises do such a tremendous job at positively impacting lives in our community. These are impacts that can change peoples’ lives forever. I am so proud of our ability to do that so well.
Whether we are talking about on-field performance or off-the-field efforts, the answer
is the same: the awesome ability for sports teams to make millions of people happy, to bring joy and make a positive difference.
What are the keys to building a winning culture across a professional sports organization?
I believe the role of the executive in any company is to set the organization’s vision, hire the best people, and then trust them to make the right decisions. Once that framework is up and operating, culture and results naturally follow. Probably the other key moment for an executive comes when the organization faces a crisis, something that potentially threatens your operations. At that moment, decisions and direction need to be determined by your foundational principles and those are often established and reinforced, in times of crisis, by the executive. Integrity matters. Who are we and what do we stand for as an organization? When you get those answers right, like great coaches do, success – and winning – naturally follow.
Will you discuss your career journey?
As a young boy sleeping on a cot in the hallway of my family’s Brooklyn apartment, I could never have imagined competing for NBA championships and World Series titles for a living. I could hardly imagine even owning a car.
After graduating from George Washington, law school brought me to Chicago. Looking back at my career, I would never say I operated with a long-term plan in place. I was pragmatic in whatever came next, working for the IRS, founding Balcor, eventually selling to American Express, putting together the investment groups to purchase the Chicago White Sox and then the Chicago Bulls, building the United Center. Each step was based on where I saw the greatest personal challenge and most opportunity. Eventually, my professional success led to some amazing opportunities in the sports world. If I were not chairman of the White Sox and Bulls, it’s likely no one would know my name. And believe me, I would be very comfortable with that.
Even now, at age 89, I still get a thrill walking through the doors of the ballpark or basketball arena each day for “work.” My job truly does keep me young and engaged. In the sports world, you never know on any given day what might come across your desk. For example, on one random day this May, I received the surprising news the newly elected Pope, Leo XIV, is a White Sox fan. How can you prepare for that? Many days, I just shake
Jerry Reinsdorf
You commit your time and resources to a number of philanthropic causes. What has made philanthropy so important to you?
Cities, communities, and fan bases give so much to their sports teams. In the snow and rain, loyal fans will brave the elements to give their heart and support to their teams. It only makes sense that we return the support with the incredible platform we hold. The philanthropic arm of the White Sox – Chicago White Sox Charities – began with the simple purpose to help support the effort to fight against pediatric cancer, and has grown into a vibrant organization, uniting our fans, clubhouse and front office to help make Chicago a better place to live, work and play. Today, White Sox Charities contributes more than $2 million annually to support efforts impacting children and families in crisis, youth health and wellness, youth education, as well as our founding pillar of pediatric cancer and treatment. This summer, thanks to the amazing support of our fans, sponsors and others, we have topped $50 million in cumulative giving.
Through its philanthropic arm, Chicago Bulls Charities (CBC), the Bulls support impactful programming in dozens of neighborhoods across the city – touching the lives of thousands of children and families each year. CBC is committed to leveraging the power of the Bulls’ platform to uplift and support organizations that are addressing critical issues in our city. With a focus on community violence prevention, education, health and wellness, and increasing access to opportunities for underserved youth, CBC partners with organizations driving meaningful change across Chicago.
I truly believe that as a professional sports organization, we have a responsibility to do everything within our means to better our home here in Chicago. It might mean a simple visit
to the hospital to help lift the spirit of a patient and family, or a collaboration with our fellow sports franchises to seek and support evidencebased solutions to gun violence as we’ve seen through our involvement in the Chicago Sports Alliance. It’s an important responsibility for teams and their players and is such an amazing opportunity for a human being to positively impact others.
How do you decide where to focus your philanthropic efforts?
Sports is a social institution that unites communities for social good. As such, we embrace our responsibility to support our neighbors who may be in need and to direct our efforts to help make our city a better place to live, work, and play. For the White Sox, our nationally recognized ACE program (Amateur City Elite youth baseball program) has impacted hundreds of young athletes, giving them a chance to play baseball while earning college degrees. For the Bulls, two standout programs are Chicago Bulls College Prep and the James Jordan Boys & Girls Club. All of these programs change lives forever.
We strategically partner with area nonprofit and social service organizations to enhance their impact on the lives of those most in need. The charitable key pillars for the teams include raising funds to improve the lives of youth through education and health and wellness, sharing the love of the game through baseball and basketball initiatives, and championing children and families in crisis.
In addition, the teams stand ready to address emerging critical issues impacting our community, creating opportunities to lend our name and resources to help drive positive social impact. The need in our community is so great, and it is only increasing. You want to do everything. But we have learned over time that our efforts are more effective for all involved when we focus on specific areas that make sense for our brands or teams.
Participants in the White Sox’s nationally recognized ACE (Amateur City Elite) youth baseball program
NBA Commissioner David Stern presenting the Championship trophy to Jerry Reinsdorf in 1997
In your opinion, what made Michael Jordan different – not just as a player, but as a cultural icon?
There are so many aspects of Michael Jordan the player and person that align to establish him as a worldwide cultural icon. You start with his amazing athleticism and beauty of movement, his speed, power, explosiveness, and grace. Then you combine his varied and Hallof-Fame caliber skill as a basketball player, his ability to drive to the basket and hang in the air, his shooting, his defensive intensity. Finally, you cannot talk about Michael without talking about his intelligence and his unmatched work ethic. All these attributes are at an elite level of excellence, of greatness, that only a few human beings can approach. However, I would argue that the final ingredient that made Michael extra special was his unmatched will to win. Michael brought a competitive fire – whether at practice, in games, even on the golf course – that impacted and elevated everyone around him. His drive literally made everyone else better. All of this combined to make Michael the success he is. And I think the public, fans, media, consumers, recognize this excellence, this charisma, and want to be a part of it by being fans of Michael, of his brand, and of the Bulls.
How do you approach your management style?
I see my role as setting the vision for our organization, hiring good people, and trusting them to make correct decisions. An owner of sports teams, by nature, attracts criticism. Some criticize that I am too loyal, too slow to make major changes. However, I see it as trusting my people and giving them the time and space to reach our shared visions for success. So, I may be criticized for being too loyal at times, but if that is the worst complaint people have, I have enjoyed a pretty good career.
With all the success that you have achieved in your career, are you able to enjoy the process and take moments to celebrate the wins?
I imagine that no one enjoys it as much as they should as you move through the dayto-day of life. With all the amazing highs I’ve
experienced in my career – the World Series titles, NBA Championships, parades and all the accompanying accolades – I have also experienced very humbling losing streaks and defeats. So while as a competitor you don’t like to lose, I do enjoy the daily battle to improve, to get better. In the sports industry, we receive feedback after every game in the sense of a win or a loss. To be in professional sports, you have to enjoy the competition, the battle. To lean on wise words from President Teddy Roosevelt, you have to enjoy being the man in the arena and accept the outcomes win or lose. And whether we win or lose, there is always the option of a good cigar at the end of the night.
What advice do you offer to young people beginning their careers?
Listen to your mother and become a lawyer, doctor or accountant. If those are not options – for whatever the reason – I always
recommend that people just beginning their careers be patient, be willing to work hard and for long hours, and take advantage of all the opportunities life presents. As I said earlier, I did not start my professional career with a set, strategic plan. I don’t think many people do, and in an amazingly fast-changing world, I also don’t believe that is a good approach. As a young graduating law student who loved the Brooklyn Dodgers and baseball, how would I have known that one day I would own two professional sports teams?
My other piece of advice for everyone is to build relationships with those above and behind you on the ladder, with your peers and also with people who may prove to be valuable mentors in business and life. No one succeeds alone, so surround yourself with talented, smart people of integrity who can share in your success. It’s much more fun to celebrate championships together.•
Jerry Reinsdorf in the Bulls locker room with Michael Jordon
Jerry Reinsdorf receives the Selig Award in 2022
Jerry Reinsdorf speaks at a Chicago Bulls College Prep event
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Building Thoughtful Communities
An Interview with Eldad Blaustein, Chief Executive Officer, IGI USA
EDITORS’ NOTE Eldad Blaustein is the Chief Executive Officer of IGI USA, the U.S. division of IGI, a global real estate development firm. Since joining IGI in 1999, originally as a marketing and business development manager, he has played a pivotal role in expanding the company’s international presence, particularly in New York and London, and first came to the U.S. in 2005. Under his leadership, IGI has focused on creating lifestyle-driven residential projects that blend architectural character with modern amenities. Blaustein’s strategic vision emphasizes thoughtful development in dynamic urban neighborhoods, reflecting IGI’s commitment to enhancing everyday city living.
and logistics projects across both the U.S. and internationally. Through all of our markets and projects, we have earned a reputation for building thoughtful communities, executing complex projects with both local sensitivity and global expertise, and maintaining sound financial stewardship. The company’s innovative mindset, solid financial foundation, and depth of experience provide a distinct competitive edge in the upscale real estate market.
How do you describe IGI’s culture and values?
IGI’s culture is rooted in its origins as a family-owned company, and that spirit of warmth, trust, and agility continues to define its operations today. Led by a team that includes longstanding family involvement, IGI maintains a
friendly, approachable environment that defies the typical rigidity of corporate America. Our guerrilla-style approach facilitates swift, thoughtful, and fast decision-making – something that has become a hallmark of the company’s strategy. We can identify and decide on a deal through a few phone calls between the partners. A prime example is the development of 93 Worth Street, a condo conversion in TriBeCa, where IGI responded to a post-financial crisis opportunity and made significant decisions in a matter of just days, trusting our instincts and market insight. We’re clear on our priorities and know where our strengths lie – quick, decisive action without the red tape. With no layers of bureaucracy or investment committees, our approach is anything but corporate. When evaluating opportunities, we consistently lead with location and neighborhood, while placing equal value on design, architecture, the site’s history,
COMPANY BRIEF IGI (izaki-group.com) is one of Israel’s largest and longest-established private real estate development companies. The group is owned and managed by Ron Izaki. With over 60 years of experience and a record of achievement in real estate, IGI is well-positioned for success in its endeavors, developing commercial, residential, hotel and office projects in Israel and abroad. IGI has built a strong global presence with investments and teams in New York, London, Tel Aviv, Warsaw and Budapest. Innovative thinking, a strong financial backbone, and a breadth of experience give IGI a competitive advantage in the global arena of upscale real estate development.
Will you highlight the history of IGI and how the business has evolved?
IGI is an active global real estate development firm with a strong presence in key markets including New York, London, Warsaw, Budapest, and Tel Aviv. Since expanding into the U.S. in the early 2000s, the company has built a reputation for thoughtful, design-led residential projects in dynamic urban neighborhoods. I’ve been with IGI since 1999, initially in marketing and business development, and moved to the U.S. in 2005 to help lead our continued growth. It’s been incredibly rewarding to be part of IGI’s evolution as we continue to bring globally informed, locally attuned developments to life. Today, the company invests and develops in all segments of the real estate market. We develop commercial, residential, hotel, office,
Eldad Blaustein
and the kind of lifestyle we envision for future residents.
Ultimately, IGI remains anchored in deliberate, community-oriented planning – constantly developing with intention and a long-term perspective on how individuals will live, work, and interact within their environments. Each project is carefully shaped with consideration for its surrounding neighborhood and an understanding of what modern buyers truly desire.
At The Harper, the influence of Art Deco is reimagined through a contemporary lens, resulting in refined details and curated amenities, such as a recording studio, that resonate with the creative energy of the Upper East Side surroundings. In contrast, The Village West, a new condo building launching Downtown later this year, embodies a private club-like atmosphere of bold intimacy within a larger urban fabric. Across all our projects, IGI’s values are evident in spaces that are not only aesthetically pleasing, but also profoundly aligned with how people want to live.
Will you discuss IGI’s business in the United States?
IGI has an established and growing presence in the United States, with a strong track record of success in New York City. The company’s U.S. journey began in the early ’90s through various partnerships, with the development of 93 Worth in Tribeca – IGI’s first independently developed project under its current name. Completed without partners, the project was a standout success following the 2011–2013 market recovery, demonstrating the company’s ability to act decisively and independently.
light and designed to strike a balance between pre-war charm and contemporary functionality. Inside, the interiors emphasize gracious layouts, oversized windows, and thoughtful materiality.
From there, IGI continued to build a thoughtful and thought-provoking portfolio. In 2012, we acquired 15 Renwick in Hudson Square. This was a new construction condominium that maintained the character of the surrounding neighborhood, with distinctive townhome-style residences and amenities like a boxing gym – an inspired choice given its proximity to Dogpound, the popular luxury gym next door.
Today, IGI continues to shape New York’s residential landscape with The Harper, a 21-story limestone-clad condominium on the Upper East Side that blends the neighborhood’s historic character with a modern sensibility. Designed inside and out by the renowned architecture firm ODA, the building features a stepped façade that nods to classic Art Deco architecture, while also offering privacy and generous outdoor terraces. Its 63 residences, ranging from two to four bedrooms, are filled with natural
Looking ahead, IGI is preparing to debut The Village West – a boutique, mixed-use condominium located at the vibrant crossroads of the West Village, Greenwich Village, Flatiron, and Chelsea. Designed by BKSK Architects, the building features 68 refined residences with oversized windows, wide oak flooring, and expansive private terraces. With nearly 15,000 square feet of curated amenities – including an exclusive fitness club, wellness bar, co-working space, and rooftop dining lounge – The Village West will set a new standard for sophisticated downtown living, blending historic charm with modern luxury. Sales are expected to launch this fall.
How
important has it been to build the IGI team in the U.S.?
Building a strong U.S. team has been essential to IGI’s success and long-term growth in the market. While the company draws on decades of international experience, IGI’s strength lies in assembling a team of highly respected
experts who bring deep local knowledge, market insight, and design-driven thinking to each project. Many members of our U.S. team have spent years in the real estate, design, and development sectors, playing key roles in some of the city’s most recognized projects. But what sets the team apart is their shared commitment to IGI’s values – thoughtful planning, integrity, and a true passion for creating homes with lasting impact. Our ability to navigate both the big picture and the fine details allows IGI to deliver highly contextual projects that feel at home in New York’s most iconic neighborhoods.
Additionally, the close-knit nature of the team, reflective of IGI’s roots as a family company, creates a collaborative and agile environment. This enables quicker decision-making, better alignment across disciplines, and a higher level of care throughout every phase of development. Whether it’s working with top-tier architects and designers, refining floor plans to meet today’s buyer needs, or curating lifestyle-focused amenities, our team plays a critical role in ensuring that every IGI property lives up to the company’s legacy of excellence.
What are your priorities for IGI’s business in the U.S. as you look to the future?
IGI’s priority in the U.S. is to continue developing highdesign, high-end residential projects that align with the evolving needs of New York City’s increasingly discerning buyers. Recognizing New York’s constant reinvention, particularly in a post-COVID era, the team sees significant opportunity in buildings and entire neighborhoods shifting from commercial use to residential enclaves.
With initiatives like New York City’s City of Yes program encouraging adaptive reuse, IGI is closely monitoring areas such as the Garment District and parts of Midtown, where office-toresidential conversions are poised to breathe new life into underutilized spaces. The company is focused on sourcing locations that align with long-term urban trends, positioning itself ahead of the curve in emerging, yet promising, pockets of the city.
The Village West is a prime example of IGI’s forward-thinking approach to development and strategy. As the neighborhood evolves, IGI continues to pay close attention to how that change can support more livable, lifestyle-oriented spaces. The Village West reflects that approach – blending architectural character with modern, purpose-driven amenities that complement the rhythm of everyday city life.•
The Village West
Collaboration Without Constraint
An Interview with Kimberly Kozlowski, Founder and Chairwoman, GoGoMeds.com, and Founder and Senior Partner, Harborside Advisors LLC
EDITORS’ NOTE Kimberly Kozlowski is the Founder of Harborside Advisors, a certified Minority Business Enterprise (MBE) and Women’s Business Enterprise (WBE) based in Fort Lauderdale, Florida. Harborside Advisors operates as a family office and business consultancy focused on strategic growth and operational efficiency. She is also a partner at Vertex Solutions, a certified WBE, MBE, and SBA-affiliated company that develops virtual reality training programs for U.S. Military Special Forces. In addition to her advisory roles, Kozlowski serves as Chairwoman of the Board for GoGoMeds.com, a cloud-based healthcare platform providing affordable prescription medications nationwide. She is actively involved in the company’s daily operations and long-term strategy. Kozlowski began her career in finance, working as an analyst and trader in New York City before becoming Vice President at Dresdner Bank. After more than a decade on Wall Street, she shifted focus to raise her family while continuing to oversee private real estate investments and remain involved in community-based initiatives. Kozlowski is deeply engaged in philanthropic work, serving on the board of the Women’s Prison Association and several academic advisory boards. Her commitment to both professional excellence and social impact underscores her broad and thoughtful approach to leadership. She holds a a BA degree in business communications from the University of North Carolina and a master’s degree, magna cum laude, from Lasell College with a concentration in marketing.
public company and the power of the individual consumer. I went on to hold executive roles at Kleinwort Benson Investment Management and later at Dresdner Bank, where I learned the true value of mastering the fundamentals of management and team building. These years were a masterclass in leadership without the title. This is where grit, good decision-making, and being able to execute and deliver laid the groundwork for everything else to come.
Those early years in finance didn’t just teach me how to manage assets, they taught me how to grow businesses from the inside out. They gave me a lens for understanding what makes a venture thrive and what it means to lead with intention. Today, as a founder, partner and owner, I draw from every lesson, every experience, and every risk taken, because in truth, I was a leader in the making even when I wasn’t yet a leader.
What was your vision for creating Harborside Advisors and how do you define its mission?
After years of upward momentum and helping others to build a company, I made another bold decision and launched Harborside Advisors, a family office that allowed me to not only be a part of something, but to be a part of many somethings. As a family office, this was never about creating
a firm; it was about crafting a platform capable of fostering meaningful, scalable growth for businesses that share a commitment to evolution and excellence. At its core, Harborside Advisors is a synchronist system, where several businesses don’t coexist under an umbrella, but thrive through a network of synergistic relationships. While original founders often seek to preserve their company’s individuality, we believe that true growth lies in thoughtful expansion. It’s a calculated, collaborative process that honors legacy while elevating potential.
Harborside Advisors, very deliberately, holds various designations as a certified Minority Business Enterprise (MBE) and Women’s Business Enterprise (WBE) as we are deeply committed to advancing women into leadership roles, not just in theory, but in practice. This commitment is best exemplified in my partnership with Sandra Reiter, a dynamic leader and CEO of one of our investments, Vertex Solutions, a mixed reality and virtual reality aviation training company delivering cutting-edge solutions across both government and commercial sectors.
What we’re building at Harborside Advisors is more than a portfolio; it’s a movement grounded in values, driven by innovation, and powered by capable people. Again, it’s about bold opportunities, only this time, I am not embracing them, I am part of a team that creates them.
Will you discuss your career journey?
The journey begins the moment you choose to embrace a bold opportunity. For me, that moment came when I graduated and made a very deliberate decision that I wanted “Wall Street” to appear on my resume. I left my home in North Carolina and moved to New York City. It wasn’t just a change of location; it was the catalyst for transformation and the beginning of a path that would shape my personal and professional life in ways I couldn’t imagine. I began my career as an analyst and trader at Wyndham Capital. With this new foray in the financial world, I was given the opportunity to understand the power of markets, the precision of personal financial discipline, and most importantly, the dichotomy between the magnitude of a
“At its core, Harborside Advisors is a synchronist system, where several businesses don’t coexist under an umbrella, but thrive through a network of synergistic relationships. While original founders often seek to preserve their company’s individuality, we believe that true growth lies in thoughtful expansion.”
Kimberly Kozlowski
Will you provide an overview of Harborside Advisors’ “hub and spoke” model that enables each business to grow while maintaining its individuality?
Our model is a centralized “hub” that provides critical shared resources: strategic guidance, operational support, and executive advisory services. These functions serve as the connective tissue, offering each company the infrastructure and readiness of a fully formed management team from day one. This allows our portfolio companies to accelerate their growth trajectory, minimize ramp-up time, and focus on executing the vision.
What sets this model apart is its balance. While the hub offers consistency and cohesion, each “spoke” retains operational independence and entrepreneurial freedom. We believe in collaboration without constraint. This structure enables leadership teams to leverage strengths, address areas of vulnerability, and make pivotal decisions swiftly. Success, to us, is not just reflective of a strong balance sheet, but also in the culture, agility, and momentum of the businesses we grow.
You serve as chairwoman of GoGoMeds. com. How is GoGoMeds.com providing access to medication while driving down costs throughout the entire supply chain?
At GoGoMeds.com everything begins and ends with the client. We are a mission-driven company focused on one fundamental question: With all the technological innovation and resources available today, why is access to affordable medication still not reaching the patient? Our approach is simple but powerful – we eliminate unnecessary intermediaries. By working directly with generic drug manufacturers and leveraging our proprietary digital infrastructure, GoGoMeds. com removes traditional markups and inefficiencies in the supply chain. As a cash-based pharmacy, this enables us to pass significant cost savings directly to the consumer while maintaining transparency and quality throughout. We recognize that we have the power to drive both systemic solutions and create real, grassroots-level impact. That’s where innovation meets responsibility.
Where did you develop your passion for philanthropy and how do you decide where to focus your philanthropic efforts?
Philanthropy wasn’t always part of my story. Early in my life, my focus was razor-sharp on learning and building a career. I was driven, determined, and deeply immersed in navigating a professional path that, while it evolved organically, was never rooted in a philanthropic intention from the start. But as I grew, personally and professionally, I began to understand the unique power that comes with progress. The ability not just to succeed, but to give meaningfully. As I developed confidence in myself, I found an even deeper commitment to service. That shift came from something simple yet profound: listening to others and understanding their needs.
One area our philanthropy is focused on is “pharmacy deserts” across the country where people have challenges accessing life-saving medications. It’s staggering that in a country like ours, these communities still exist in such numbers. At GoGoMeds.com, we’re committed to bridging that gap by creating human touchpoints for individuals regarding their healthcare needs. Solving for these disparities requires more than just ambition –it is alignment. GoGoMeds.com cannot solve this problem alone. We collaborate with other companies that already have a meaningful presence in underserved and overlooked communities. It’s through these partnerships that we can extend our reach, strengthen our impact, and create meaningful change.
Above all, philanthropy has taught me the importance of stepping outside of myself. My focus is showing up with humility, asking the right questions, and staying committed to the belief that we all have something valuable to give. Time, talent and treasure.
What do you feel are the keys to being effective in philanthropy?
To be effective in philanthropy, you must be willing to hear the unheard and be intentional. Listen to the voices that go unnoticed while recognizing the power of “you.” This is where real
“What sets this model apart is its balance. While the hub offers consistency and cohesion, each ‘spoke’ retains operational independence and entrepreneurial freedom. We believe in collaboration without constraint.”
change begins – in both yourself and your philanthropic receivers. An example at GoGoMeds.com is when we launched our pet medication line. We began listening to stories from across the country, one of which led us to rural Alaska where pop-up veterinary clinics provide essential care for dogs in extreme weather and remote communities. These areas have climate challenges where access to basic medications is nearly nonexistent. When we learned this, we didn’t just offer products –we offered partnership. We supplied medications, supported the local outreach programs, and extended our reach in a way that was both strategic and meaningful.
How do you approach your management style?
I lead with what I call “graceful grit,” a balance of resilience and empathy while setting a clear vision for creating spaces for collaboration and growth among our team members. I believe in leading by example, celebrating wins, owning setbacks, and using both as opportunities to teach, elevate, and strengthen. True leadership is not about having all the answers; it’s about asking the right questions and building trust so that others are empowered to contribute meaningfully and objectively without concern.
I approach team building as a foundation for integrity and excellence. When you foster a culture of shared responsibility and recognition, you create a collective sense of purpose. Empowerment isn’t just about giving people tools; it’s about giving them belief and the opportunity to shine. That said, leadership also requires discernment. Weak links, when left unchecked, can become distractions that disrupt momentum and morale. A good leader knows when to make critical decisions swiftly and strategically, even when they’re difficult.
What advice do you offer to young people beginning their careers?
Curiosity is your compass. Keep your eyes open and embrace opportunities, not just as a stepping stone, but as a chance to learn, connect, and evolve. But just as important as forward motion is reflection. Give yourself permission to pause and check in with yourself: Am I fulfilled? Is the path I’m on aligned with my values? Does it open my heart, my mind, and my energy toward something bigger than myself?
Leadership doesn’t begin with a title; it begins with awareness. Life, relationships, and careers rarely follow a straight line, and the real strength lies in recognizing this and having the courage to embrace detours as part of your growth.
We must remind ourselves that the most successful person in the room is not always the smartest. Success is often rooted in presence, humility, and the ability to connect so never underestimate your influence as people are telling their stories. My best advice to anyone is to keep building your narrative and keep creating fans. I have also learned that while we listen and learn from others, it’s equally important to verify, verify, verify.
We all begin with a mental road map of our career path, but opportunities work themselves in and take us in various directions. There is no such thing as a straight line in career building and you have to be open to the adventure.•
Authenticity And Impact
An Interview with Loreen Babcock, Senior Vice President and Chief Marketing Officer, Montefiore Einstein
EDITORS’ NOTE Loreen Babcock is an award-winning marketing leader, widely regarded as one of the foremost experts in applying social science and behavior change models to the practice of marketing. In her role as Chief Marketing Officer at Montefiore Einstein, Babcock is responsible for marketing strategy and the development and implementation across all channels. Prior to joining Montefiore Einstein, Babcock built and reinvented brands across the healthcare, technology, financial and energy sectors for blue-chip organizations including Pfizer, Merck, Procter & Gamble, Johnson & Johnson, AstraZeneca, Sanofi, Bristol-Myers Squibb, GlaxoSmithKline, Abbott, JPMorgan, Chase, MasterCard, Reliant Energy, and Lucent Technologies. Babcock founded two marketing agencies – Idevoita in 2012, and LLKFB/Unit7 in 1996. She sold LLKFB/Unit7 to Omnicom in 2000, where she ascended to serve as Chairman and CEO of LLKFB/Unit7 through 2012. Prior to founding LLKFB/Unit7, she held senior leadership roles for advertising agencies including Ogilvy, Saatchi & Saatchi, and Lowe.
How is being purpose-driven ingrained in Montefiore Einstein’s culture?
Being purpose-driven isn’t a marketing campaign for us – it’s core to who we are and what we do. The leaders of our institution play an integral role in inspiring us to relentlessly commit to improving lives through science and medicine. For instance, this is realized through our Centers of Excellence, each advancing care in the most complex areas while pursuing discoveries that change lives.
How does Montefiore Einstein approach its marketing efforts?
Always through the lens of authenticity and impact. While we want to achieve meaningful, measurable engagement with patients, stakeholders, partners, and the broader community – we also want to elevate our work in a thoughtful and compelling way.
Our Paul Rivera campaign focused on a New York construction worker who was diagnosed with pulmonary fibrosis and needed a lung transplant.
We told Paul’s story through narration by Paul Giamatti, who shares with a group of friends the heartfelt story, relaying how Paul Rivera’s underlying conditions made him ineligible at other hospitals until we stepped in. Montefiore Einstein’s Advanced Lung Failure and Lung Transplant Program successfully performed Paul Rivera’s transplant – our spot highlights something profound: the extraordinary interplay of science, medicine, humanity, and, most importantly, the hope you can find at Montefiore Einstein. The narrative is both approachable and deeply human, grounded in a real patient’s journey and outcome. It shines a light on the bold, often unseen work happening behind the scenes at our institution.
Will you discuss your focus on applying social science and behavior change models to the practice of marketing?
While social science and behavior change models will always be foundational to good marketing, we’re now at an inflection point where technology is giving us permission to reimagine how we can further evolve the value of those models. For me, it’s less about following a fixed
INSTITUTION BRIEF Montefiore Medicine (montefiore.org) is a leading academic medical organization comprised of Montefiore Health System and Albert Einstein College of Medicine. Together they are pioneering patient-centered research and providing exceptional personalized care with over six million patient interactions a year in communities across the Bronx, Westchester and the Hudson Valley. Montefiore Health System is comprised of 10 member hospitals, including the Children’s Hospital at Montefiore, Burke Rehabilitation Hospital, White Plains Hospital, and more than 200 outpatient ambulatory care sites that provide coordinated, comprehensive care to patients and their families. Albert Einstein College of Medicine, home to nearly 1,000 students in its MD, PhD, and combined MD/PhD programs, is one of the nation’s preeminent centers for research, medical education and clinical investigation.
How do you describe Montefiore Einstein’s culture and values?
Montefiore Einstein’s culture is defined by its mission – to heal, to teach, to discover, and to advance the health of our communities.
Loreen Babcock
Montefiore Einstein Price Center
model and more about building a new toolkit that is extracting the value of those models so that we continue to be future facing.
Will you provide an overview of Montefiore Einstein’s branding campaigns?
Our focus is on raising awareness of what we do and the boundaries we push on behalf of our patients and communities. Our campaigns highlight the depth and breadth of Montefiore Einstein, including our Centers of Excellence and our roster of world-renowned physicians and researchers. We use storytelling to spotlight the human outcomes behind the science – these are beautiful narratives grounded in simple everyday truths, and they remind us of the incredible power of healing. These stories aren’t just compelling – they reflect the institution’s vision and purpose.
What do you feel are the keys to creating a successful marketing campaign?
Today, especially now, keeping the message clear and grounded, while also building campaigns with high relevance that people can connect to. Staying current isn’t just a creative choice – it’s a strategic one. If we’re not keeping pace with emerging technology and factoring that into our campaign development, we risk losing resonance. Successful marketers understand this – and they embrace change, apply emerging technologies with purpose, and stay relentlessly attuned to the evolving needs of their audience
“Being purpose-driven isn’t a marketing campaign for us –it’s core to who we are and what we do.”
because, in a world that moves fast, relevance isn’t a trend – it’s the baseline.
What has made your experience at Montefiore Einstein so special for you?
The people – not just the remarkable teams I get to work alongside, but the patients who allow us to tell their stories. I’m always moved by our patients. Their bravery, resilience, and optimism – even in the face of unimaginable challenges – are incredibly humbling. Our patients have a way of crystallizing what it means to hope, and at Montefiore Einstein, that hope is more than a feeling – our patients literally want to tell other people about us – they help us to champion our message.
With the impact that your marketing campaigns have made for Montefiore Einstein, are you able to take moments to reflect and celebrate the wins?
Any impact our campaigns have made is a credit to the incredible team around me, and to the vision and leadership of our President and CEO, Dr. Ozuah, who challenges us to think boldly and act with purpose. The real heroes are the doctors, nurses, researchers, and patients whose stories inspire everything we do. My role is simply to honor their work with creativity and clarity. When a campaign resonates, it’s because it’s rooted in something real – and I’m proud to play a part in amplifying that.•
Montefiore Einstein Advanced Care - Manhattan West
The Year Of The Kid
An Interview with The Honorable Tony Evers, Governor of Wisconsin
EDITORS’ NOTE On November 6, 2018, the people of Wisconsin voted Tony Evers the 46th governor of Wisconsin. Four years later, on November 8, 2022, Wisconsinites re-elected him as governor. Prior to his election in 2018, Evers served as the Wisconsin State Superintendent of Public Instruction, winning statewide elections in 2009, 2013, and 2017. With over three decades of public education experience, Evers has spent most of his life fighting for Wisconsin’s kids. He began his career in education, first as a science teacher in Baraboo before going on to serve families, students, and communities across the state, including in Tomah, Oakfield, Verona, and Oshkosh. Born and raised in Plymouth, Wisconsin, Evers graduated from Plymouth High School and earned his bachelor’s, master’s, and doctoral degrees from the University of Wisconsin-Madison.
The Hon. Tony Evers
What attracted you to public service?
Will you discuss your career journey?
I grew up in a family full of healthcare workers. My mom was a nurse, and my dad was a doctor who took care of tuberculosis patients at a sanitorium in Sheboygan County. I grew up always wanting to be like them – I wanted to help people just like they did.
In 1974, I was in my first year of medical school in Austria when my wife, Kathy, and I found out that we were expecting our first kid. So, we moved back to Plymouth to get ready to start our family, and the night before I was supposed to start a job at Kohler, my mom handed me a stack of mail with a letter from UW-Madison notifying me that I had been accepted into their master’s program for education. That letter changed my entire trajectory, and because of that letter, I went on to become a science teacher, a principal, a superintendent, and state superintendent, but I knew we could be doing more and better for our kids.
That’s when I ran for governor and won, and then ran again and won again, and I’ve been proud to serve the people of Wisconsin in this position for the past six years. I’ve worked in public service now for five decades, and I have never stopped believing that what’s best for our kids is what’s best for our state, and that drives everything I do as governor.
I was lucky enough to grow up in a family of hardworking healthcare workers who instilled in me Wisconsin’s core values of empathy, compassion, service, and taking care of our neighbors. So, I’ve spent most of my life in public service – and I wouldn’t have it any other way. My public service began in education because I have always believed there’s no better way to help people and make a direct impact on their lives than through public education. Public education is the great equalizer. I always say, “What’s best for our kids is what’s best for our state,” because if we’re taking care of our kids, that means we’re also taking care of their schools and teachers, making sure they have safe communities to play in, and taking care of the folks and families that raise them, too. A kid who is hungry isn’t going to be able to focus on their studies; a kid who doesn’t have a stable roof over their head isn’t going to be able to engage in class; and a kid who is struggling with their mental
health isn’t going to be able to learn. I call this “connecting the dots,” which is just my fancy way of explaining that, as policymakers, we have to recognize how every challenge facing our state is connected to all the others – all of these issues are interconnected. I realized I could connect more dots and help more kids and families as governor, which is why I ran for this office when I was state superintendent of public instruction.
Public service means a great deal to me –not just as governor, but also as a born-andraised Wisconsinite. To me, it’s always been about helping people, being a good neighbor, and doing what I can to give back to the community and the state that raised me.
Will you highlight the priorities for your administration?
Over the past six years, my administration and I have been working to do what’s best for our kids and working families, invest in needs that have long been neglected, and build a Wisconsin and a future that works for everyone. Among just a few of my top priorities have been investing in our kids and public education at every level; delivering tax relief for middle-
Governor Evers working with Wisconsin dairy farmers on preserving and improving water quality
class and working families; getting harmful contaminants like lead and PFAS out of our water; expanding high-speed internet; building more affordable housing; making healthcare more affordable and accessible; lowering the cost of child care; fixing and improving our roads and bridges; supporting our farmers, veterans, and small businesses; protecting and conserving our natural resources; and addressing our state’s generational workforce challenges to build a 21st-century workforce to support a 21st-century economy – and that’s just the short list.
Each year, I usually declare a top focus for my administration and our state – they’ve ranged from clean drinking water to broadband to workers. This year, I declared 2025 the Year of the Kid across Wisconsin because I want everything we do together to be focused on doing what’s best for our kids and the folks, families, and communities who raise them. I was proud to introduce the most pro-kid budget in state history, which included historic investments in public education at every level and the largest investment in Wisconsin’s kids by any Wisconsin governor, ever. My budget plan also helped support the families and communities who care for our state’s kids by ensuring access to safe, clean drinking water; lowering every-day, out-of-pocket costs on everything from diapers and medication to child care and healthcare; helping families get a little breathing room in their household budgets by preventing property tax increases on the average homeowner statewide, making healthcare more affordable and accessible, cracking down on price gouging, and so much more.
At the end of the day, for me, this work is about always trying to do the right thing, putting politics aside, and getting things done for the people of our state – these will always be my guiding principles as governor.
How do you describe Wisconsin’s strengths?
Here in Wisconsin, our strength is our people. Wisconsinites are helpers by nature –it’s in our DNA. We look out for one another and take care of each other, and when folks visit Wisconsin, they always comment on the friendly faces who welcome them to every community. It’s who we are. We’re also hard workers. Right now, we have more people working in Wisconsin than ever before, and we are a powerhouse for our nation’s manufacturing and agricultural industries.
Wisconsin has a proud manufacturing heritage, and we’re known internationally for our craftsmanship and hardworking people. Thanks to collaborations between industry, our technical colleges, and public sector partners, we have a highly skilled workforce that makes us second in the nation for manufacturing employment concentration, supporting more than 8,800 manufacturing companies statewide.
However, as America’s Dairyland, perhaps what we’re most well-known for is our outstanding dairy and agricultural industries. Agriculture in Wisconsin is a more than $116 billion industry – that’s billion with a B. We are the nation’s number one producer of cheese, and if Wisconsin were a country, we would be fourth in the world for our cheese production. From cheese and milk to cranberries, ginseng, and soybeans, Wisconsin’s farmers, producers, and agricultural industry feed our families across the globe and support 353,900 jobs, about 9.5 percent of the state’s employment.
We’re also becoming a hub for innovation with our thriving biohealth sector. The future of biohealth technology and personalized medicine is being invented and manufactured right here in Wisconsin, including medical device manufacturing, digital health, biopharmaceuticals,
and diagnostics. This has led to Wisconsin’s designation as a U.S. Regional Technology Hub by the federal government. This lifechanging innovation is fueled by billions in academic research and development thanks to the collaboration of our business and academic technology leadership.
Driving this innovation are our Wisconsin Technical College System and our University of Wisconsin (UW) System. With 13 universities and campuses statewide, the UW System is training the next generation of highly skilled, highly educated workers, innovators, scientists, artists, and leaders in every corner of our state. Guided by the Wisconsin Idea, the principle that our public universities should positively impact folks, families, and communities beyond their campuses, our UW campuses are improving lives and solving big problems here in Wisconsin and the world over. It is also the Wisconsin Idea that led Wisconsin to its reputation as the laboratory of democracy. Whether it’s our hard work, our history and tradition as a manufacturing state, our namesake as America’s Dairyland, or being innovative thinkers, all of these values and virtues are what make Wisconsin the state it is today.
How important is a strong public/ private partnership in Wisconsin?
We believe that strong public/private partnerships are critical to advancing research and innovation, building the 21st-century infrastructure and workforce to support a 21st-century economy, and continuing to move our state, as Wisconsin’s motto demands, “Forward.” A great example of these public/ private partnerships in action is our designation as a U.S. Regional Tech Hub by the U.S. Economic Development Administration. This designation will unlock $49 million to grow the state’s personalized medicine and biohealth sector, including advancing research and innovation, growing the state’s economy and creating jobs, and boosting American competitiveness in a cutting-edge industry. The coveted designation will allow Wisconsin’s consortium of 18 public and private partners to boost research and expand lab space, increase coordination and collaboration, improve access to capital to start and grow businesses, and further build out the personalized medicine and biohealth technology sector.
Over the first 10 years, the Tech Hub designation is projected to create more than 30,000 jobs in the personalized medicine sector and over 111,000 indirect jobs attributable to the Tech Hub in Wisconsin. Additionally, the Tech Hub is projected to create $9 billion worth of economic development in Wisconsin within the first decade – all while advancing innovation, research, and manufacturing that will help improve the lives and health of folks here in Wisconsin and beyond. This would not have happened without the efforts of folks at every level of government, our industry partners, and our academic institutions. It was an all-handson-deck effort that will ensure Wisconsin continues to lead the way in innovation in this cutting-edge field.
Governor Evers with elementary school students after declaring 2025 the Year of the Kid across Wisconsin
Will you discuss your administration’s focus and commitment to transparency?
There’s a saying inscribed on the ceiling of the Governor’s Conference Room in the Wisconsin State Capitol Building. It reads, “The Will of the People is the Law of the Land.” Coined by U.S. Senator and Wisconsin Governor “Fighting Bob” La Follette, these words have guided me every day as governor. I think a core part of being transparent is being available and accessible to the people I serve. It’s one of the reasons I spend most of my time each week traveling across our state, meeting with Wisconsinites where they’re at – whether in their homes, schools, businesses, farms, or anywhere else in their community – to hear directly about the challenges they face and the issues that are impacting their daily lives. Each year, I visit all 72 of Wisconsin’s counties at least once because I think it’s important to go anywhere, be everywhere, and be out listening to people as much as I can. In order for the will of the people to be the law of the land, I have to have a pulse on what the people want and need, and I take that part of my job very seriously.
Additionally, another way I want to make sure government is transparent, accountable, and works better for the people we serve is by making sure the people of Wisconsin can enact their own will if they so choose –and without the governor’s or the legislature’s approval. It’s one of the reasons I’ve spent years proposing pathways to enable Wisconsinites to put binding referenda on the ballot in Wisconsin, enabling Wisconsinites to enact statutory and constitutional changes through a simple majority vote at the ballot box.
Unlike in other states, Wisconsinites do not have the power to propose new laws or constitutional amendments through a binding ballot initiative process which would otherwise enable the people of Wisconsin to enact policy changes through a simple statewide majority vote. In Wisconsin, only the Legislature can approve and place ballot questions on the ballot, leaving Wisconsinites little recourse when the Legislature fails to enact policies that have broad public support. This has been a consistent problem in our state, where the majority of Wisconsinites support commonsense policies like legalizing marijuana, expanding Medicaid, enacting gun safety reform, and protecting access to abortion, yet the Republican majority has refused to act. That’s because for far too long, Wisconsinites were voting under some of the most gerrymandered maps in the nation, which allowed legislators to depend on the security of their seats rather than the quality of their work. That changed last year, when I delivered on my promise to deliver fair maps for Wisconsin by signing into law new, fair maps, undoing a decade of Wisconsinites living under some of the most gerrymandered maps in the United States. This also marked the first time in over 50 years that Wisconsin has had fair legislative maps enacted through the legislative process rather than through the courts.
However, we’ve still got more work to do. I would like to see a nonpartisan redistricting process enacted in the state, which I’ve proposed to do many times over the years. I’ve also proposed in each of my budgets to remove the Legislature’s exemptions from our state’s open records laws by requiring that records and correspondence of any member of the Legislature be included in a definition of a public record to provide greater transparency for the people of Wisconsin.
Wisconsin has a proud tradition of transparency and accountability, and in the spirit of our traditions, over the past six years my administration has proposed several proposals to cut red tape and increase transparency and accountability for Wisconsinites, and we will continue to do so.
What advice do you offer to young people beginning their careers?
In the world that we live in today, there are so many new opportunities for our kids. And that’s so important because every kid is different, and it’s okay for our kids to keep their options open. Just take it from me – I studied zoology as an undergraduate at UW-Madison and was on the path to go to medical school to become a doctor. Then, I was given the opportunity of a lifetime to continue my education, and ended up becoming a teacher, then a principal, superintendent, and state superintendent before becoming Wisconsin’s 46th governor. I ended up on a different path, but I’ve never doubted that I’ve been exactly where I needed to be to do the right thing when it mattered most.
No matter which path a young person chooses for themselves, I think the most important thing is to always lead with kindness, empathy, respect, and compassion toward others. It’s part of our values and who we are as Wisconsinites and Americans, but it’s also part of what makes someone a good person and a good leader. This means being willing to hear others’ perspectives – and sometimes doing more listening than talking – and recognizing and respecting the fact that each and every person has walked different paths to get to where they are.
I also think it’s important for our kids to stay engaged and be aware of the world around us. We need young people to seek out accurate and trustworthy information from local news, leaders, or neighbors to make informed decisions. We need young people to be civically engaged, to appreciate the greater good and care for our neighbors, and to take the chance to be a leader in your community. And it means engaging with each other with humility and civility and the understanding that our differences and our unique backgrounds make us smarter and stronger, not weaker.
When you look to the future, what excites you the most, and what concerns you the most?
One of the things I’m most excited about for Wisconsin is the fact that, for the first time
in a generation, we now have fair legislative maps. For over a decade, the people of Wisconsin lived under some of the most gerrymandered legislative maps in America until February 2024, when I was proud to sign new, fair maps into law that were passed with bipartisan support.
Wisconsin is a purple state, but for years, the Wisconsin State Legislature has passed radical, fringe policies and has consistently ignored the overwhelming majority of the people of our state. Now, that’s going to change. Thanks to the fair maps I enacted, Wisconsin’s legislative maps are fair, which means each party will win a majority of legislative seats when they earn a majority of your votes; our maps are responsive, which means we’ll see more competitive, contested races so every vote matters; and, finally, these maps reflect the will of the people, which means the people will be able to elect Republican majorities or Democratic majorities or even a split Legislature if they want. But the most important part is that Wisconsinites decide. And that’s how elections should work.
Fair legislative maps ensure there’s more collaboration, partnership, and, ultimately, more compromise between parties in the Legislature – that’s good for the people of Wisconsin. While I don’t expect Republicans and Democrats to agree one hundred percent of the time, I am hopeful that this means there will be more opportunities for us to make progress on critical priorities like reforming our justice system, fixing our roads, funding our public schools, and expanding access to affordable housing, along with everything else in between. This is great news for Wisconsin.
On the other hand, I’m deeply concerned about the direction of our country and what’s happening in Washington. In recent months, we have seen concerning actions, including attempts to gut and cut federal funding, programs, and agencies that Wisconsin’s kids, families, farmers, seniors, and veterans depend on every day – nearly all of which were approved, created, and funded by the U.S. Congress. At the same time as we have seen efforts to undermine Congress, we have also seen dangerous rhetoric in Washington attempting to undermine our judiciary at every level, even flat-out disobeying our nation’s highest court and threats to impeach and remove judges for no reason other than unfavorable decisions.
These actions make me deeply concerned about our state and our country as they represent a direct assault on our constitutional checks and balances – a foundational part of the fabric of our democracy – that ensure no one person has the sole power to make decisions like this unchecked. As Wisconsinites – and as Americans – I believe it is incumbent upon all of us to stand against these efforts, respect the rule of the law, and protect the American values we share and hold dear. •
electrica furnizares.a.
Together. For over 120 years. For what matters.
Turning Market Volatility Into Opportunity
Interview with Vance
EDITORS’ NOTE
Vance Howard began his professional money management career in 1992 with the formation of Chartered Financial Services, Inc. before founding Howard Capital Management, Inc., a fee-only Registered Investment Advisor, in 1999. Howard specializes in research, development, and the implementation of various types of trading systems. Previously in 1988, Howard formed Delta Waste Services, a waste management firm which he sold in 1992. He was also the co-publisher of The Savvy Investor and the SI Intermediateterm Trader newsletter with subscribers in over 25 countries from 1992-1999. Howard was elected four times to the Huntsville, Texas city council, and twice as mayor pro tem. He has served in various capacities over the years, including City Finance Chairman of Huntsville, Texas; Chairman of the 911 Emergency Service for Huntsville/Walker County; board member of Houston/Galveston Economic Development Council; and board member of the District 910 Legal Grievance Committee. He is a past President of the Huntsville Rotary Club and is still an active member. Together with members of his family, he owns and operates the Bar C Ranch in Madisonville, Texas, specializing in registered longhorn cattle.
Chief Executive Officer and Portfolio Manager, Howard Capital Management, Inc.
FIRM BRIEF
Howard Capital Management, Inc. (HCM) is a SEC-Registered Investment Advisory Firm founded by Vance Howard which offers professional money management services to private clients, financial advisors, and registered investment advisors through a suite of separately managed accounts, retirement tools, self-directed brokerage accounts, proprietary mutual funds, and ETFs. The vision for HCM (howardcm. com) originated after seeing the devastating financial losses investors suffered during the stock market crash of 1987, an event precipitated by computer program trading and investor panic. In an effort to help investors monitor changing market conditions, Howard developed the HCM-BuyLine®, a proprietary mathdriven indicator, designed with the goal of reducing the impacts of emotional investment decisions.
Will you discuss your career journey?
I’ve always had a strong drive to build things from the ground up. Early in my career, I founded Delta Waste Services, which I later sold to pursue my passion for markets and finance. In 1992, I established Chartered Financial Services, and by 1999, I launched Howard Capital Management. At that time, the financial world looked very different. There were fewer algorithms and a much greater reliance on hands-on research. You had to roll up your sleeves and commit significant time and effort
to understand the companies you were investing in. While that core discipline still matters, technology today allows us to streamline much of the research process. The industry has become more data-driven, with a greater emphasis on algorithmic models.
At Howard Capital Management, we’ve helped to lead that shift by developing proprietary tools and math-based systems, like our HCM-BuyLine®, which help guide our decisions with objectivity and discipline.
What was your vision for creating Howard Capital Management and how do you define its mission today?
The idea behind HCM really first was sparked after I saw how investor panic and emotion led to devastating losses during the stock market crash of 1987. With HCM, I wanted to build a firm that helped people protect their wealth. A firm built on logic, not fear.
Our mission today is to be a growth manager that also manages risk effectively. We aim to deliver strong upside potential while actively aiming to mitigate risk on the downside by moving to cash or safer positions when necessary. We’re not passive participants – we’re hands-on, constantly monitoring the markets to help mitigate volatility and preserve capital.
Will you provide an overview of Howard Capital Management’s services and capabilities?
Our firm offers professional money management services to private clients, financial advisors, and registered investment advisors through a suite of separately managed accounts, retirement
“The idea behind HCM really first was sparked after I saw how investor panic and emotion led to devastating losses during the stock market crash of 1987. With HCM, I wanted to build a firm that helped people protect their wealth. A firm built on logic, not fear.”
Vance Howard
An
Howard,
“What sets us apart is our active approach. We don’t just ride the market. We navigate it.”
tools, self-directed brokerage accounts, proprietary mutual funds, and ETFs. What sets us apart is our active approach. We don’t just ride the market. We navigate it. Our strategies allow us to shift to cash when conditions warrant, and our tactical asset rotation seeks to identify the sectors and opportunities with the highest return potential.
How do you describe Howard Capital Management’s investment strategy?
We’re active, meaning proactive and never reactive. We like to think of ourselves as being one step ahead of the market, which is made possible by our proprietary monitoring systems and tools. We use ETFs extensively because they give us exposure and flexibility. We also trade individual stocks and some bonds when the opportunity is right. We’re fastmoving. If something isn’t working, we pivot quickly. Everything we do is driven by quantitative analysis. We use math, not emotion, to make decisions. Tools like our HCM-BuyLine® help us determine when to be in or out of the market, while our Proactive Sector Rotation methodology helps us identify where the best opportunities are. How critical has it been to build the Howard Capital Management team, and will you highlight the experience and expertise of the team?
Building a strong team has been absolutely key to our success. At HCM, our team is made up of a group of A-players. They are smart, energetic, and forward-thinking professionals who are deeply committed to our mission. We’ve been intentional
about bringing in a younger, tech-savvy team with a strong vision for the future and a drive to keep the firm evolving.
We also have a robust nationwide presence, with wholesalers across the country who stay closely connected and genuinely support one another. There’s a strong sense of camaraderie here. When someone has a big month, the whole team celebrates. When challenges arise, everyone rallies behind each other. That’s the kind of culture we’ve worked hard to build.
Did you always know that you had an entrepreneurial spirit and desire to build your own firm?
Absolutely. I’ve never wanted to work for someone else. From a young age, I’ve had a strong internal drive to build, create, and lead. Howard Capital Management is the nucleus of everything we do, but over time, that entrepreneurial mindset, and the success of HCM, has led me into other ventures as well.
In 2022, I founded Lucky Number 8 Productions, an independent film company focused on producing A-level documentaries and feature films. We also purchased and restored the Café Texan, the oldest operating café in Texas. With its rich history, we transformed it into a nonprofit that supports local charities. Then there’s the Bar C Ranch in Madisonville, Texas, where we raise both cattle and exotic animals. Some of the species roaming the ranch include kangaroos, gemsbok, scimitar oryx, addax, wildebeest, zebra, and kudu. We also raise Longhorns, Angus cows, and Angus bulls.
Looking ahead, I’m planning to launch a research institute in Huntsville focused on health innovation. It’s a project I’m incredibly excited about. What do you feel are the keys to effective leadership and how do you approach your management style?
Leadership starts with vision. You’ve got to know where you’re going and be willing to take the risks to get there. It also takes a relentless work ethic. In most cases, 60- to 70-hour weeks are just part of the deal when you’re building something meaningful.
Another aspect of leadership that I think is key to earning trust is having your own skin in the game. At HCM, I invest right alongside our clients. I’m in the same funds, same strategies. That kind of alignment matters. And I try to lead by example: work hard, stay humble, and make good decisions based on data, not emotion. You can’t fake that. What advice do you offer to young people beginning their careers?
Find a place where you can learn and grow, and somewhere with great mentors who’ll help you get past the early learning curve. And once you’ve got your foundation, decide whether you want to stay and be a team player or branch out on your own. Either way, commit fully. If you’re on a team, do everything you can to make that team better. If you’re on your own, be prepared to work hard and take the punches. There are no shortcuts, but if you stay focused and put in the effort, you’ll be amazed at what you can build.•
“Everything we do is driven by quantitative analysis. We use math, not emotion, to make decisions. Tools like our HCM-BuyLine® help us determine when to be in or out of the market, while our Proactive Sector Rotation methodology helps us identify where the best opportunities are.”
Transformational Projects
An Interview with Ersal Ozdemir, Founder and Owner, Keystone Group and Indy Eleven
EDITORS’ NOTE Ersal Ozdemir is the Founder and Owner of Keystone Group and Indy Eleven. He founded Keystone Group in 2002, which has grown to become one of the largest privately owned real estate development, construction, property management, and investment companies in Indiana with its headquarters in downtown Indianapolis. In 2013, Ozdemir launched Indy Eleven Men’s Professional Soccer in the hopes of sharing his passion for the world’s most popular sport in the state of Indiana. The club has welcomed well over 1.5 million fans since its inception and Indy Eleven’s brand has continued to grow with the club’s launch of a women’s soccer team in 2022 which won the 2023 W League National Championship. Indy Eleven also purchased a new elite level top tier women’s professional team that will play at Grand Park in Westfield, Indiana. Ozdemir routinely speaks to organizations about business and entrepreneurship. He has been interviewed by publications on subjects related to sports, leadership, international issues, real estate, construction, philanthropy, community service engagement, and more. He is an active community supporter, having donated to hundreds of charities, including being a devoted patron of the local arts community. Ozdemir has a bachelor’s degree in civil engineering from Purdue University.
The Olivia, and 3 Mass luxury condos to redevelopment like highly complex office to luxury conversions such as 6 Over Meridian, a historic building conversion to parking, retail, and luxury condos; 220 Meridian Tower Residences, a 20-story luxury apartment conversion home to the addition of downtown Indianapolis’ highest rooftop pool; and our newly opened historic office to luxury hotel conversion, the InterContinental Indianapolis, where Keystone fabricated an entire new floor to bring the first and highest 360 degree rooftop bar experience with never before seen views to downtown Indianapolis’ iconic Monument Circle.
Each project reflects our commitment to quality, innovation, and community impact. We’re especially proud of how our developments help revitalize areas and create vibrant, thriving communities where people want to live, work, and connect. Sophia Square is often credited for being
the anchor property that made the Carmel Art’s and Design District what it is today. We then added the first luxury mixed-use development to Carmel’s exclusive Flower District, The Olivia, another award-winning mixed-use development that supported the exponential growth of Carmel, Indiana. These districts are now some of the most soughtafter neighborhoods in the U.S.
On the horizon, Keystone’s incredible range continues to expand with over $2 billion under development in different phases. Several large-scale mixed-use Keystone developments are coming to market. The Benjamin, currently under construction, is in the fast-growing Lawrence area of Indianapolis. Like all of Keystone’s previous projects, The Benjamin is set to become the anchor property for an up-and-coming neighborhood. The Benjamin will bring five stories of needed residential and retail space adding 248 units and 25,000 square feet of live-work-play and stay space. The Alexander, a 16-acre mixed-use development, will transform the Keystone at the Crossing area by providing 40 townhomes and 275
COMPANY BRIEF Keystone Group is a transformational developer of premier mixed-use projects. Its areas of expertise are focused on real estate development, investment, construction, and property management. Headquartered in downtown Indianapolis, Keystone Group is among the most successful and fastest growing companies in the Midwest.
Will you highlight Keystone Group’s portfolio?
Over the past 23 years, Keystone Group has proudly worked on a wide range of transformational projects. Our portfolio includes commercial, office, retail, luxury hospitality, sports anchored, multifamily, and mixed-use developments. Our portfolio boasts a long list of internationally award-winning projects ranging from large-scale new build mixeduse development such as Sophia Square,
Ersal Ozdemir
multifamily units with amenities ranging from expansive retail and restaurant space to a hotel, rooftop deck, and green space. The Valentina, another Carmel, Indiana gem in the making, will connect residents to the famed Monon Trail and the Carmel Center for the Performing Arts.
Grand Park Sports Campus in Westfield, Indiana is the most visited youth sports campus in the country and in the top 16 most visited sports arenas in the U.S. We’ve recently undertook leading the development at Grand Park to transform the now sports focused acreage into a complete live-work-play and stay entertainment district. The transformation could include up to a 15,000-seat stadium focused on fan experience, a wide selection of hotels and retail offerings, and community activations all poised to catapult Westfield, Indiana and the Grand Park Sports Campus into a global sports and leisure destination.
Will you provide an overview of the brand new InterContinental Indianapolis, and how the property is positioned in the market?
Located in the heart of downtown Indianapolis, the best location for a property of this caliber, the InterContinental Indianapolis is a landmark project for our city and our team. The 100-year-old Illinois Building, once named as one of Indiana’s most endangered landmarks, has been transformed into a modern luxury hotel complete with the addition of an entire new floor to house the first and highest true rooftop bar concept in Indianapolis. It represents the kind of worldclass development Keystone is known for, development that enhances the downtown core and draws international attention while acting as a catalyst for the area for growth.
Keystone Group opened the first luxury hotel in Indianapolis in nearly 20 years, bringing the prestigious InterContinental brand to Indianapolis for the first time. InterContinental Indianapolis’ debut establishes a new pinnacle of elegance and service in the market. It is a landmark property that Keystone has positioned to be a highly sought-after destination for discerning business and leisure travelers. It’s more than a hotel; it’s a bold statement that exemplifies the kind of growth and sophistication that we’re working to build in the city.
Will you discuss Keystone Group’s focus on investing in transformational mixed-use developments?
Mixed-use developments are at the heart of what we do because they have the power to truly transform neighborhoods. These projects blend residential, retail, office, hotel, and entertainment spaces in a way that creates walkable, dynamic communities offering everything someone could need to the area’s residents. Keystone focuses on investing in only top tier locations when investing in mixed-use developments. Often, these prime areas include historic buildings that are underutilized, despite their architectural beauty and rich history. These iconic historic structures deserve more than demolition –they deserve preservation. We’re passionate about preserving these buildings, like the Illinois Building, while giving them a new life. By reimagining their purpose, we not only restore the structure but also transform the surrounding neighborhood. We’re not just building; whether we are redeveloping iconic historic structures or building from the ground up, we’re creating destinations that foster connections, boost local economies, and support long-term growth through mixed-use development. That’s the kind of impact we’re proud to stand behind.
How important is it for Keystone Group to positively impact the communities it serves with its projects?
I believe deeply in the responsibility that I must contribute meaningfully to the communities Keystone works and lives in. At Keystone Group, community impact is not a secondary consideration – it is central to our mission. We view every development as an opportunity to transform neighborhoods in
InterContinental Indianapolis lobby
InterContinental Indianapolis Astrea Rooftop Bar
a way that promotes long-term growth and vibrancy. Creating quality development that fosters true live-work-play and stay communities for the citizens we serve to live their lives in is what drives Keystone.
Our work goes beyond constructing buildings; it’s about creating environments that elevate quality of life, encourage economic opportunity, and reflect the unique character of each location. I take pride in building more than structures. The Keystone team and I strive to build lasting relationships, momentum, and stronger communities across Indiana. Outside of our ability to create exceptional development, we proudly support over 100 nonprofit organizations across the state. We actively volunteer, serve on boards, and contribute financially to ensure the continued growth and well-being of the communities we serve.
What interested you in launching Indy Eleven Men’s Professional Soccer?
Growing up playing and watching soccer in Turkey, the sport was a huge part of my life. When I came to the U.S., soccer and a love of sport was one of the passions I had in common with other people. It’s the world’s game because it brings people together, crosses cultural lines, and builds community in a very powerful way. I came to Indiana to attend Purdue University and chose to make it home with my family. In return, I wanted to give back to Indiana in a meaningful way. Founding Indy Eleven was an opportunity to bring that passion to Indiana and create a team that not only competes, but reflects the spirit of Indiana. Indiana is a state that loves sports, and Indy Eleven is about more than the game – it’s about pride, culture, and community.
Indy Eleven’s official slogan, “The World’s Game, Indiana’s Team,” is something I am very proud of. As a Hoosier by choice, seeing my community embrace both me and our bold
vision for Indy Eleven has been one of the most rewarding experiences of my life. Together, we’re building not just a team, but a legacy. Did you always know that you had an entrepreneurial spirit and desire to build your own business?
Yes, from a young age working with my father in construction taught me the value of hard work and the satisfaction of creating something real. That spirit stuck with me. I
always knew I wanted to build something of my own and become an entrepreneur. I came to the U.S. to pursue one of the most prestigious engineering degrees at Purdue University and was inspired by the opportunity and determined to make the most of it. Being an entrepreneur isn’t always easy; it takes an indomitable spirit and a “never give up” attitude. As an entrepreneur, overcoming dayto-day challenges and problem-solving makes achieving your goals much more rewarding. To see our vision come to life and grow into something that improves the quality of life for fellow Hoosiers is my motivation.
What advice do you offer to young people beginning their careers?
As an entrepreneur, I’ve learned that nothing rivals real world experience. Building long-lasting relationships has been instrumental in my personal growth, but also to the success of Keystone Group. My journey has been fueled by hard work, a deep passion for what I do, and a bold vision. I’ve paired that vision with the grit and creativity needed to pursue it relentlessly. For me, problem-solving isn’t just a skill – it’s a mindset. Taking initiative, communicating effectively, and staying persistent have been essential in navigating the complexities of growing both Keystone Group and Indy Eleven.
I didn’t have all the answers when I started, and I still don’t. But being open to learning, adapting, and continuing to show up day in and day out has made all the difference. If you’re driven, unafraid of challenges, and committed to your vision, you’ll find your path and create meaningful impact.•
Ersal Ozdemir with the NASL Championship Trophy
Greg Stremlaw, CEO of Indy Eleven (right) with Indy Eleven Men’s Professional Soccer team
CONNECTING BRANDS & PEOPLE TO ACHIEVE THE EXTRAORDINARY
2025 DIGITAL MUST-HAVES
Download to gain insight as we break down the trends and tools that are defining digital success in 2025 and going forward.
Powering The Next Era Of Financial Advice
An Interview with Andrew Stavaridis, Chief Relationship Officer, Envestnet
EDITORS’
NOTE As Chief Relationship Officer and Group Head of Wealth Solutions and Asset Management Distribution Group, Andrew Stavaridis is responsible for all client relationship management, advisor sales, and practice management. Additionally, he is responsible for distribution of Envestnet’s financial wellness solutions which include asset management, insurance, lending, estate planning services, and retirement. With more than 26 years of financial industry experience focusing on the insurance, bank, RIA, and independent broker-dealer space, Stavaridis has worked to help advisors and institutions grow and develop successful advisory platforms and practices. Previously, he was Head of Enterprise Sales Channel, responsible for all client relationship management and consulting, institutional business development, and advisor sales at Envestnet. Before joining Envestnet, he was Head of Relationship Management and Client Business Development at FundQuest, which Envestnet acquired in 2011. Stavaridis joined FundQuest in 1998, where he held responsibilities in advisor sales, institutional business development, and relationship management. Additionally, Stavaridis is a board member of the Invest in Others Charitable Foundation, an organization that recognizes individual advisors and firms that are making a difference by donating their time and money to causes they care about. He received his BA degree from Lake Forest College.
Andrew Stavaridis
COMPANY BRIEF Envestnet
(envestnet.com) is helping to lead the growth of wealth managers and transforming the way financial advice is delivered through its ecosystem of connected technology, advanced insights, and comprehensive solutions backed by industry-leading service and support. Serving the wealth management industry for 25 years with approximately $6.5 trillion in platform assets, Envestnet technology and services are trusted by more than onethird of all financial advisors. Envestnet refers to the family of operating subsidiaries of the holding company, Envestnet, Inc.
How do you define Envestnet’s mission and purpose?
At Envestnet, our mission is to empower financial advisors with the tools, data, and insights they need to deliver more personalized, data-driven advice. Our platform integrates technology, investment solutions, and intelligence into one connected ecosystem –making it easier for advisors to scale, boost productivity, serve more complex client needs, and drive better outcomes. Today, more than one-third of all U.S. financial advisors rely on Envestnet, supporting over 20 million client accounts and more than $6.5 trillion in platform assets. We’re helping to shape the future of financial advice by giving advisors the infrastructure to grow their businesses, stay ahead of evolving client expectations, and deliver deeper value.
Will you provide an overview of Envestnet’s services and capabilities?
Envestnet offers a connected ecosystem that integrates investment management, financial planning, data aggregation, analytics, and client engagement – bringing these capabilities together into a seamless experience. Our platform helps advisors serve a broad range of clients, from emerging investors to high-networth families, across every stage of life.
One of our most transformative capabilities is our Unified Managed Account (UMA) technology, which allows advisors to build personalized portfolios at scale. Advisors can incorporate a wide range of investment vehicles – Separately Managed Accounts (SMAs), mutual funds, exchange-traded funds (ETFs), and more – into a single, customized strategy. We are focused on expanding this to include access to private market opportunities, annuities, and insurance solutions, all wrapped into a single UMA chassis.
We’re also continuing to invest in comprehensive financial planning tools as Envestnet|MoneyGuide continues to lead the way in industry adoption and innovation of financial planning. In fact, over the past two years alone, advisors used MoneyGuide’s tools to create more than 7 million financial plans on the platform. Surprisingly, many advisors still don’t take a deep dive with clients around their goals – whether it’s wealth transfer, tax strategy, or asset protection. Envestnet’s planning solutions help advisors partner more deeply with clients to understand where they’re headed and how to get there.
“We’re helping to shape the future of financial advice by giving advisors the infrastructure to grow their businesses, stay ahead of evolving client expectations, and deliver deeper value.”
“At Envestnet, we’re helping advisors stay ahead of high-net-worth client expectations by delivering integrated technology that scales personalization and provides access to a full spectrum of investment solutions.”
Whether it’s helping sophisticated registered investment advisors (RIAs) expand into the high-net-worth segment or delivering platform innovations that support personalization at scale, Envestnet is equipping advisors with the technology and solutions they need to meet evolving client expectations – while improving efficiency, scale, and client outcomes.
What have been the keys to Envestnet’s strength and growth, and how do you describe the Envestnet difference?
Envestnet’s strength and growth are driven by our continuous focus on innovation. We support advisors with tech solutions designed to meet the evolving needs of both financial advisors and their clients. What sets us apart is that we’re not just providing technology – we’re delivering solutions that enable advisors to scale their practices in a meaningful way. For example, our new artificial intelligence (AI) innovations, including Generative Business Intelligence and Insights AI, are transforming how advisors access, interpret, and act on data. These tools are designed to enable advisors to make smarter, faster decisions by allowing them to access realtime, actionable insights through simple, natural language queries (NLQ) they initiate.
As a leader in the wealth management space, we partner with top asset managers to ensure our platform offers a broad range of solutions. This combination of cuttingedge technology, strategic partnerships, and an advisor-focused approach has helped us differentiate ourselves and continue to grow in a competitive market.
How is Envestnet serving high-net-worth clients through technology enhancements and innovations, and helping financial advisors advance their practice management?
At Envestnet, we’re helping advisors stay ahead of high-net-worth client expectations by delivering integrated technology that scales personalization and provides access to a full spectrum of investment solutions. At the core of this is our UMA technology, which enables advisors to construct customized portfolios via access to SMAs, mutual funds, ETFs – and soon, alternative investments, private market opportunities, and insurance products – within a single, seamless framework. Our platform is integrated with a broad network of leading asset managers, giving advisors the flexibility to tailor strategies to the complex needs of affluent clients. When paired with tax overlay, planning,
and reporting tools, this creates a powerful foundation for delivering advice that reflects each client’s full financial picture.
But meeting the needs of high-net-worth individuals requires more than sophisticated tools – it demands deep understanding. Advisors must go beyond surface-level planning to uncover a client’s full financial landscape, including assets that may not be immediately visible. These clients often have complex, longterm goals tied to family wealth, philanthropy, or nontraditional assets like art and private investments. Advisors who can build a clear picture of these objectives – and align solutions accordingly – position themselves to capture greater wallet share and deepen client relationships over the long term.
Beyond technology, we’ve invested in dedicated teams that provide comprehensive, end-to-end support for advisor practices. From model portfolio construction and research access to white-glove service, we enable advisors to stay focused on what matters most: delivering value to clients and growing their business.
How critical has it been to build the Envestnet team?
Since our founding more than two decades ago, building and strengthening the Envestnet team has been a key to our growth, innovation, and long-term impact in the wealth management industry. Our success is rooted not just in the technology we build, but in the people who bring that technology to life – those who anticipate where the industry is going and help advisors stay ahead of it. With Chris Todd taking over as CEO this year, we’re entering an important new chapter. Chris brings a track record of leading high-performing teams and scaling innovation in some of the most complex and demanding technology environments. His leadership at UKG, where he fostered a culture of client focus and accountability, positions him perfectly to guide Envestnet through its next phase of growth. He understands how to align strategy, talent, and culture to deliver real value – and that’s what our clients expect of us.
Envestnet has long been a destination for talent that wants to make a difference in the future of financial advice. Our leadership team, now reinforced by Chris, is focused on accelerating innovation, enhancing the client experience, and continuing to empower financial advisors through scalable, technologydriven solutions.
You serve as a board member of the Invest in Others Charitable Foundation. Will you highlight the work of the Foundation?
The Invest in Others Charitable Foundation (“IiO”) is dedicated to amplifying, celebrating, and inspiring the charitable efforts of professionals across the financial services industry. Its mission is to help bridge critical funding gaps for nonprofits, particularly those serving underserved communities and vulnerable populations. Through its grants and awards, Invest in Others amplifies the charitable efforts of financial advisors and firms, recognizing those who support underserved causes and vulnerable communities. In 2024, IiO had a transformative year and achieved extraordinary records including donating $1.4 million to charitable organizations, raising $720,000 through its Executive Tribute Campaign in tandem with the Michael J. Fox Foundation for Parkinson’s Research, and hosting over 700 attendees at its 18th annual Invest in Others Awards Gala in Boston. We are expecting to exceed these charitable goals in 2025 and look forward to IiO’s 20th anniversary milestone in 2026. This work deeply resonates with me, as it aligns with my own commitment to giving back and supporting initiatives that create real, measurable change in people’s lives.
What advice do you offer to young people beginning their careers?
My advice is to stay curious, be persistent, and surround yourself with people who challenge and inspire you. The most successful individuals are those who are always learning and unafraid to take risks. Early in your career, you may not have a clear path, and that’s okay. What matters is focusing on building skills, embracing new opportunities, and keeping an open mind.
Equally important is cultivating strong relationships with mentors and peers who can offer guidance and different perspectives. In my experience, the most successful careers are built on trust, collaboration, and a willingness to adapt and evolve. For example, if you’re interested in getting into wealth management, McKinsey reports that 88 percent of clients now expect tailored wealth strategies. This statistic highlights the growing demand for personalization in financial services, reminding us that success comes from anticipating change and continuously adapting to meet evolving client expectations.•
Reimagining The Networking Model
An Interview with Alexandra Blum, Executive Chairman, ROOM Holdings, Inc. and Founder, ROOM Women’s Network
EDITORS’ NOTE Alexandra Blum
is the Co-Founder and Executive Chairman of ROOM Women’s Network (roomwomen.com). As the CoFounder of ROOM, she and her team are guiding the North American and global expansion of this powerful platform that champions the advancement of women in leadership. Renowned for her expertise in branding, communications, and customer experience, Blum is a highly soughtafter advisor to CEOs and executive teams across North America. She has played a pivotal role in shaping and enhancing the reputations of globally recognized brands like Fairmont, adidas, Saks Fifth Avenue, Le Labo and BMW. As the Founder of Silver Lining Marketing (silverliningmarketing.com), Blum specializes in identifying white-space opportunities and creating impactful campaigns that build trust and forge emotional connections with customers and stakeholders. She has made it her mission to be a bold, yet approachable mentor to the next generation of formidable women in business. Blum holds an MBA from Ivey Business School at Western University and has served as a Board Member to many admired institutions including Butterfield & Robinson, Ivey Business School Alumni Network, the
Nature Conservancy of Canada and Appleby College.
ORGANIZATION BRIEF ROOM Women’s Network (roomwomen.com) is a Canadian-headquartered, global leader in the advancement of women. Through data, research, education, and community building, ROOM Holdings empowers corporations to drive gender parity and helps its women lead at the highest levels.
Will you discuss your career journey?
I focused my career on being recognized as a wealth creator for the brands and companies I worked with. When you’re seen as someone who drives value, opportunities follow – and eventually, so do the best jobs. I often joke that I built a career out of asking questions no one else wanted to ask in the boardroom. I started in corporate brand strategy, where I had a front-row seat to how the most iconic brands in the world were built, and, more interestingly, where they quietly missed the mark. Over time, that curiosity became a calling. I transitioned from advisor to builder, first launching Silver Lining Marketing, a strategic communications and marketing agency, and most recently, ROOM Women’s Network.
These companies are both rooted in the idea that better questions lead to better systems, brands, and outcomes. My journey has been nonlinear, and I’m thankful for that. It’s made me a sharper listener, a braver strategist, and helped me shape incredible teams.
What was your vision for creating ROOM Women’s Network and how do you define its mission?
ROOM was built from the belief that we could do better, for women, for companies, and for leadership at large. When women thrive, we all thrive. While plenty of platforms offer inspiration, few offer infrastructure. We wanted to build something that would move the needle. ROOM exists to close the ambition-reality gap by giving executive women the tools, relationships, and data-driven development they need to rise, and stay, in leadership. Our mandate is simple: to be the most effective ecosystem for retaining, growing, and accelerating women in business.
How is ROOM helping women build powerful networks that propel their careers forward?
We’ve reimagined the networking model. ROOM curates confidential, cross-industry forum groups – pairing women with nondirect competitors – to foster mentorship, peer coaching, and strategic growth. But we don’t stop
“ROOM exists to close the ambition-reality gap by giving executive women the tools, relationships, and data-driven development they need to rise, and stay, in leadership. Our mandate is simple: to be the most effective ecosystem for retaining, growing, and accelerating women in business.”
Alexandra Blum
there. We use behavioral data – in partnership with Predictive Index – to help members understand their strengths and leadership style, which makes every conversation richer and more actionable. We also remove the fluff: no performative panels or vague advice – just real leadership, honest dialogue, and women championing one another through big decisions and bigger dreams. These forum groups are not networking groups, but peer-based upskilling groups that help close leadership skill gaps –for example, helping our leaders manage P&L –that are necessary for them to reach the highest levels of leadership.
What are your priorities for ROOM as you look to the future?
Scale with purpose. We’re expanding across North America, deepening our corporate partnerships, and building out our Women’s Incubator Fund. We’ve also brought on a powerhouse President, Linda Kuga-Pikulin, to lead both ROOM and our sister company, Women of Influence (WOI+). A respected leader with deep operational expertise and a bold vision for growth, Linda is already helping us accelerate ROOM’s expansion into North America, with plans for global expansion in 2026 and 2027.
But beyond growth, our focus remains on depth: richer data, stronger community, and ensuring every woman, whether she’s navigating the C-suite or the messy middle, feels seen, supported, and sharpened.
It’s never been a better time to be a woman in business, and we’re just getting started.
What do you feel are the keys to effective leadership and how do you approach your management style?
Effective leadership starts with curiosity, not control. I lead like I build, with clarity, a long view, and an openness to challenge. The best leaders I’ve worked with actively avoid echo chambers and are brave enough to be both decisive and deeply human. I try to emulate that. I don’t believe in micromanagement, but I do believe in momentum – keeping the mission front and center while giving people room (pun intended) to lead in their own way. I’m also a big believer in feedback. It’s the fastest way to grow, if you’re willing to listen.
What advice do you offer to young people beginning their careers?
Don’t chase titles, focus on creating value. The most impactful people I know aren’t trying to be impressive; they’re building valuable, profitable businesses that solve real problems. Great companies start with a great product. When you build something that works, you earn trust, credibility, and the ability to grow. That’s when more doors open.
My father, who was a hugely successful publisher, taught me that before anything else, you need to understand what makes a business profitable. That has to come first. If you lead a business that makes money, you can reinvest in better products, attract the right partners, and create lasting impact.
And while relationships matter, especially peer groups that challenge and support you, none of it works without a strong foundation. Start with value. Build something that lasts. The rest will follow.•
“Great companies start with a great product. When you build something that works, you earn trust, credibility, and the ability to grow. That’s when more doors open.”
ROOM Co-Founders (from left) Alexandra Blum and Sarah McMillan at the inaugural Work the ROOM Summit in Toronto, May 2025
Lessons In Leadership
An Interview with Dr. Bernard A. Harris Jr., Managing Partner and Chief Executive Officer, Vesalius Ventures, Inc.
EDITORS’ NOTE Dr. Bernard Harris is Chief Executive Officer and Managing Partner of Vesalius Ventures, Inc., a venture capital firm that invests in early to midstage healthcare technologies and companies. As CEO, he is responsible for managing a portfolio of private assets of early and midstage venture investments and operating companies. Prior to Vesalius Ventures, Harris worked with Vanguard Ventures, a $500 million early-stage venture capital firm focused on life sciences, information technology and telecommunications. He led the company’s emerging VC accelerator in telemedicine for 6 years. Harris is also a veteran Astronaut and President of the Harris Foundation, a nonprofit organization that focuses on education, health and wealth initiatives. He holds a Bachelor of Science in Biology from the University of Houston, a Master of Medical Science from the University of Texas Medical Branch at Galveston, a Master of Business Administration from the University of Houston Clear Lake, and a Doctorate of Medicine from Texas Tech University School of Medicine. Harris was a Mission Specialist on the Space Shuttle Columbia in 1993 and Payload Commander on Space Shuttle Discovery in 1995. As Payload Commander on Space Shuttle Discovery STS-63 in 1995, he served on the first flight of the joint Russian-American Space Program, becoming the first African American to walk in space. A veteran astronaut for more than 20 years, he has logged more than 438 hours and traveled over 7.2 million miles in space. He is the recipient of numerous awards, including honorary doctorates from Stony Brook University (SUNY), Morehouse School of Medicine, New Jersey Institute of Technology (NJIT), and the University of Hartford, as well as the NASA Space Flight Medal, a NASA Award of Merit, a fellow of the American College of Physicians, and the 2000 Horatio Alger Award.
Medicine. In 1985, I completed a residency in Internal Medicine at the Mayo Clinic, followed by a National Research Council Fellowship in Endocrinology at the NASA Ames Research Center in 1987, and trained as a Flight Surgeon at the Aerospace School of Medicine, Brooks Air Force Base in 1989.
Since 1986, I have served the space program at NASA Ames Space Flight Center, NASA Johnson Space Flight Center, and NASA Headquarters in various roles, including research scientist, flight surgeon, astronaut, and advisor. My career has encompassed both in-flight and non-flight contributions to NASA, supporting spaceflight missions, space medicine, and research in the advancement of human space flight. My first Spacelab mission flight was as a Mission Specialist for STS-55 in April 1993. I was a payload crew member of Spacelab D-2, conducting over 90 investigations in physical and life sciences. As the Crew Medical Officer, I performed the first physical examination in space, the first telemedicine conference from space, and administered the first intravenous infusion (IV) on humans in space.
My second flight was for STS-63 in February 1995 as Payload Commander. This was the first flight of the new joint Russian-American Space Program. Mission highlights included the first rendezvous with the Mir, conducting over 48 investigations in the SpaceHab module, and the deployment and retrieval of Spartan 204. I became the first African American to walk in space during the EVA, which tested new thermal protection devices for the spacesuits, used a new electronic EVA checklist, conducted mass handling of the 3,000-pound Spartan satellite, and evaluated EVA tools in preparation for the ISS. I logged 198 hours, 29 minutes, 129 orbits, and 2.9 million miles in space.
When did you know that you had a passion for space and wanted to become an astronaut?
My interest in space began in middle school with my love of science and science fiction. During that period, I watched the development of the space program unfold right before my eyes. It started with the race to space between the United States and the Soviet Union following the successful flight of Yuri Gagarin, the first human in space. This ultimately led to the Apollo program and a 13-year-old boy watching the lunar landing. The words of Neil Armstrong and Buzz Aldrin, “One small step for man, one giant leap for mankind,” inspired me to follow in their footsteps.
Will you provide an overview of Vesalius Ventures and how you define its mission?
Founded in June 2002, Vesalius Ventures is dedicated to accelerating the future of medicine by becoming the premier conduit for enabling technologies that transform healthcare. Vesalius Ventures is uniquely positioned to access emerging technologies at their source and bring exciting new opportunities to market from around the world. The strategy of Vesalius Ventures involves utilizing the expertise and experience gained over the years in medical information and technology (telemedicine) to create a distinguished investment firm, focusing on early to midstage companies that require both equity capital and management assistance to achieve success. Advances in medical technology, telecommunications, and information technologies will be embraced for the delivery of healthcare. Creating novel business opportunities, identifying innovative technologies, and capitalizing on attractive market opportunities with tremendous potential growth are the goals of Vesalius Ventures.
Will you highlight your career journey?
I earned a Bachelor of Science in Biology from the University of Houston, a Master of Medical Science from the University of Texas Medical Branch at Galveston, an MBA from the University of Houston, and a Doctorate of Medicine from Texas Tech University School of
After leaving NASA in 1996, I was hired as the SVP of Medical Science and Chief Medical Officer for SpaceHab, one of the first commercial-based spaceflight companies. In 1998, I founded the Harris Foundation and Institute. We have been involved in math and science education for over 25 years. In 2002, I founded Vesalius Ventures, a venture capital firm focused on telemedicine and healthcare technologies. I currently serve as the CEO and Managing Partner, responsible for managing a portfolio of private assets, including early and mid-stage venture investments and operating companies.
Vesalius Ventures was established through an investment from three venture and corporate partners: Vanguard Ventures, Fremont Ventures, and Guidant Corporation (now Boston Scientific). This group was joined a year later by Sevin Rosen Funds. During the subsequent years of the accelerator’s operations, the firm attracted the attention of other companies eager to develop new opportunities in telemedicine through client relationships. In 2008, Opal Ventures and Vesalius formed a partnership to bring medical technologies from Israel and Europe to the U.S. market. This partnership created a unique opportunity for Vesalius to expand its investment portfolio.
Dr. Bernard A. Harris Jr.
In 2022, Vesalius Ventures celebrated its 20th anniversary in business. The firm’s efforts were validated during the COVID-19 pandemic when patients and providers had limited engagement, bringing the use of telehealth and telemedicine to the forefront of healthcare in the U.S. and around the world.
Will you discuss the work of the Harris Institute/Foundation?
The Harris Institute/Foundation is a 501(c)(3) nonprofit organization founded to serve socially and economically disadvantaged communities both locally and across the nation, striving to reach the most underserved populations in education, health, and wealth. We utilize our “Pillars of Success” to empower students and communities throughout the nation and the world. The Harris Institute/Foundation was established to advance the mission of creating community-based initiatives that:
• enhance the quality of education;
• improve health and well-being;
• create and sustain wealth.
We empower individuals and communities who are underserved, underrepresented, and/ or socioeconomically disadvantaged to recognize their potential and pursue their dreams. The Harris Institute’s initiatives are administered by The Harris Foundation, Inc., through the creation of innovative programs. Through “Policies in Action,” we are addressing critical issues facing America and developing programs for change.
What has made philanthropic work so special for you and how do you decide where to focus your efforts?
Giving back is very important to me. Given my early background and childhood, where my family struggled financially and dealt with divorce in Houston, Texas, I learned how education can change one’s trajectory and provide options for life. As a graduate of Prairie View A&M University, my mother chose to create a better life for her children. She secured a job as a teacher with the Bureau of Indian Affairs (BIA) on the Navajo Nation in Arizona and New Mexico. This transformed our living environment into a more positive and hopeful existence. If she could do this for our family, then why not for others? Education was the foundation for change and advancement. Thus, my philanthropy focuses on supporting access to highquality STEM education for all, particularly for those who are socially and economically disadvantaged.
What interested you in writing the book, Embracing Infinite Possibilities: Letting Go of Fear to Find Your Highest Potential , and what are the key messages you wanted to convey in the book?
All of us have faced external challenges at some point in our lives. Liberation comes when you realize just how unimportant these things truly are. Then, you will no longer perceive the world around you as hostile and unforgiving. This reality will free you to be who you truly are. There is great power in this realization –self-endowed power that releases you from the burden of self-doubt. There is no greater power in the world, save for that of God. This is, in fact, the truth that God desires for each of us. In recognizing our own strength, we become an integral part of something greater than ourselves.
One of my lifelong goals is to inspire and motivate others. Embracing Infinite Possibilities aims to expand on these ideas by serving as a roadmap to uncover the power within each of us. If we are students of the universe, it is evident to me that each of us must discover this power within to find our own way and in our own time – some through life’s experiences, some through reading, others by observing, being taught, or through self-study. I encourage the reader to find their own path. The hope of this book, as a companion to my
first, is to open your mind to the infinite possibilities of life.
We are infinite beings with infinite possibilities. We are born multipotential and multitalented – and for a reason. There are no accidents in birth. We are capable of achieving great things in life. That potential is only limited by our inability to perceive ourselves as the infinite beings we truly are. Part of this infiniteness consists of our ability to tap into the one source of power that drives the universe. There are forces greater than ourselves that surround us and flow through us. The simple truth is that we each have a role to play in the cosmic dance. Embracing Infinite Possibilities will provide insights for your self-discovery – the power within. I am sharing my journey through an honest discussion of my struggles, ambitions, hopes, and dreams as a testament to the voyage we all undertake with the desire to help others discover their inner power.
What do you feel are the keys to effective leadership, and how do you approach your management style?
Every great leader starts with a vision. Whether you are leading a company, a team, or a personal endeavor, the ability to see beyond present circumstances and chart a course for the future separates extraordinary leaders from the rest. When I first dreamed of becoming an astronaut, I had no roadmap. The path ahead was filled with uncertainty, doubt, and obstacles. But I learned early on that leadership is not about having all the answers; it is about having the courage to pursue a vision, adapt to challenges, and inspire others along the way. In business, just as in space exploration, those who succeed are the ones who remain focused on their mission despite adversity.
One of the most valuable lessons in leadership is understanding that failure is not the enemy – complacency is. Some of the best business leaders I’ve met share one trait: they are not afraid of failing. They see failure as feedback, a necessary component of growth. It is about embracing failure as a tool for success. During my astronaut training, I faced countless setbacks. Physical tests pushed me to my limits, technical challenges forced me to rethink strategies, and high-stakes simulations exposed weaknesses I needed to improve. Had I let failure define me, I would never have made it to space. Instead, I used each failure as a learning opportunity, refining my skills and strengthening my resolve. Remember that the key to success lies not in avoiding obstacles, but in using them as stepping-stones to greater achievements.
As a leader in life and in business, resilience is just as crucial. Markets change, competitors arise, and setbacks occur. The leaders who thrive are those who adapt, learn, and continue forward with an unwavering commitment to their goals.
In managing people, setting high expectations drives high performance. People and organizations rise to the level of expectations set for them. Leaders who expect mediocrity will receive just that, while those who challenge their teams to push beyond limits foster excellence.
Leadership is a journey of resilience, vision, and continuous growth. The most successful leaders are those who embrace challenges, set high expectations, remain adaptable, and focus on the greater impact of their work.
With all that you have accomplished in your career, are you able to enjoy the process and celebrate the wins?
Yes, without a doubt. I have led a full life filled with exploration and adventure through the many careers I have been fortunate to pursue. My greatest reward has been sharing this life with my family and friends.
What advice do you offer to young people beginning their careers?
Everyone’s path to self-discovery is different. You may not walk in space, but your journey is just as significant. The key is to take that first step – to ask yourself who you are, what you want, and what’s holding you back. When you do, you’ll begin to see that your place in the world has been waiting for you all along.
The importance of knowing yourself: To truly find your place in the world, you must know who you are. This means taking time for self-reflection and being honest about your strengths, weaknesses, and passions. On February 9, 1995, I stepped out of the Space Shuttle Discovery’s airlock and into the history books as the first African American to walk in space. At that moment, I was simply fulfilling a childhood dream, but I later realized the profound significance of that step – not just for myself, but for many others. Looking down at Earth from space, I gained a perspective that changed my life forever. In that vastness, I saw not only my place in the universe, but also the boundless potential within all of us.
The power of perspective: As I floated in space, my belief in a higher power was reaffirmed. I felt deeply connected to the world below and understood that each of us has a place in this vast universe. You don’t need to go to space to experience this realization. It can happen anywhere – through introspection, faith, or a shift in perspective.
Finding your place in the world is an essential step toward fulfillment. Many of us struggle
with self-doubt, influenced by societal expectations and external pressures. The question is, how do we break free from these limitations and embrace our full potential?
The journey to finding purpose: Many of us spend our lives searching for meaning, wondering what our true calling is. For some, the path is clear early on, while for others, it takes years of trial and error to uncover what truly fulfills them. No matter where you are on this journey, discovering your purpose is one of the most rewarding and transformative experiences of life. When I was a child, I didn’t fully understand what my calling would be, but I knew I wanted to do something extraordinary. Watching Neil Armstrong and Buzz Aldrin walk on the moon in 1969 ignited something within me – a deep fascination with space and exploration. Yet, even with that spark, I had doubts. Could a Black kid from a small town become an astronaut? The journey to finding my calling wasn’t immediate, but it was fueled by curiosity, resilience, and a willingness to pursue my dreams despite uncertainty.
Listening to your inner voice: One of the first steps in finding your calling is listening to that inner voice – the one that whispers (or sometimes shouts) what excites you, what gives you energy, and what makes you feel truly alive. Too often, we silence this voice because of fear, external expectations, or societal pressures. But the truth is, your passion is a guidepost pointing you toward your purpose. Think
back to your childhood – what did you love to do? What subjects, activities, or dreams made you lose track of time? Sometimes, our earliest interests hold clues to our true calling. Other times, new experiences later in life reveal unexpected passions. The key is to stay open and pay attention to what resonates with you.
Overcoming doubts and external pressures: Self-doubt and external pressures are some of the biggest obstacles to discovering and pursuing our calling. When I shared my dream of becoming an astronaut, there were plenty of skeptics. Some people doubted me because of my background, while others thought the odds were simply too great. Even I had moments of uncertainty – was I really capable of achieving such a lofty goal? Doubt is a natural part of the journey, but it shouldn’t dictate your choices. If you let fear and skepticism guide you, you’ll never take the necessary risks to achieve something greater. Instead of allowing others to define your limits, challenge them. Push beyond what seems possible and prove, first to yourself and then to others, that you are capable of more than you imagined.
Finding meaning in challenges: The road to discovering your calling is rarely smooth. Challenges and failures are inevitable, but they are also valuable teachers. Every setback I faced – whether in medical school, astronaut training, or my entrepreneurial ventures – taught me something essential about myself. Resilience, adaptability, and persistence are the keys to staying on course, even when the journey is difficult. Think of challenges as refining tools rather than roadblocks. Each experience, whether positive or negative, shapes you into the person you need to become. Rather than fearing failure, embrace it as part of the learning process. Every challenge brings you one step closer to clarity and purpose.
Aligning passion with impact: A true calling isn’t just about personal fulfillment –it’s about making an impact. The most meaningful careers and paths in life often involve contributing to something greater than ourselves. Whether you’re drawn to medicine, education, business, or the arts, the impact you have on others will deepen your sense of purpose. For me, becoming an astronaut wasn’t just about traveling to space – it was about inspiring others to dream bigger. Later in life, my calling evolved beyond space exploration into mentoring young people, advocating for STEM education, and helping others unlock their potential. Purpose isn’t always static; it can shift and expand as you grow. Ask yourself: How does what I love doing help others? The intersection of passion and service is often where true purpose is found. •
Bernard Harris in a space suit
From Dot-Com To Decarbonization
An Interview with Jim McDermott, Managing Partner, Rusheen Capital Management
EDITORS’ NOTE Prior to co-founding Rusheen Capital Management, Jim McDermott started, invested in, and ran numerous companies, including US Renewables Group; Stamps.com, Inc.; Spoke Software, Inc;, Archive, Inc.; NanoH2O, Inc.; SolarReserve; Fulcrum Bioenergy, Inc.; Common Assets; SET Technology; and OH Energy, Inc. McDermott holds a BA degree in philosophy from Colorado College and an MBA from the Anderson School at UCLA.
FIRM BRIEF Rusheen Capital Management (RCM) is a Santa Monica, California based private equity firm that invests in growth-stage companies in the carbon capture and utilization, low-carbon energy, and water sustainability sectors. Focused on funding the “second industrial revolution,” RCM (rusheen.com) sees this as the most significant value creation opportunity of the 21st century. The firm is committed to advancing technologies and business models that promote resource efficiency and tackle the world’s most pressing environmental challenges. Rusheen partners with organizations such as the U.S. Department of Energy and leading traditional oil and gas companies, believing that collaboration across industries is key to solving the complex problems of the past and building a sustainable future.
Will you discuss your career journey?
I began my career as an investment banker in New York after college, but soon realized I wanted to focus on something with more long-term impact – specifically, the energy transition – which back then was called “Greentech,” so I moved to California. However, my path from there wasn’t as straightforward as I imagined. While earning my MBA, I took a detour into software, building several tech companies, including Stamps.com, which we took public. This experience taught me how to scale businesses and navigate innovation cycles.
In 2003, I launched US Renewables Group, one of the first private equity firms focused entirely on the renewable energy industry. Over the years, we invested in everything from wind and solar to clean fuels and energy storage. Then, a little under a decade ago, I co-founded RCM with Jeff Green to focus on investing in low-carbon technologies. We invest in growth-stage companies, technologies, and entrepreneurs in the carbon capture, lowcarbon energy, and water sustainability sectors. To
date, we’ve invested in companies that have raised several billion dollars to fund transformative energy, sustainability, and environmental impact technologies.
Did you always know that you had an entrepreneurial spirit?
Looking back, I guess you could say that. Like a lot of kids my age, I had a paper route when I was young. I quickly realized that I didn’t love trudging up hills in the rain while other routes were flat and easier, so I found a way to acquire a flatter route. I also grew up in a household of entrepreneurs. No one had a traditional job, so there was a lot of encouragement to pursue ideas and figure things out on your own. On top of that, money was always tight, and I went to schools that stretched my family financially. I used to ask my parents why we never went on vacations, and my dad would say, “Because we spent all the money we had on tuition. If you want those things, you’ll have to go get them yourself.” That kind of environment creates a certain resourcefulness. I didn’t have a roadmap, so I had to build my own.
How do you describe Rusheen Capital Management’s mission?
At its core, our mission is to invest in companies and technologies that are profitably reducing or eliminating excess CO2 from the atmosphere. We view excess CO2 as just as dangerous to the environment as other harmful compounds – like NOx, SOx, or PFAS.
At RCM, we invest in businesses that are both commercially viable and materially impactful in the fight against climate change, whether that’s direct air capture, carbon-to-value technologies, or systems that reduce emissions in heavy industry. This isn’t theoretical. These are real businesses doing real work, and they need capital, talent, and support to scale.
What needs to be done to drive lasting impact in addressing the climate crisis?
There are three key things. First, we need long-term, consistent government policy. It’s hard to plan a 10- or 20-year project if regulations swing every election cycle. Regulatory clarity gives both companies and investors the confidence to commit. Without it, companies and investors just wait, and waiting is not something we can afford to do.
Second, we need to prove – again and again –that addressing climate change can also be a profitable business. I always say: sustainability that isn’t financially sustainable won’t scale. If investors
don’t see returns, the money dries up. But we’ve shown that climate tech can deliver both impact and returns. That’s the model we back every day.
And third, we need patience. This is the toughest part because we live in a culture that wants instant gratification, but these are systemic problems that took over a century to create. The fixes may take decades. That doesn’t mean we’re failing. It just means we’re on the long arc of progress. There is a well-known quote my dad used to say to me: “sometimes you plant trees under whose shade you’ll never sit.” And that’s okay.
What do you see as the keys to effective leadership?
To me, leadership starts with clarity –knowing exactly why you’re doing what you’re doing. That purpose has to be solid. Once you have that, the next step is translating the “why” into actionable strategy, or the how. You have to make it real and relevant for your team. And then, finally, great leaders listen. They adapt. You set the vision, but you also create feedback loops that let you adjust in real time. It’s like sailing. You know your destination, but the boat is always adjusting for wind and current. Leadership is about staying on course while constantly making small, smart midcourse corrections. You stay true to your goal, but flexible in your approach.
What advice do you offer to young people beginning their careers?
Your first couple of jobs – they’re probably going to be wrong, and that’s okay. There’s this myth that you’re supposed to know exactly what you want to do straight out of college, but the truth is, most people spend their 20s figuring out what doesn’t fit. The real stories you hear are more like: “I was fired,” or “my company downsized.” You name it. It’s easier said than done, but moments like these, while painful, help put you on the path that’s right for you.
Early failure isn’t a detour; it’s part of the path. One thing my dad pointed out to me when I was just starting out was a reality about fast-growing companies: the average founder has often failed a handful of times before succeeding. Back then, he told me, “You better get started on failing.” I’ll never forget that.
And especially in climate tech – the timelines are long. This isn’t a TikTok startup; it’s deep tech, hard science, infrastructure, and policy. It takes time. But that also means it’s a career with longevity and depth. If you can be a little more patient than the world around you, and learn from every failure, you’ll go farther than you think.•
Jim McDermott
Delivering Peace Of Mind
An Interview with Dan Donovan, Founder and Managing Partner, Stratoscope
EDITORS’ NOTE Dan Donovan is the Founder and Managing Partner of Stratoscope (stratoscope.com), a security and event consulting firm specializing in large-scale events and venues. With over 30 years of experience, he has managed security operations for prestigious events such as 13 Super Bowls, seven Olympic Games, 10 of Salesforce’s Dreamforce conferences, and F1 Las Vegas. In November 2024, Donovan expanded Stratoscope’s offerings to address modern event management challenges, integrating advanced technologies and strategic expertise to enhance operations and guest experiences. He also founded Ingressotek (ingressotek.com), a company specializing in innovative event security solutions that balance safety with guest convenience. Donovan’s extensive experience includes roles such as Vice President of Sport & Entertainment at T&M as well as Guidepost Solutions and Founder of The Inocon Group. His leadership in the industry is marked by a commitment to proactive planning and rigorous preparation, ensuring seamless execution of complex events.
they recruited to Australia. There, I ran the entire sports competition department, overseeing 28 sports. It was a masterclass in leadership with 28 direct reports, which makes you quickly learn the art of teamwork, delegation, decentralized management and communication – because one person can’t manage that volume alone.
After the Sydney Games, which were widely hailed as one of the most successful in history, I took the entrepreneurial leap, founding The Inocon Group. My goal was to tackle the complex challenges of operational readiness, crisis, and incident management in the world of major events. Early projects included the Salt Lake City Winter Olympics and a partnership with Coca-Cola Worldwide – until the events of September 11, 2001, reshaped the industry overnight. After 9/11, we were suddenly writing all the standard operating procedures between the Salt Lake organizing committee and law enforcement. I turned to my business partner and said, “We’re now a security company.”
unwavering commitment to raising the bar in security, crowd management, and innovation. At the end of the day, it’s about delivering peace of mind to our clients and making sure every event is not just successful, but safe.
Will you provide an overview of the brands and how you define their missions?
Our companies don’t just protect events –they set the gold standard for how safety and security should be done. Stratoscope is our consulting division and really the heartbeat. It’s where the strategic vision comes together. We don’t just advise on event security – we get deep into the details, building the crowd management plan and covering everything from weapons detection and canine units to security staffing, police integration, medical, and vehicle mitigation. We bring the same level of precision and protection to special events that you’d see in a top-tier professional stadium in the U.S.
Will you discuss your career journey?
My path didn’t follow a traditional blueprint – it began on the football field. I’ve been in the event business my entire career. It all started when I was coaching football at Georgia Tech. From there, I was recruited by the Atlanta Committee for the Olympic Games to run their sport technology department, which opened the door to an entirely new world. While planning for the Atlanta Olympics, my work caught the attention of the Sydney 2000 Olympic Organizing Committee, and I became the first expat
We pivoted the firm toward developing specialized security strategies for large-scale events, carving out a unique niche in the industry. In 2011, we sold Inocon to New Yorkbased Guidepost Solutions. I spent the next five years as Vice President of Sports and Entertainment, later moving to T&M USA, where my loyal client base continued to follow.
Today, I lead Stratoscope, Ingressotek, Ford K9, and Stratos K9 – four powerhouse brands transforming the landscape of event security, advanced technology, and K9 explosive detection. It’s been a journey shaped by incredible mentors, pivotal moments, and an
Complementing that is Ingressotek, which I would call the premier weapons detection rental company for special events. With cutting-edge technologies like Evolv and CEIA in its arsenal, Ingressotek specializes in not just providing the tools, but in seamlessly operationalizing them. We’re the best at integrating these technologies into the flow of an event, making sure safety never comes at the expense of experience.
The most recent additions to our portfolio, Ford K9 and Stratos K9, elevate the role of canine detection to an elite level. Ford K9 is the gold standard for training, certification, and consulting. We’re constantly working to enhance the skills of handlers and their dogs so they’re the best in the business. Stratos K9, on the other hand, is our deployment arm. That’s where we send out highly trained handlers and detection dogs to protect events, corporate campuses, and schools. The
“Our companies don’t just protect events – they set the gold standard for how safety and security should be done.”
Dan Donovan
“Our mission across all four brands is clear. We’re here to deliver peace of mind.”
goal is simple: to raise the bar for the private K9 and handler experience across the board.
Our mission across all four brands is clear. We’re here to deliver peace of mind. Whether it’s through world-class strategy, cutting-edge technology, or highly trained canine teams, we’re committed to creating safer spaces – because every event, every gathering, and every crowd deserves nothing less.
How critical has the P5 Strategy been to Stratoscope’s industry leadership and success?
At the heart of Stratoscope’s industry leadership lies a deceptively simple but profoundly effective philosophy: the P5 Strategy. P5 has been absolutely critical to our success. It’s the framework that guides everything we do.
The first “P” is People, and this is nonnegotiable. We have the best people in the business. Our team knows how to strike the perfect balance between a rock-solid security posture and exceptional guest experience. That balance is what special events demand.
Next comes Process. Our solutions are built on tested, proven processes. We don’t just show up – we rigorously exercise and vet our plans before we ever deploy to an event.
The third pillar, Planning, is where Stratoscope’s meticulous attention to detail shines. We leave no stone unturned. Every possible scenario is considered, every contingency accounted for, to make sure our clients’ events run smoothly and safely.
Then there’s Performance. Our track record speaks for itself. But we’re not resting on our reputation – we constantly look for ways to improve, and we invite our clients to grade us so we stay sharp.
Finally, the fifth “P” is Products. This extends beyond physical tools to include the
systems and deliverables that Stratoscope brings to the table. If we don’t have the right product or solution in-house, we’ll go out and find it. Our clients can be confident they’re getting the absolute best available.
Together, these five principles form the backbone of Stratoscope’s approach – and have set the company apart in an increasingly crowded and competitive space. P5 is more than a strategy – it’s our promise to our clients – and it’s been key to driving our growth and leadership in this industry.
How is Ingressotek redefining event security with advanced technology?
As the event landscape grows more complex, Ingressotek is leading the charge in redefining how security technology is deployed – and more importantly, how it performs. When we launched Ingressotek, our goal wasn’t just to introduce the most advanced weapons detection systems on the market – it was to completely transform the guest screening experience. But technology alone isn’t the answer.
While cutting-edge tools like Evolv and CEIA weapons detection systems form the backbone of Ingressotek’s offerings, what really sets the company apart is the team. You can rent a detection system from anyone. What matters is how you operationalize it. Without the right people to configure, adapt, and run that technology in real-world environments – whether it’s a red carpet premiere, a stadium entrance, or a 30,000 person business conference – it’s just equipment. And equipment alone can fail.
Ingressotek’s success lies in its ability to blend elite technology with tactical execution. Our team ensures that every deployment creates a secure perimeter without compromising flow or guest experience. That’s the magic – it’s
invisible security, done with precision. In doing so, Ingressotek is not just keeping people safe –it’s setting a new benchmark for what modern event security should look like.
Where do you see the greatest opportunities for growth for Stratoscope, Ingressotek, Ford K9, and Stratos K9?
The future of our companies is defined by limitless potential – and a fast-evolving landscape that demands innovation. There are endless opportunities for growth. On the Stratoscope side, more and more events are realizing they need comprehensive security strategies and crowd management plans to keep guests, fans, and attendees safe. That demand is only going to increase.
With Ingressotek, the technological wave is gaining momentum. New technologies are constantly hitting the market, but the event industry needs partners who know how to operationalize them effectively. Risks are always evolving, and Ingressotek is perfectly positioned to stay ahead – both with the cuttingedge detection systems we already use and with whatever comes next.
Ford K9 is poised to remain the gold standard in training, certification, and consulting. The special event K9 sector is on a steep growth trajectory. As more events recognize the value of detection dogs, the need for expert consulting and certification will only accelerate.
And then there’s Stratos K9, which I believe is entering a moment of unprecedented demand. The reality is that most events can’t access law enforcement or federal K9 resources. Stratos K9 is filling that gap – providing elite handlers and detection dogs that meet or exceed law enforcement standards. We’re bringing that level of expertise to the private sector, and the opportunities there are enormous.
“The future of our companies is defined by limitless potential –and a fast-evolving landscape that demands innovation.”
“At the end of the day, the biggest strength we have isn’t any single person or skill set – it’s the culture we’ve built, and the way these teams come together to get the job done.”
With strong tailwinds across all divisions, we are bullish on what’s ahead. Each part of our business has a clear runway for growth, and we’re incredibly excited for the future. We’re just getting started.
Will you highlight the strength and expertise of the Stratoscope, Ingressotek, Ford K9, and Stratos K9 teams?
The secret to our success isn’t just talent –it’s the mindset and culture our teams bring to the table. What makes our teams exceptional isn’t just their expertise – it’s the way they show up. They have a mindset of ownership. Whether it’s the Stratoscope consultants writing security plans, the Ingressotek crew rolling out cuttingedge tech, or the Stratos K9 handlers deploying with their dogs, everyone takes personal responsibility for delivering excellence. That’s hard to teach, but it’s what separates a good team from a great one.
The diversity of backgrounds of our team is a defining strength. We have people with major event experience from Super Bowl’s, Olympic games and high profile venues like Madison Square Garden or Mercedes-Benz Stadium –you name it. That cross-pollination of experience means we’re never looking at a problem from just one angle, and that’s where innovation happens.
Perhaps most importantly is the trust and cohesion among our teams. These are highpressure environments, and you need teams who trust each other implicitly. That’s something we cultivate deliberately – because when you’re protecting lives and reputations, there’s no room for ego or silos.
At the end of the day, the biggest strength we have isn’t any single person or skill set – it’s the culture we’ve built, and the way these teams come together to get the job done.
What do you feel are the keys to effective leadership and how do you approach your management style?
Effective leadership isn’t about holding the reins tightly – it’s about knowing when to let go. My management style really traces back to some of my earliest mentors. When I was at Georgia Tech, Coach Bill Lewis and George O’Leary gave me a piece of advice that stuck: always bring solutions to any problem you identify. That mindset has shaped the way I lead to this day.
At the Atlanta Olympics, I found another key influence in Dave Maggard. Dave believed in decentralized decision-making. He trusted his
team to lead, but he was always there when we needed executive support. I’ve carried that forward in my own leadership approach.
For me, empowerment is the cornerstone. I make sure my team has the authority and confidence to make decisions. We put the right processes and structures in place so they can thrive – but we also recognize that young leaders are going to make mistakes, and that’s okay. Mistakes are where growth happens. If we don’t give people room to navigate challenges on their own, we’ll never develop the next generation of leadership.
At the same time, I believe in the importance of balance. My style is really about decentralized communication and decisionmaking, but with clear communication and guardrails. Everyone understands which decisions need to rise up the chain. And I work hard to eliminate unnecessary bureaucracy so we can stay nimble and make the best decisions quickly. It’s an approach that has helped me not only build exceptional teams – but shape future leaders who are ready to carry the torch.
Did you always know that you had an entrepreneurial spirit and desire to build your own company?
While I started my career on the sidelines of a football field, the desire to lead something of my own was always in play. My entrepreneurial spirit really sparked in grad school. Even then, I knew I wanted to own and lead my own company one day.
That drive crystallized after the Sydney Olympics in 2000. I knew I wanted to stay in the event industry, but I didn’t want to be just another event gypsy, bouncing from one gig to the next. I wanted to build something sustainable, which is why I launched The Inocon Group, with the support of investor Dave Gheesling. Dave helped me build and structure the company the right way. He also taught me how to sell the problem you’re solving to my clients. I learned a lot over those ten years –some of it the hard way. I made mistakes, but they were incredibly valuable in shaping how I lead today.
After selling Inocon, I briefly explored the idea of joining a larger organization in a C-suite role, working with firms like Guidepost Solutions and T&M. But something was missing. I eventually realized that what makes me happiest professionally is building something of
my own. Creating companies, nurturing teams, solving complex problems – that’s where my passion lives.
Today, at the helm of Stratoscope, Ingressotek, Ford K9, and Stratos K9, I have not only had the opportunity to embrace my entrepreneurial spirit, but also to build a thriving ecosystem of companies that are transforming the future of event security.
With all of the success that you have experienced in your career, are you able to enjoy the process and take moments to celebrate the wins?
For me, success has never been a solo pursuit – and neither has celebrating it. Our team’s success has been an incredible experience to be part of. There’s that old cliché, “It’s not work if you love what you do,” but it really rings true for me. Since launching Stratoscope and Ingressotek, the first four years have been intense – there’s been a lot of heavy lifting to reach the level we’re at today. But now, with a strong leadership team in place, I’m able to step back a little and truly enjoy the process.
My priority is making sure the whole team feels that joy. It’s not just about me. Sure, my name is at the top of the org chart, but what matters is that everyone across the organization has the chance to celebrate the wins. One of the best moments each year is when we come together in January, look back at everything we’ve accomplished, and honor that success as a team. That’s what makes the hard work worth it.
What advice do you offer to young people beginning their careers?
My advice is simple: find something you’re passionate about and then surround yourself with the right mentors who can help channel that passion into a career you love. For me, effort is the ultimate differentiator. I come from a coaching background, so almost everything goes back to sports for me. And in sports, the one thing a coach should never have to teach is effort. It’s the same in your career – you control how hard you work, how much you show up, and how invested you are in learning and growing.
My message to young people entering the workforce is clear: Focus on your effort. Find your passion. And connect with mentors who can help you reach new levels of success. That’s the formula that will take you far.•
Creating Pathways To Elevated Living
An Interview with Jerry Hammond, Founder and Chief Executive Officer, Hammond International Properties
EDITORS’ NOTE Jerry Hammond is the Chief Executive Officer and Founder of Hammond International Properties (hammondinternationalproperties.com), a boutique luxury real estate firm in Toronto, Canada. Hammond is a leading industry expert, recognized by a diverse network of high-net-worth and ultrahigh-networth clientele, notable personalities and industry professionals locally and internationally. Known for his down-to-earth leadership style, Jerry is guided by a philosophy rooted in the Golden Rule — treating others as you wish to be treated. Inspired by the values championed by Four Seasons founder Isadore “Issy” Sharp, Jerry has embedded this principle into every aspect of Hammond International Properties.
Jerry Hammond
Will you provide an overview of Hammond International Properties and how you define its mission?
At Hammond International Properties, we specialize in curating exceptional real estate experiences for discerning clientele across Canada and around the world. Our mission is rooted in a passion for excellence, delivering unmatched service, forward-thinking strategy, and extraordinary results. We don’t just sell homes; we create pathways to elevated living, guided by innovation, integrity, and a commitment to exceeding expectations at every turn. Every client, every property, and every opportunity is approached with the belief that luxury is not just a price point – it’s a personalized experience.
This begins with the Golden Rule, a simple yet powerful principle that shapes how we serve, communicate, and lead. By treating every client with the care and respect we would expect ourselves, we build lasting relationships grounded in trust.
Will you highlight Hammond International Properties’ portfolio?
We are privileged to represent some of the most prestigious residential properties in Canada, with a particular focus on Toronto and the Greater Toronto Area. From architectural masterpieces and private estates to internationally inspired residences, our portfolio reflects the evolving definition of luxury living. Beyond our local footprint, we are expanding our global offerings, curating exceptional real estate experiences for Canadians who live and travel internationally.
New this year, we are proud to have launched the Luxury Leaders Masterclass. This initiative has been thoughtfully developed to elevate the standards of luxury real estate service. Through this program, we are setting a new standard of excellence in the industry, rooted in global perspective, innovation, and unparallelled client care.
What have been the keys to Hammond International Properties’ growth, and how do you define the Hammond difference?
Our growth has been fueled by a commitment to excellence, innovation, and the cultivation of meaningful relationships. We stay ahead of market trends while remaining deeply connected to the communities we serve. What truly sets us apart is our boutique approach: every client receives highly personalized service and access to unparalleled market intelligence. We are known for our “white glove” service and ability to connect the right homes to the right clients. Our global vision, combined with local expertise, allows us to deliver outcomes that
are both bold and bespoke – helping clients achieve their dreams with confidence and joy.
One of the things that truly sets us apart is our ability to create genuine connections to our properties. We are not focused on the traditional statistics like square footage or number of bathrooms – we want buyers to understand what their life will be like living in a home. This philosophy is integrated into every element of our marketing, especially how we market and feature every property.
What do you see as Hammond International Properties’ responsibility to be engaged in the communities it serves?
We believe that true leadership extends beyond transactions. At Hammond, it’s about making a lasting, positive impact. We are committed to supporting the vitality and wellbeing of the communities we serve. One of the ways we bring this to life is through The Charitable Journey, a philanthropic initiative that allows each of our sellers to designate a charity of their choice to which we donate in their honor. It’s a meaningful way to turn every transaction into an act of giving.
In addition, we actively participate in hosting fundraising events and charitable
awareness campaigns, using our platform to bring attention to causes that matter. Whether through mentorship programs, community engagement,
or philanthropic partnerships, we are deeply invested in supporting the neighborhoods and communities our clients call home.
How important is it for Hammond International Properties to build a diverse and inclusive workforce?
Diversity and inclusion are essential to who we are and how we lead. We recognize that the most innovative ideas and strongest teams come from a mosaic of perspectives, backgrounds, and experiences. Building a diverse and inclusive workforce not only enriches our company culture, but it ensures we are truly reflective of the global clientele we serve. Our commitment to inclusion is ongoing, and we are proud to create an environment where everyone’s voice is valued, and every individual can thrive.
What advice do you offer to young people interested in pursuing a career in real estate?
Real estate is a career of limitless possibility, especially for those who lead with passion, resilience, an entrepreneurial mindset, and a commitment of service. My advice to young people is simple: be curious, be committed, and be courageous. Invest in learning about markets, people, and the art of connection. Seek out mentors who will challenge and champion you. And most importantly, approach every relationship and opportunity with authenticity and optimism. In real estate, success is not just about the sales –it’s about building trust, delivering excellence, and helping people realize their dreams.•
100 Kennedy Street in Aurora, Ontario
113 Elgin Street in Thornhill, Ontario
A Matter Of Identity
An Interview with Ben Goldman, Founder and President, Goldman Communications
EDITORS’ NOTE Ben Goldman advises ultra high new worth clients on public image and crisis communications. He previously spent ten years in the media industry, most recently as the youngest local news anchor in America at FOX61 in Hartford, Connecticut. He runs Goldman Communications, his communications and strategy firm that has a particular focus on supporting next generation profile building for family offices. He has worked for high profile individuals and foundations, including the Gary and Vivienne Player Foundation, where he played a key role in shaping public engagement and partnership-building. Diagnosed with an inoperable brain tumor at age eight, Goldman’s personal journey has profoundly influenced his dedication to empowering others through thoughtful communication. Goldman graduated from the University of Connecticut.
FIRM BRIEF Goldman Communications (goldman communications.us) is a dedicated partner in protecting and enhancing the public legacy of highprofile families. The firm’s concierge-level services –ranging from reputation management to discreet crisis response – reflect a deep commitment to trust and empathy. Like a concierge medical service, Goldman Communications’ approach is proactive, highly personalized, and always aligned with its clients’ family values safeguarding and guiding their legacies to ensure their strength across generations.
What was your vision for creating Goldman Communications and how do you define its mission?
Goldman Communications began as a deeply personal decision – one rooted in a desire for full alignment. I made the choice to leave a successful television career, where I was one of the youngest main anchors in the country and represented by one of the top agents in the industry, because I came to realize that my external life no longer reflected who I was internally. I wanted more than recognition – I wanted resonance. I’ve always believed that true success isn’t just about achievement, but about authenticity. When your public presence and private purpose are aligned, everything shifts. You become more effective, more fulfilled, and more powerful in how you show up in the world. That belief became the foundation for Goldman Communications. I set out to build a firm that could help others achieve that same kind of clarity and confidence. A place where high-profile individuals, families, and offices could receive tailored guidance – not just to manage a media moment, but to own their story with intention and grace.
Our mission is to offer deeply strategic, emotionally intelligent communications support. Whether we’re navigating a crisis, preparing the next generation for leadership, or shaping a lasting legacy, we bring both professional precision and personal insight to the table. This firm is the result of years of experience inside the media and a lifetime of proximity to the types of families we now serve. It’s a unique intersection of empathy, discretion, and strategy – and it’s work I care about deeply.
Will you provide an overview of Goldman Communications’ services and capabilities?
Our services are intentionally designed to be both strategic and personal because reputation is never just a matter of optics – it’s a matter of identity. We work with clients across the United States and internationally, from Palm Beach to Los Angeles to Hong Kong, and every engagement is tailored to the client’s specific needs, values, and goals. We provide hightouch support in areas such as crisis communications, proactive media strategy, and reputation management. That includes everything from shaping public narratives and handling press inquiries to preparing clients for interviews, speaking engagements, and leadership transitions. One area I’m particularly proud of is our work with next-generation leaders in prominent families. We help young heirs and future CEOs build their presence from the inside out –coaching not just for public speaking, but for leadership communication, emotional fluency, and navigating high-stakes interactions with confidence and grace.
Another key aspect of our model is how we operate. I’ve chosen not to build a traditional firm with layers of staff. Instead, I’ve curated a trusted network of advisors with deep experience in media, law, family governance, philanthropy, and psychology. When a client works with us, they gain access to that broader ecosystem –an intelligent, discreet, and emotionally attuned team of professionals who understand both the technical and human sides of this work.
How important has it been to build that advisory network?
It’s been essential to the integrity and effectiveness of everything we do. The
“I’ve always believed that true success isn’t just about achievement, but about authenticity. When your public presence and private purpose are aligned, everything shifts.”
Ben Goldman
“I set out to build a firm that could help others achieve that same kind of clarity and confidence. A place where high-profile individuals, families, and offices could receive tailored guidance – not just to manage a media moment, but to own their story with intention and grace.”
families and individuals we serve are navigating complex challenges – ones that often blend personal, reputational, and financial dimensions. They’re not looking for surfacelevel advice or off-the-shelf solutions. They’re looking for people who understand their world, respect their privacy, and know how to operate with both intelligence and intuition. That’s why I’ve focused on building a network – not a hierarchy. The advisors I bring in are chosen not only for their expertise, but for their emotional intelligence and their ability to hold space for complex, often sensitive dynamics. Whether we’re guiding a family through a reputational issue, helping a founder shape a succession narrative, or advising a client on how to step confidently into the public eye, we approach every conversation with clarity, empathy, and care.
This is delicate work. It’s not about simply managing perceptions – it’s about helping people communicate with intention, navigate difficult conversations, and move forward with confidence. The quality of the advisory network reflects that purpose, and I’m incredibly proud of the caliber and character of the people we bring into each engagement.
Did you always know that you had an entrepreneurial spirit and desire to build your own firm?
I think the entrepreneurial spark was always there, but it took time and experience to refine the vision. I’ve always been drawn to building, to creating something meaningful from the ground up. My early career was driven by ambition – I was motivated, focused, and fortunate to find success in media at a young age. But as I grew into that
success, I started to question whether the version of success I was chasing was actually aligned with who I wanted to be and the kind of impact I hoped to make.
Walking away from television wasn’t an easy decision, but it was a clear one. I wanted to work more deeply with people, to be in rooms where meaningful conversations were happening – not just reporting on stories, but helping individuals shape them. Over time, it became clear that there was a gap in the communications space – especially for highprofile families – where the need for authenticity, emotional intelligence, and strategic discretion was being overlooked. Starting Goldman Communications wasn’t just a career pivot. It was a commitment to serve in a way that felt fully aligned with my purpose. Today, the work we do feels like the perfect fusion of my personal journey, professional experience, and values-driven approach.
What has made philanthropic work so important to you?
Philanthropy is woven into the fabric of my life – not just as an advisor, but as someone who’s been on the receiving end of it. When I was a child, I was diagnosed with stage three brain cancer and underwent two years of chemotherapy. It was a formative chapter in my life, one that challenged me deeply and changed the way I see the world. One of the most impactful experiences during that time was being part of the Hole in the Wall Gang Camp, founded by Paul Newman. That place offered something rare – joy, dignity, and connection during a time that was otherwise filled with uncertainty. It was more than a camp – it was a sanctuary, and it taught me the power of community and the profound impact of purposedriven giving. That experience is part of why I’m
so passionate about helping clients approach their philanthropy with intention and heart. When families align their giving with their values and communicate it authentically, it doesn’t just make an impact – it becomes part of their legacy. Philanthropy isn’t about publicity. It’s about story, alignment, and continuity across generations.
How do you approach your management style?
I lead the way I serve: with trust, empathy, and a strong sense of purpose. I’m not someone who believes in rigid systems or topdown management. Instead, I focus on cultivating thoughtful, respectful relationships where everyone feels empowered to bring their best thinking and energy to the table. That’s especially important in this field, where so much of the work depends on sensitivity, discretion, and human connection. I bring a strong emphasis on emotional intelligence into every engagement. Whether we’re working with a client facing a public challenge or supporting a family through internal tension, the ability to read between the lines, understand underlying dynamics, and respond with clarity and care is what sets our work apart.
Communication is never just about words – it’s about timing, tone, energy, and presence. What energizes me most is helping people unlock that understanding within themselves. When a client finds their voice, learns how to navigate conflict with confidence, or experiences a breakthrough in how they show up – whether publicly or within their own family – that’s the moment I feel most connected to my work. Helping others communicate effectively, authentically, and with emotional clarity isn’t just what I do – it’s what I love.•
“Our services are intentionally designed to be both strategic and personal because reputation is never just a matter of optics - it’s a matter of identity.”
CULTURE AND TALENT CULTURE AND TALENT
Freedom Within A Framework
An Interview with Richard A. Rosenbaum, Executive Chairman, Greenberg Traurig, LLP
EDITORS’ NOTE Richard Rosenbaum is the Executive Chairman of Greenberg Traurig, a unified international law firm of more than 2,850 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 wide-ranging “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.
evolution. Our culture is built on empowerment, collaboration, meritocracy, and respect for the individual, and is a significant factor in what sets us apart. Greenberg Traurig’s lawyers and professional staff are given freedom within a framework, which isn’t just a tagline or catchy slogan; our thoughtfully crafted, decentralized structure empowers our lawyers on the ground to think independently, use business sense, and build trust among colleagues and clients, all while embracing a sense of purpose.
This kind of team building doesn’t happen in a vacuum. Rather, we meticulously and patiently bring together the sharpest minds from varied backgrounds around the world who share our passion for hard work, resilience in the face of challenges, and creativity in exploring new strategies. When you bring business-minded people together united by this paradigm, the results can be spectacular.
build loyalty, and serve our clients with precision and efficiency. This is how we stay true to who we are, no matter how much we expand.
I’ve always believed that the strength of an organization lies in its ethos and values, not just its size or revenue. As we’ve grown as one global firm with more than 2,850 attorneys across 49 locations, preserving our culture has been essential to our success. Growth without a supportive culture is hollow.
FIRM BRIEF Greenberg Traurig, LLP (gtlaw.com) has more than 2,850 attorneys in 49 locations in the United States, Europe and the Middle East, Latin America, and Asia. The firm is a 2024 BTI “Leading Edge Law Firm” for delivering on client expectations for the future and is consistently among the top firms on the Am Law Global 100 and NLJ 500.
How do you describe Greenberg Traurig’s culture?
A strong culture is the cornerstone that defines Greenberg Traurig. It’s been at our core since we began in Miami in 1967 and has been woven through every step of the firm’s
How critical has it been to maintain culture as Greenberg Traurig has grown in size and scale?
Unlike many firms, we’ve chosen organic growth over mergers or acquisitions that might dilute who we are. This approach, which has been our strategy for more than half a century, can be time-consuming and challenging, but it has allowed us to bring in stellar lawyers across the globe that understand the unique opportunity and platform we offer. Each Greenberg Traurig location, each practice, each shareholder and associate who joins us becomes part of a culture rooted in excellence and connection. It’s the ideal balance between individual autonomy and being part of something bigger than us. This deliberate approach allows us to remain agile,
Our expansion has always been intentional and strategic. We don’t chase trends or seek growth for its own sake through mergers. Instead, we identify the right people and teams in the markets we feel are ripe to explore. Whether that’s opening offices in Munich, Germany; San Diego, California; the Kingdom of Saudi Arabia; or the United Arab Emirates, we focus on lawyers who have roots in their region, are respected in their field, and share our values. This organic approach ensures that we remain united in purpose, even as we broaden our global reach. Each new Greenberg Traurig location continues to strengthen our ability to serve our global client base across virtually every industry.
How important is it to balance the advances in technology with the need to keep the human touch and personal relationships that Greenberg Traurig is known for?
Through every decade, we have embraced cutting-edge technologies for the benefit of our clients. That is the lens through which we look at every tech breakthrough. While LLMs and AI are ubiquitous now, we were exploring their efficiencies before many had the first clue how to utilize them. There is no question that technology is transforming the legal profession at a rapid pace, but as much as it’s a game-changer, it’s only part of the equation. The human touch, the relationships
“Our culture is built on empowerment, collaboration, meritocracy, and respect for the individual, and is a significant factor in what sets us apart.”
Richard A. Rosenbaum
“Each Greenberg Traurig location, each practice, each shareholder and associate who joins us becomes part of a culture rooted in excellence and connection.”
we build, the trust we earn, and the empathy we show are irreplaceable. We are always mindful of the risks associated with new technologies. We apply thorough review, create appropriate policies, and provide training to ensure these tools are used properly and efficiently.
Several pillars exemplify the firm’s core values. These include Commitment to Excellence, Collaboration, Critical Judgment, Client Focus, Respect for the Individual, Business Acumen, Meritocracy, and Innovation. These principles help ensure that as we adapt to the efficiencies of new technology tools, we never lose sight of the personal connections that define who we are. Clients come to us not just for novel legal strategies, but for thoughtfully pragmatic counsel and steadfast personal guidance. Technology provides incredible tools, but it’s the human interaction that makes the difference. We immerse ourselves in each client’s industry and truly understand their pain points in a way that machine learning is incapable of grasping. That’s what distinguishes us and will always remain at the heart of Greenberg Traurig.
While Greenberg Traurig is focused on attracting the highest quality talent, how important is cultural fit in the hiring process?
Bringing in quality talent is the lifeblood of any firm, but talent alone isn’t enough. At Greenberg Traurig, cultural fit is essential. We hire people who not only excel in their practice areas, but also align with our values and ethos. They share our commitment to excellence, teamwork, and putting the client first. There’s a reason why many of our attorneys have been working with us for years and have such close camaraderie with their teams. I’d much rather bring in someone who is culturally aligned and a great attorney than a rainmaker who alienates people around them.
When opening a new office, we hire lawyers who are part of their community and understand the local business environment. We empower our leaders in each market and take the time to build offices person by person, making sure each lawyer is the right fit. Our decentralized structure plays a significant role in this as well. Part of what attracts people to Greenberg Traurig is the ability to tailor their legal strategies to the specific needs of their clients while staying connected to the broader vision of the firm. More than that, we’ve always been a place where unconventional paths are celebrated, where determination and grit matter as much as pedigree, and resilience drives everyone. Whether someone went to law school at night, was the first in their family to attend college, or overcame other personal challenges to reach where they are today, each of these stories resonate deeply with us. They reflect our belief in meritocracy and our conviction that success comes from a dedication to serve our clients first and foremost.
Will you discuss Greenberg Traurig’s commitment to invest in diverse talent?
Diversity has, unfortunately, become a controversial subject for some. We don’t see it that way at all. Greenberg Traurig was built as a firm where every individual is welcomed, respected, and can carve out success through our freedom within a framework. And with 49 locations in 15 countries, we bring a spectrum of approaches and strategies for our clients. Regardless of what happens outside the firm, we’re not changing our position about inclusion at all. This is a mindset that’s been woven through our DNA since our founding in 1967.
We foster an environment that values individuals from all backgrounds, experiences, and cultures. This ensures that Greenberg Traurig
remains a place where legal talent thrives based on merit and dedication. What makes a team diverse is diversity in perspectives, which fuels innovation – part of what enables the firm to stand apart from the pack. When the sharpest minds from different backgrounds come together, we can accomplish incredible things for our clients. The underlying values that define who we are will never change.
What do you tell young people about the type of career the legal profession offers?
The legal profession is far more than a career; it’s a platform for discovery and impact, one that quite literally changes lives and aspires to reach the greater good. When someone asks me what the most important qualification for a lawyer is, I always come back to a singular thought: passion for results. That is what drives us through the highs and lows of our careers –and rest assured, there will be both.
Law teaches you how to think critically, write persuasively, and approach problems with creativity. These invaluable skills can open doors to countless opportunities, whether you choose to practice law or pursue other paths like corporate leadership or public service.
I would also advise them to use technology as a tool. Let it empower your efficiency, but never rely on it too much.
I encourage young people to find what resonates for them and explore ways where they can make a difference in their community. The legal profession offers a unique opportunity to advocate for justice and shape meaningful change. It’s a field where people from all backgrounds can succeed if they have the grit to do so. For those willing to put in the effort, the possibilities are endless, not just for personal success, but for making a lasting impact on the world.•
“Several pillars exemplify the firm’s core values. These include Commitment to Excellence, Collaboration, Critical Judgment, Client Focus, Respect for the Individual, Business Acumen, Meritocracy, and Innovation.”
CULTURE AND TALENT CULTURE AND TALENT
Communication, Collaboration, And Commitment
An Interview with Michael J. Baum, Co-President and Co-Chair, Global Real Estate Practice, Greenberg Traurig, LLP
EDITORS’ NOTE Michael Baum is Co-President of Greenberg Traurig, LLP and Co-Chair of the firm’s Global Real Estate Practice. Baum’s international practice includes the formation of real estate opportunity funds (private equity LP and/or GP funds, and debt funds), joint ventures, acquisitions, developments, financings, leasing, and dispositions of data centers, multi-family (single family rental, including build-torent programs, student housing, and senior living), industrial, office, retail, and resort properties. He also represents both financial institutions and borrowers in connection with construction, mezzanine, and general secured real estate financings. Prior to joining Greenberg Traurig, Baum was an Associate at Mayer Brown, LLP in Chicago. Baum earned a BBA degree in Finance from University of Texas at Austion and a JD degree cum laude from Loyola University Chicago School of Law.
Michael J. Baum
How do you describe Greenberg Traurig’s culture?
If you asked our partners from around the world, I’d imagine you would receive a range of responses. However, I can assure you that all of us would proudly say that GT’s culture is the key element of our collective success. In a professional services organization, while excellence in practice and client service sets the necessary foundation, without a strong cultural bond shared by the team a law firm has nothing holding it together other than money.
At GT, culture is more than a buzzword. It’s the way we treat fellow lawyers, our outstanding business staff and our trusting clients. GT has long avoided committees and other bureaucratic management styles, instead trusting and empowering our individual lawyers and business staff to build successful practices that best fit. One notable exception to that rule is our defined program called GT’s Commitment to Excellence. While this commitment begins with the quality of our client work, it is equally a commitment to one another. It is this trust, teamwork and collaboration that allows practices to truly plug into the seemingly limitless resources within our global platform and propel our firm’s growth and success.
I’ve long said that the legal profession – no different than many others – can be very “lonely.”
I’ve been very fortunate to have mentors that
believed in the philosophy that building loyal teams to ensure client success is one of the most rewarding aspects of this profession. When I reflect on my 20+ year career at GT, the word that best captures the primary driver of our success is “selflessness.” This selflessness has allowed us to enjoy tremendous partnerships among colleagues both in our real estate department and throughout the firm worldwide. This selfless approach helps empower the next generation of leading lawyers, giving them access to opportunities at accelerated stages of their careers. Furthermore, the selfless empowerment of team members frees up leaders to focus on macroeconomic issues impacting the legal or relevant business industries, recruiting, team building, business development, and other critical aspects of the practice. Finally, and most importantly, in an era plagued by significant lateral movement, this culture of selflessness creates a sense of loyalty to the team and the firm. The positive consequence of this stability is the institutionalization of “firm” clients, cross-selling opportunities within the firm’s vast network and higher instances of recurring fee revenue.
“In short, as GT has grown, preserving and strengthening our culture hasn’t just been important –it’s been essential.”
How critical has it been to maintain culture as Greenberg Traurig has grown in size and scale?
Through the years, as GT has grown in reach and scale (in 2020 we had 40 locations, now there are 49 and we’ve added several hundred lawyers), maintaining our culture has been the essential aspect of the firm’s success. Growth brings opportunities, but it also brings challenges, as it is easy to lose sight of the shared values that define a firm. That’s why we’ve been intentional and patient in
our approach, resisting the market pressures of large-scale mergers or vereins. And while GT is active in the lateral markets for individuals with proven success in their respective practices, we place a high premium on those individuals who not only demonstrate excellence in their practice, but also that share our core values.
The three words that best reflect the actionable and measurable elements of our culture that are visible in our daily practices are: Communication, Collaboration, and Commitment. Communication is critical to a firm’s success. Whether it’s sharing leadership messaging, celebrating team successes, legal and/or business market intelligence or even just exciting personal news, communication is critical to maintaining strong connectivity within a lawyer’s practice area and the firm. On a more granular basis, communication also fosters genuine connections in how we approach our work. When determining who should handle a particular matter, the only question is: who is the right person for the job?
Collaboration is what allows our clients to experience the depth and breadth of GT’s talent. When our partners work together in an open and trusting way, clients see firsthand how seamlessly our teams align around shared goals to deliver exceptional results. Clients are more often demanding that firms not only provide expertise in one specific area, but that firms truly understand the overall industry in which that client operates. While clients have long enjoyed GT’s multi-disciplinary practice and global reach, we have more intentionally organized industry groups to address these client needs. This is yet another example of finding ways to collaborate across diverse practices and/or geographic locations to best service a client.
Finally, GT’s Commitment to Excellence, as described above, and GT’s commitment to each other is what sets us apart. This ethos goes beyond delivering excellence in our client service and work product; it’s about fostering genuine connections and selflessness in how we approach this work. Client demands can often be overwhelming in our industry, but going that extra mile for clients is much more fulfilling, both personally and professionally when doing so with a focus on team success.
In short, as GT has grown, preserving and strengthening our culture hasn’t just been important – it’s been essential. It’s what enables us to grow with purpose, serve clients with excellence, and support one another with integrity.•
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.
CULTURE AND TALENT CULTURE AND TALENT
A Shared Purpose
An Interview with Jennifer Tejada, Chairperson and Chief Executive Officer, PagerDuty
EDITORS’ NOTE Jennifer Tejada is the Chairperson and CEO of PagerDuty. She brings to the role 25 years of diverse experience spanning mass consumer products to disruptive cloud and software solutions. She has a successful track record in product innovation, optimizing operations, and scaling public and private enterprise technology companies. She is also an active tech investor as an LP in multiple firms, including Operator Collective, Harlem Capital, and Penny Jar. Prior to her role at PagerDuty, Tejada was CEO of Keynote Systems, where she led the company to strong, profitable growth before its acquisition by Dynatrace. Before Keynote, she was Executive Vice President and Chief Strategy Officer at Mincom, leading its global strategy up to its acquisition by ABB. She has also held senior positions at Procter & Gamble and i2 Technologies. Tejada currently serves as a board member of The Estée Lauder Companies Inc. Tejada earned a bachelor’s degree in organizational behavior and business management from the University of Michigan, where she was a member of the Women’s Golf Team.
win revenue, sustain seamless digital experiences, and earn customer trust. More than half of the Fortune 500 and approximately two thirds of the Fortune 100 trust PagerDuty including Cisco, Cox Automotive, DoorDash, Electronic Arts, Genentech, Shopify, Zoom and more.
How would you describe PagerDuty’s culture?
At PagerDuty, our culture is underpinned by a shared purpose – we build products that give teams time to change the world. We believe time is the most valuable currency, and that trust is the paramount outcome of effective customer focus. We’re a team of earnest, curious, and driven individuals who care deeply about solving complex, high-stakes problems for our customers. We believe in operating with urgency and empathy, always putting the customer first. That’s not just a slogan, it’s our top cultural tenet: Champion the Customer. We are imperfect – sometimes we don’t get it right for the customer. We try to make this a learning opportunity, and we always look for ways to better ensure customer success.
this mindset – resilience, growth through challenge – in how we operate.
Our culture is also one of ownership. We empower people to take the lead, to step up, take risks, and grow. Last year, over 80 percent of our employees engaged in our social impact work by volunteering, giving, or participating in our match program. It’s just one example of how people here are motivated not just by what they do, but why they do it.
You have been CEO of PagerDuty for nearly nine years. How have you maintained and evolved the culture as the company has scaled?
COMPANY BRIEF PagerDuty, Inc. (pagerduty.com) is a global leader in digital operations management. The PagerDuty Operations Cloud revolutionizes how critical work gets done, and powers the agility that drives digital transformation. Customers rely on the PagerDuty Operations Cloud to compress costs, accelerate productivity,
We’re proud of the diversity of our team, intentionally comprised to reflect the global community we serve. That reflection is essential in ensuring empathy for our customers who span nearly half the Fortune 500 and the Forbes AI 50.
We recently hosted Coach Steve Kerr at a company meeting, and something he said really stuck with our team: “You learn more from your losses than your wins.” We try to embed
Culture isn’t static. You have to intentionally evolve it to anticipate the dynamism of business, the market, society, and people. When I joined PagerDuty in 2016, we were in hypergrowth mode, primarily serving developers with a single mobile product. Fast forward to today, and we’re an enterprise platform powering mission-critical operations for 31,000 customers, including both the largest and most innovative companies across every major industry, with a suite of automation and AI solutions. We’ve scaled, but our foundation is still rooted in elements of our early values, including urgency, ownership, empathy, and of course, championing the customer.
The ever-changing tech market ensures I am never bored, and I certainly experienced the need for different leadership mechanics in different market conditions of growth stages. I am a sailor, and as a skipper, you try to anticipate the conditions and plan for them ahead of a voyage, but sometimes things change fast.
“At PagerDuty, our culture is underpinned by a shared purpose – we build products that give teams time to change the world.”
Jennifer Tejada
“At PagerDuty, we invest in people who bet on themselves. Our ‘Take the Lead’ value means we reward initiative, not only pedigree.”
Rough conditions demand decisiveness and agility, and a focus on survival more so than smooth sailing in easy conditions. You don’t change your core principles, but you do adjust. Crew culture is even more important in a storm than in sunshine. Our employees know they can rely on us to stay grounded in our purpose while adapting to the world around us.
What is your advice to young people just starting their careers?
I often tell young people: Be the bear, not the salmon. It’s a mantra I share with my daughter when she feels the force of inertia –what should I do versus what would I like to try? Think of a bear intentionally wading in and out of a stream, versus the salmon being forced in the current. Too many people follow the herd, chasing the same goals, without asking: Is this even the right stream for me?
Curiosity is a superpower. Ask yourself not just what you should do, but what you could do. Think of your career less like a ladder and more like a journey with many paths where you choose your own adventure. Lateral moves, new experiences, and unexpected challenges are often what prepare you to lead with real
perspective, especially in an era shaped by AI and constant change.
Success isn’t about title or trajectory. It’s about impact, growth, and doing what you love with purpose.
How important is it to balance technological advances, especially AI, with the human touch?
Technology is here to serve and elevate people and their contribution, not replace them. AI and automation are incredibly powerful, but they need human direction and judgement to reach their potential. At PagerDuty, we use a framework we call “fully automated, human in the loop, and human-led.” It’s about matching the right level of automation to the nature of the problem.
We give our employees secure access to LLMs and agents, with AI training, and encourage them to integrate it into their work. By leveraging AI and automation, we free up capacity for more creative, strategic, and meaningful work. For example, with our own AIOps solution, we’ve reduced the need for manual effort dramatically, doing the work of 30 people with a team of 10.
That’s efficiency, but it’s also human-centered innovation.
How have your past career experiences influenced how you invest in PagerDuty’s talent?
My journey is somewhat unusual – more adventure than a well-marked path. I started in a foundational leadership training program at P&G, which gave me the lessons to learn fast and the practice to lead early. I spent over a decade overseas, raised a young family, and often found myself in the second-in-command role, supporting CEOs while quietly building resilience and range. It wasn’t until a mentor challenged me – “You’re already doing the job. Why aren’t you stepping into it?” – that I realized I had more to explore. That moment shaped my leadership philosophy.
At PagerDuty, we invest in people who bet on themselves. Our “Take the Lead” value means we reward initiative, not pedigree. We offer flexible growth programs, from coaching to courses, and we encourage self-directed development. My role, and our managers’ accountability, is to clear the path and provide the structure, but not to dictate the journey. Leadership comes in many forms, and we’re here to help people find theirs.
When designing innovative technology, why is it essential to bring together different perspectives?
Innovation thrives on the richness of experience, background, thought, and lessons learned. Our customers are global, and their needs are varied and complex. To anticipate and solve their problems, especially when it comes to preventing disruptions in mission-critical work, we need teams that reflect the real world. That’s why we build cross-functional, inclusive teams that look at challenges from every angle. We are building a platform that is not only powerful, but intuitive and relevant across different industries, geographies, and use cases. When you build with empathy and celebrate ideas from across teams and the market, you build for resilience and impact.
We are in the most exciting moment I have experienced in my career with AI lifting the potential of what’s possible. It’s disruptive and fast paced, which makes it incredibly fulfilling even if challenging. AI can make dreams a reality, and we need to make sure everyone is included in learning and benefiting from this revolution. •
Jennifer Tejada speaking during the AWS Re:Invent CEO Keynote in December 2024
CULTURE AND TALENT CULTURE AND TALENT
Responsible Growth
An Interview with Josh Bronstein, Head of Global Talent, Bank of America
EDITORS’ NOTE Josh Bronstein is Head of Global Talent at Bank of America. He also serves as the Human Resources executive for the Chief People Organization. As head of Global Talent, he leads a global team of HR professionals with responsibility for talent acquisition, talent management, succession planning, organization design, performance, promotions, and employee engagement across all lines of business in support of the company’s more than 213,000 global teammates. His teams are responsible for filling tens of thousands of positions annually with high quality external and internal candidates, and overseeing programs that deliver training, development and coaching to more than 20,000 managers and senior executives. In addition, Bronstein is the Human Resources executive for the Chief People Organization, which comprises approximately 5,000 professionals across 26 countries and includes the human resources, communications, media, Enterprise Services, Corporate Security and Executive Protection teams. Bronstein is a member of Bank of America’s Operating Committee, the Chief People Organization Leadership Team, the Global Opportunity and Inclusion Council, and the company’s Artificial Intelligence Council. He serves as the market sponsor for the Southwest Florida market. Prior to leading the Global Talent function, he led the Global Learning organization and has held several other lines of business and human resources leadership roles. Bronstein joined Bank of America in 2013 as a leadership development client manager for the Fixed Income Sales and Trading businesses. Prior to joining Bank of America, he was an engagement manager in the Human Capital Mergers & Acquisitions
Josh Bronstein
practice at Deloitte Consulting LLP. Bronstein earned a BS degree from Cornell University and holds an MBA from Harvard Business School.
COMPANY BRIEF Bank of America (bankofamerica.com) is one of the world’s leading financial institutions, serving individual consumers, small and middle-market businesses, and large corporations with a full range of banking, investing, asset management and other financial and risk management products and services. The company provides unmatched convenience in the United States, serving approximately 69 million consumer and small business clients with approximately 3,800 retail financial centers, approximately 15,000 ATMs (automated teller machines), and award-winning digital banking with approximately 58 million verified digital users. Bank of America is a global leader in wealth management, corporate and investment banking, and trading across a broad range of asset classes, serving corporations, governments, institutions and individuals around the world. Bank of America offers industry-leading support to approximately 4 million small business households through a suite of innovative, easy-to-use online products and services. The company serves clients through operations across the United States, its territories and more than 35 countries. Bank of America Corporation stock is listed on the New York Stock Exchange.
Will you provide an overview of your role?
As Head of Global Talent, I lead a global team of HR professionals with responsibility for talent acquisition, talent management and senior talent development across all lines of business
in support of the company’s more than 213,000 global teammates. My team is responsible for filling tens of thousands of positions annually with high-quality external and internal candidates and overseeing programs that deliver training, development and coaching to more than 20,000 managers and senior executives.
In addition, I serve as part of the leadership team for the Chief People Organization, which comprises approximately 5,000 professionals across 26 countries and includes Global Human Resources, Corporate Communications, External Communications, Corporate Security and Executive Protection, and Enterprise Services.
How do you describe Bank of America’s culture?
Two concepts that encapsulate our culture are opportunity and Responsible Growth. Across the company, we have an overarching mission to create opportunities for our customers, teammates, shareholders, and the communities we serve. From a talent perspective, we are very deliberate about the ways we help our teammates grow, develop and succeed in their careers.
We also have a strong culture of caring. Our teammates consistently tell us that Bank of America is a Great Place to Work for a range of reasons –whether that’s our industry-leading benefits that prioritize their financial, physical, and emotional well-being, competitive compensation or our bestin-class learning and development opportunities, largely delivered through our in-house organization, The Academy. During the past five years, on average, 42 percent of our roles have been filled internally thanks to our emphasis on internal mobility, upskilling, and reskilling.
Bank of America’s focus on its teammates has resulted in numerous recognitions as an employer of choice, making us a leader among companies in the U.S. in our industry and beyond,
“Across the company, we have an overarching mission to create opportunities for our customers, teammates, shareholders and the communities we serve.”
“Our focus on opportunity, growth, caring, innovation, and creativity runs across every layer of our company – and because of that, our teammates feel energized about building their careers here.”
including the top spot on JUST Capital’s Most JUST Companies ranking in 2023, the first-ever bank to do so. We’ve also been included on Time’s Most Influential Companies in 2024, Fortune’s 100 Best Places to Work For (seventh consecutive year in 2025), and multiple years on LinkedIn’s Top Companies in the U.S. and People Magazine’s 100 Companies That Care, among others.
Our focus on opportunity, growth, caring, innovation, and creativity runs across every layer of our company – and because of that, our teammates feel energized about building their careers here. It’s why we have a very engaged, tenured workforce. In fact, many of our teammates stay for their entire careers.
What do you feel have been the keys to Bank of America’s industry leadership?
We have a very clear set of commitments that are set and stewarded by our Chair and CEO, Brian Moynihan, which we call Responsible Growth. By staying true to the tenets of Responsible Growth, our company has consistently delivered strong results for our clients, teammates, communities and shareholders alike.
From a talent perspective, our focus on our teammates’ physical, financial, and emotional well-being has led to significant investments in our people, many a direct result of employee feedback. This is one of the reasons we continue to have employee satisfaction scores that are well above industry benchmarks and why people want to come to work at Bank of America – from interns and college graduates to military and veterans transitioning, to those seeking a career pivot or wanting to jump back into their careers after an extended break, and more.
How important is it for your role and team to be engaged in business strategy?
It’s essential. Attracting, developing and retaining top talent is critical to driving
Responsible Growth and achieving our business objectives. Day in and day out, we need to ensure that we have the right talent in the right roles to achieve our strategic priorities. Demand for different services across the bank inevitably ebbs and flows, so we need to be very intentional about hiring and redeploying talent to meet our client and customer needs as they change. That requires both discipline and agility. As an example of how this plays out, during the pandemic we successfully reskilled and redeployed tens of thousands of employees across the company as customer needs changed. And as we continue to evolve our services with technology, including AI, that requires additional adaptation and upskilling to meet the needs of our clients today and tomorrow.
Will you discuss Bank of America’s commitment to attracting a broad pool of talent?
We seek out talent through a broad sourcing strategy that attracts candidates with a wide range of perspectives, experiences and skills that will help us to serve our clients at the global, national and local levels. This spans programs from entry-level hiring through more senior-level recruiting. Annually, interns and full-time hires join us from more than 400 universities across the country and around the world for entry-level opportunities through our highly competitive campus program. We partner with a wide array of colleges and universities, including public and private universities, liberal arts colleges, Hispanic-Serving Institutions, historically black colleges and universities, and military academies that bring us a broad range of candidates. In addition, we’ve developed partnerships with dozens of community colleges and nonprofit partners to collaborate on a career readiness curriculum for
jobs in financial services and to connect Bank of America with the best talent.
Across our hiring, we also remain committed to providing meaningful employment opportunities for military veterans, neurodiverse individuals, and those from low- and middle-income (LMI) communities. Our transition to skills-based hiring included eliminating degree requirements for nearly all open positions.
Approaching hiring with a wide aperture allows us to more effectively match talent with the needs of the business.
What do you tell young people about the type of career the banking industry offers?
At a time when the pace of technological change is exponential, there’s tremendous opportunity in the industry, especially at a company like Bank of America that is very innovative and tech-forward. We invest billions of dollars a year in technology initiatives and have been a longtime leader in automation and AI. So, for those who are intellectually curious and agile, joining the bank offers a chance to be at the forefront of change and to accelerate your career development. Also, the work we do is high-tech and high-touch – banking is ultimately a relationship business – so there is great opportunity to build relationship management skills as well.
At Bank of America, there are many different paths to take and ways to grow, which is part of why so many of our teammates choose to stay and build long-term careers here.
Lastly, I’d note that a career in banking can offer a range of skills that helps to build versatility. There are so many different customer segments, lines of business and functional roles to explore within banking. That offers young people the opportunity to develop a portfolio of experiences that will prove valuable throughout their careers.•
“Approaching hiring with a wide aperture allows us to more effectively match talent with the needs of the business.”
CULTURE AND TALENT CULTURE AND TALENT
A People-Powered Business
An Interview with Trent Henry, EY Global Vice Chair – Talent
EDITORS’ NOTE As EY Global Vice Chair – Talent, Trent Henry focuses on the convergence of talent and markets agendas for its approximately 400,000 EY people and its clients worldwide. This includes advising on and responding to changes and opportunities in the evolution of the global workforce. Henry is CPA-qualified and was most recently EY Canada Chairman and Chief Executive Officer. Prior to that, he spent two years as Managing Partner of EY Canada Canadian Tax services. During this time, he joined the Canadian Executive Committee. In 2004, he became the leader of EY Canada International Tax services, and he was a member of the Canadian Tax Desk in New York from 1999 until 2001. Additionally, he was a member of the Canadian Council of CEOs from 2010-2018. Henry is a passionate advocate for access to education and helping young people succeed. This focus on education and diversity informs his efforts in developing a stronger, more effective workforce.
a tech-enabled environment that feels supportive and inclusive, working among dynamic teams that inspire and challenge those around them.
What do you feel have been the keys to EY’s industry leadership?
With approximately 400,000 people across 150 countries, EY is a people-powered business at its core. Being able to leverage the strengths of each individual and create an inclusive culture where everyone is free to be themselves is what differentiates us. We’re tackling global challenges through seamless collaboration and diverse perspectives within our teams, enhancing our problem-solving and innovation. This global mindset, supported by data, AI, and advanced technology, enables EY teams to adapt to the evolving needs of our clients and confidently shape solutions for today’s most pressing issues.
Will you provide an overview of your role?
As EY’s Global Vice Chair of Talent, it’s my job to ensure we’re anticipating the skills needed to deliver services to our clients. We not only focus on attracting and securing the right people, but – once they’re in the door – we empower them to become the most extraordinary versions of themselves. When we successfully tap into people’s potential and leverage their skills, it not only boosts engagement and retention, but enhances our ability to drive transformation and value.
Of the approximately 400,000 people at EY, one quarter of our talent is brand new to us every year, meaning our workforce is renewing itself on a continual basis. We also have five different generations working alongside one another, each with their own unique needs and motivations. A big part of my job is making sure we’re listening to our
FIRM BRIEF EY (ey.com) is building a better working world by creating new value for clients, people, society, and the planet, while building trust in capital markets. Enabled by data, AI and advanced technology, EY teams help clients shape the future with confidence and develop answers for the most pressing issues of today and tomorrow. EY teams work across a full spectrum of services in assurance, consulting, tax, strategy, and transactions. Fueled by sector insights, a globally connected, multidisciplinary network and diverse ecosystem partners, EY teams can provide services in more than 150 countries and territories.
How do you describe EY’s culture?
EY is at its best when we’re all thriving together. We work to create a culture where people feel empowered to focus on what’s most important to them and shape their futures with confidence – whether they’re taking advantage of our continuous learning to build new skills and leadership development, exploring flexible career opportunities and world-class experiences, or focusing on their well-being. Our culture is about providing opportunities for both professional growth and personal fulfillment in
Trent Henry
Trent Henry with representatives from the Senior Leadership Program in Boston
people, staying agile and connecting the dots to deliver the personalized experiences our people are looking for.
How important is it for the role to be engaged in business strategy?
In today’s environment, talent and business strategies are inextricably linked. Right now, employers are grappling with skills shortages and a changing labor market, so understanding the big picture is a must. Today’s talent strategy should address those risks while creating personalized, flexible career experiences that will attract and retain the best talent. It’s not enough to just worry about the talent agenda on its own; it’s also about connecting the technology ecosystem and making sure the right behavioral changes are happening to stay agile.
I have changed roles five times with EY and have had many experiences around the world that gave me a broader view of our business. I previously served as Chairman and CEO of EY Canada, which helped me really understand the power of our scale and our globally connected teams. That holistic knowledge has served me in delivering quality for our client side of the business, while simultaneously building skills and developing careers.
EY recently unveiled a new employee value proposition. Will you discuss what this entails?
With people at the heart of our business, a strong and engaging people promise has always been a key priority. We recently refreshed our employee value proposition (EVP) and launched a new global business strategy, “All in.” We wanted our people to know that as we chart our new course, we’re “All in” for them –standing beside them every step of the way with the support they need to build the careers they want.
The essence of our EVP is “Shape your future with confidence,” which is about empowerment, as well as how EY’s legacy and scale can give people the confidence to succeed across our globally connected teams. Most notably, this promise is shaped by the three things EY people told us matter most to them: building skills for the future, placing a greater focus on personal fulfilment, and being part of an inclusive culture.
With a workforce of 400,000 people, how do you empower talent and equip them with the tools and skills they need to effectively use technologies like generative AI?
When it comes to learning and skills development, the key is ensuring everyone has access and that we’re meeting employees where they are to support more effective implementation and productivity (versus rolling out one-size-fits-all training). Thus far, 83 percent of EY people have completed foundational AI learning and more than 115,000 EY Badges (advanced learning accreditations) in AI skillsets have been completed or initiated.
We’ve learned that employees aren’t resistant to learning new skills, but they feel time constrained. We asked them: “If you had more time, where would you spend it?” They told us they would spend more time on learning and skills development, specifically coaching, investing in their own careers, mentoring, building professional networks and being involved in their communities. So, it’s critical to find ways to embed learning and personal development into daily routines without increasing demands on their time. This is where Gen AI comes in. It enables productivity gains that empower our people to prioritize learning, skill development,
well-being, and community involvement –ensuring personal goals don’t take a back seat when day-to-day work is busy. It’s also worth noting that there are lots of learning opportunities beyond standard continuing education courses. This includes third-party accreditations or mobility opportunities where our people work in different departments and even geographies.
With today’s multi-generational workforce, what are some strategies to attract and retain talent?
We are at a unique moment in time where five generations are working together for the first time. There is no one-size-fits-all approach to today’s talent strategies, and we’ve adapted to ensure we’re providing people with tailored and flexible career growth and advancement opportunities. In fact, it’s one of the top reasons people tell us they join EY. So, we made “Career Agility” a priority at EY, where people can explore various options like working with different clients or teams, taking on a new role, or pursuing opportunities with a different business function or even in a different city or country. As someone who personally benefited from career agility, I know firsthand how impactful it can be in developing new skillsets and gaining new experiences.
We also know people are excited about our leading-edge technology that’s helping to harness and augment everyone’s potential. For example, we developed one of the largest private large language models in the world called EYQ, which has already recorded 92 million prompts from our people. We’ve seen the positive impact that these kinds of tools have on productivity and the ability for people to focus on high-value work.
What do you tell young people about the type of career the industry offers?
We keep a constant pulse on the needs and preferences across our workforce. We’ve learned that younger generations have a real aptitude for change and they’re quick to adapt. They want the opportunity to develop the skills they need to thrive and more openness around career opportunities. At EY, whether in Assurance, Consulting, Parthenon, or Tax, we empower young people to explore diverse career paths within the industry and make their careers their own.
This industry provides a unique opportunity to build the long-term skills they need to thrive in today’s working world as technology constantly redefines roles and responsibilities. We encourage young professionals to leverage their skills to move around the organization and pursue the experiences they desire. For example, My Career Hub is an AI-driven tool that shows us who’s open to new roles and what skills they bring to the table. It helps our people map their career aspirations and identify skill gaps and growth areas. It’s helping us deploy people in a very strategic way that serves our clients, but also keeps people engaged and excited about their next opportunity. As we like to say, there’s no better way to predict the future than to shape it.•
Trent Henry with EY colleagues, executives and alumni in New York
CULTURE AND TALENT CULTURE AND TALENT
Executive Search
EDITORS’ NOTES Jason Hanold is the President of CAA Executive Search. In 2024, Creative Artists Agency (CAA) acquired Hanold Associates, which Jason Hanold co-founded in 2010 with Neela Seenandan. Hanold focuses on the recruitment of Chief HR Officers, Corporate Officers, and Board Directors. His client roster includes companies that are Fortune 100, start-ups, founder-led, family offices, sports leagues, and PE-backed. Before launching Hanold Associates, he was the Global HR Officers Practice Leader for Russell Reynolds. Previously, he led Global Talent Acquisition for Whirlpool Corporation, was the Head of Recruiting with McKinsey & Company creating their direct-elect partner hiring, and led Global Leadership Recruiting for Deloitte. Hanold serves on the Board of Directors for the National Football Foundation and College Football Hall of Fame, and for a portfolio company of the PE firm, Shore Capital. He is on the Leadership Council of Robert F. Kennedy Human Rights, serves the U.S. Olympic Committee as a Team USA Athlete Mentor, and is a member of SAG-AFTRA. Hanold earned an MS degree from Northwestern University, and a BS degree from Illinois State University.
Neela Seenandan is the President of CAA Leadership Advisory. Before CAA’s acquisition, she served as Co-CEO of Hanold Associates. Seenandan provides interim executive services in senior HR positions for clients like The New York Times, The Wella Company, and Save the Children, where she also sits on the Board of Directors. She collaborates closely with leadership teams and boards on organizational effectiveness and executive talent. Previously, Seenandan was SVP of HR for North America’s Consumer Business. Prior to Nielsen, she had a successful HR career at Aon Corporation, including serving as CHRO of Aon Benfield and Aon Hewitt, and ran recruiting and professional development for McKinsey & Company in North America and McKinsey Digital (formerly BTO), focusing on executive development and coaching senior leaders. Originally from London, Seenandan holds a degree in English literature and religion from Newcastle University.
COMPANY BRIEF CAA Executive Search (caa.com/executive-search) is a division of the world’s leading entertainment and sports agency, Creative Artists Agency (CAA). CAA
Executive Search advises leading companies across sports, media, entertainment, technology, consumer brands, gaming, music, and more, as they set out to hire senior leaders across all functions. CAA Executive Search delivers the thoughtfulness and personalized approach of a boutique search firm, while providing access to CAA’s extensive ecosystem. CAA Executive Search offers consultative expertise supported by a global network serving North America, Europe, the Middle East, LATAM, Africa, Australia, and Asia. This network ensures access to top executive talent, empowering clients to meet their strategic goals. Beyond its recruitment expertise across all functional areas, CAA Executive Search supports successful leadership/governance transitions, designs organizational structures, advises on inclusion best practices, develops reward strategies, and assists investors with human capital due diligence. To further its reach and better serve a more diverse array of clients and industries, CAA Executive Search acquired Hanold Associates in 2024. Collectively, the group has completed more than 2,000 searches for its clients, which include Fortune 500s, startups, family offices, and pre-IPO companies across CPG, retail, media, hospitality, technology, and more. This acquisition ensures CAA Executive Search is better positioned than ever to serve clients across all industries and functional areas.
What was your vision for founding Hanold Associates and what were the keys to its strength in the industry?
Seenandan : We wanted to deliver a distinctive service offering to our clients while keeping the process simple and efficient. We also set out to assemble a team of people with shared values – kind, good-hearted people
who would work together to provide the best possible service for our clients. We would stay focused and agile so we could quickly deliver exceptional talent and advice to our clients. By focusing on the function of HR and developing a deep specialization in this space, we built a strong reputation in the market as experts in the space who could quickly understand the cultural and professional attributes that are needed to be successful.
Hanold: Our goal was to build a firm that would play an integral role in bettering others. We would aim to help our candidates thrive in their professional endeavors, while working to make our clients’ organizations better through the talent we introduce. My career foundation was built on the client side of executive search, leading recruiting and talent acquisition functions for McKinsey, Deloitte and Whirlpool, where I worked with most major search firms. That experience informs how we serve our clients. Our core belief is that if you perform distinctive search execution, it will be such a rare phenomenon for a client that they will tell others about it, and future clients will find you. Our strength is our team, the great people we develop to introduce to our clients, and our search model. We take a team approach to every search, calibrating internally before presenting candidates to clients, so that our clients are seeing the best candidates in the market. These elements together forge our strengths of speed and rigorous execution on a foundation of exceptional core values.
What made you feel that it was the right time and fit for Hanold Associates to become a part of CAA?
Seenandan : As a small team primarily focused on HR for nearly 15 years, we were thinking about how we could broaden our reach and provide growth and development opportunities for our team while continuing to serve the clients and candidates with whom we had developed deep relationships. When we were approached by CAA, we loved the breadth and depth of the agency’s platform and the opportunities it gave us to work with new clients – both within the HR world and at the C-suite and Board levels. Most importantly, we quickly realized we had shared values with CAA’s leadership which played a critical role in our decision. Hanold : Hanold had three primary areas of focus – our team, our clients, and our candidates in the market. The first 15 years flew by,
Jason Hanold
An Interview with Jason Hanold, President, CAA Executive Search and Neela Seenandan, President, CAA Leadership Advisory
Neela Seenandan
and only recently had we started to think about the next 15. We had forged great friendships with clients who are founders, CEOs, commissioners, athletes, and artists, and we started to feel that our service offering was narrow relative to the support they needed as their respective enterprises scaled. Knowing CAA’s reputation, impact, and connectivity, we were immediately struck by the possibilities for our team and clients to come together. Our culture is so critical to us, so we were thrilled to find such incredible cultural alignment. When we met CAA’s leadership team, we found our kindred spirits in the focus on care for others and doing our very best for clients and colleagues.
What do you see as the synergies across Hanold Associates and CAA’s businesses and clients?
Seenandan: At Hanold, we served across industries with a focus on the executive level role in HR. CAA Executive Search has broad relationships throughout the C-suite. Together, we deliver a broader set of services for our clients. We have strong relationships which allow us to go even deeper into a client and introduce other CAA Executive Search colleagues, fulfilling the full-service model to our clients.
Hanold: With CAA, we have expanded our connectivity, not only helping our CEO clients build better organizations, but also helping them become better leaders. Beyond search, we can now connect our clients to other service areas within the agency, including award-winning divisions like CAA Brand Consulting, CAA Sports Property Sales, or CAA ICON, in addition to facilitating collaborations with other brands and artists, entertainers, and athletes. Our support of leaders can also extend to exploring opportunities for them in publishing, speaking, and podcasts, for example.
Will you provide an overview of CAA Executive Search’s capabilities?
Hanold : The world’s leading entertainment and sports agency, Creative Artists Agency (CAA) launched CAA Executive Search in 2017, becoming the first major U.S. talent agency to build an executive search practice. CAA Executive Search works closely with its clients to help build diverse leadership
“When
we were approached by CAA, we loved the breadth and depth of the agency’s platform and the opportunities it gave us to work with new clients - both within the HR world and at the C-suite and Board levels. Most importantly, we quickly realized we had shared values with CAA’s leadership which played a critical role in our decision.”
Neela Seenandan
teams through executive search; designs and develops organizational structures and compensation plans; and engages with investors, venture capital, and private equity firms on human capital due-diligence projects, providing expert insight into senior management teams within acquisition targets. We work on behalf of major global sports rightsholders, technology companies, record labels, esports leagues and franchises, gaming publishers, live entertainment promoters, sports betting companies, traditional and digital media businesses, consumer and luxury goods, global brands, private equity firms, pre-IPO companies, VC funds, startups, founder-led organizations, and Fortune 100 organizations.
Seenandan: Within CAA Executive Search, we also have the Leadership Advisory team. Leadership Advisory consults with clients prior to, during, and after a search to ensure that the organization structure is effective and structured for success. This includes organizational assessment and design work, leadership team coaching and development work, and team effectiveness. We can provide Interim Corporate Officer capability to clients during a period of significant transformation or integration, essentially joining that client’s leadership team during the duration of a search process.
“Beyond search, we can now connect our clients to other service areas within the agency, including award-winning divisions like CAA Brand Consulting, CAA Sports Property Sales, or CAA ICON, in addition to facilitating collaborations with other brands and artists, entertainers, and athletes.”
Jason Hanold
How is technology impacting the way executive search operates?
Hanold : Technology platforms are an important part of how we remain connected, communicate, and identify candidates in the market. However, technology cannot replace the human art and science that goes into assessing candidates for alignment to the micro-culture of a leadership team or identifying the dominant behaviors that one will bring into the workplace. What do you feel are the keys to effective leadership?
Seenandan: I believe the most important keys to effective leadership are listening, taking feedback, and open and transparent communication, including diverse thought and ideas.
Hanold : Employees have tremendous adaptability to different management styles, as long as they believe their leader is authentic. When looking at great leaders, there are a few attributes that the most distinctive leaders share: They do what they say they will do; they are willing to be vulnerable; they are incredibly curious and ask the right questions; they treat others well; and they are genuine. When these attributes come together, it can establish incredible followership. That is, their team will walk through walls to help make them successful. What advice do you offer to young people beginning their careers?
Seenandan : Be courageous and take risks. Push yourself outside of your comfort zone. Keep learning and looking for growth opportunities. Work for a great boss and great colleagues who will support you. Ask for and act on feedback. Do work that you love with a company that you are passionate about.
Hanold: Hustle! Find what you love to do, and if you are not doing it, keep pivoting until you find it. Be curious and ask questions, not just now but throughout your life. Be vulnerable, ask for help. Find people who will give you candid feedback and keep them close. Connect and help people along the way. Be kind to everyone. Appreciate that the people who hold the organizational power rarely have the significant titles. Understand that organizational politics exist, but be non-political in your approach. Be selfless and in the spirit of “I’m going to enjoy the journey,” good things will happen.•
CULTURE AND TALENT CULTURE AND TALENT
Compassion, Innovation And Collaboration
EDITORS’ NOTE
Interview with Adriene S. McCoy, Senior Vice President and Chief People Officer, Baptist Health South Florida
Adriene McCoy oversees Baptist Health South Florida’s Human Resources department, including HR business partners, Total Rewards, HR operations, talent management/development and talent acquisition. Prior to joining Baptist Health in 2007, McCoy was regional director of employee relations at Tenet Healthcare, where she provided support to senior executives on employee relations, labor relations and workforce compliance matters. She serves on the Board of Advisors for Florida International University’s Center for Leadership, and the Board of Directors for Lotus House/Sundari Foundation, the Urban League of Broward County and Bakehouse Art Complex. She also is chair of the board for YWCA South Florida. McCoy has been recognized by the South Florida Business Journal with its Influential Women in Business Award, and the Black Professionals Network honored her with the 2021 Black Women in Excellence Award. She has also been awarded the HR Ring of Honor from the Greater Miami Chamber of Commerce and was named the Healthcare HR Executive of the Year in 2017 by HRO Today magazine. McCoy earned her master’s degree in human resources development and bachelor’s degree in business administration and management from Barry University in Miami.
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 Health’s culture?
If you ask anyone at Baptist Health what sets us apart from other healthcare organizations,
I can almost guarantee that they will say our culture. Our workforce is the engine behind our success and, ultimately, the reason for our high levels of patient satisfaction. We maintain a standing commitment to our employee and patient experience and to creating a warm and welcoming environment for all. We know that by taking great care of our team, we are able to deliver the best possible care to the communities that we serve.
What do you feel have been the keys to Baptist Health’s industry leadership?
As an organization, Baptist Health is grounded in a culture of compassion, innovation and collaboration. We’ve built a strong foundation by listening to our team members, responding to the changing needs of our communities, and always staying focused on delivering exceptional care to patients. Our ability to adapt to the ever-evolving healthcare environment while holding true to our mission has been a key driver of our industry leadership, both locally and on a national scale.
Will you provide an overview of your role as chief people officer?
As Senior Vice President and Chief People Officer of Baptist Health, I have the pleasure of overseeing the Human Resources (HR) Department, including HR business partners, Total Rewards, HR operations, talent management/development and talent acquisition.
“Our workforce is the engine behind our success and, ultimately, the reason for our high levels of patient satisfaction. We maintain a standing commitment to our employee and patient experience and to creating a warm and welcoming environment for all. We know that by taking great care of our team, we are able to deliver the best possible care to the communities that we serve.”
Adriene S. McCoy
An
Beyond that, I spend my days focused on making sure that Baptist Health is fostering a culture where people feel valued, supported, and inspired to grow. Whether it’s workforce engagement or talent acquisition, my day-to-day work centers on ensuring our people are positioned to thrive because at the end of the day, when our team thrives, so do our patients.
How important is it for the role to be engaged in business strategy?
Engagement in business strategy is critical to my role. Aligning our people strategy with the broader business goals ensures we continue to maintain top tier talent, build strong teams
and drive performance in a responsible, efficient, and sustainable way. Being at the table for strategic decision-making allows us to anticipate workforce needs, shape culture intentionally, and contribute meaningfully to the long-term success of the organization.
Will you discuss Baptist Health’s commitment to investing in diverse talent?
As an organization, we are committed to ensuring that our practices are aligned with our values and to fostering an environment where everyone feels valued, supported and connected. Our culture of belonging supports an inclusive, welcoming and collaborative atmosphere for our staff, patients and guests.
What do you tell young people about the type of career the industry offers?
I maintain that healthcare is one of the most purpose-driven and varied fields that anyone can pursue. I always tell young people that no matter your interests and strengths – whether it’s direct patient care, marketing and communications, technology, finance, philanthropy or business development – there is a place for you in this industry. It’s a space where you can wake up and make a meaningful impact every day. Beyond that, it’s a deeply fulfilling industry full of opportunity to grow, innovate and shape the future of care. At Baptist Health, we’re passionate about helping the next generation discover not just a job, but a calling.•
“Aligning our people strategy with the broader business goals ensures we continue to maintain top tier talent, build strong teams and drive performance in a responsible, efficient, and sustainable way. Being at the table for strategic decision-making allows us to anticipate workforce needs, shape culture intentionally, and contribute meaningfully to the long-term success of the organization.”
Baptist Health South Florida is the largest healthcare organization in the region, with 12 hospitals, more than 28,000 employees, and 4,500 physicians
CULTURE AND TALENT CULTURE AND TALENT
Building Future Leaders
EDITORS’ NOTE Marie Christine Padberg is a partner and the global co-leader of talent attraction at McKinsey, overseeing the firm’s fullcycle recruitment strategy and leading efforts to strengthen its talent brand. She also founded McKinsey’s Next Generation Women Leaders program which brings together and empowers hundreds of women each year as they shape their leadership journeys.
FIRM BRIEF McKinsey & Company (mckinsey.com) is a global management consulting firm committed to helping organizations accelerate sustainable and inclusive growth. It works with clients across the private, public, and social sectors to solve complex problems and create positive change for all its stakeholders. The firm combines bold strategies and transformative technologies to help organizations innovate more sustainably, achieve lasting gains in performance, and build workforces that will thrive for this generation and the next.
How do you describe McKinsey’s culture?
A career at McKinsey is challenging, and that is by design. From the day someone joins, we immerse them in situations that stretch their capabilities and push them to grow. Whether someone stays for two years or 20, we want them to look back and say their time here gave them skills and experiences they couldn’t have gotten anywhere else. Our learning never stops and there is an expectation that everybody needs to continue to grow.
Our people develop extremely quickly because they’re constantly tackling new, high-stakes problems –often helping clients solve challenges that, in some cases, have never been addressed before. They’re pushed to think creatively, experiment, and build truly new solutions. That kind of environment can be intense, but it works because no one is doing it alone. Every stretch experience is paired with hands-on apprenticeship and regular feedback, along with a very deliberate team environment that makes the process fun. These elements create a support structure that turns challenge into accelerated growth.
Elite athletes often talk about the importance of getting comfortable with being uncomfortable – operating at the edge of “this is hard.” It’s similar at McKinsey: you learn how to thrive when you’re pushing your limits.
Another important part of our culture is the early exposure colleagues get to senior clients. Our senior leaders are, of course, trusted advisors to the C-suite – but colleagues at all levels are included in those settings, apprenticed by more tenured teammates and contributing from day one. In many organizations, it can take years to earn that kind of access; here, it’s part of how we grow talent from the start.
Ultimately, it’s our ambition to create an environment where people grow faster than they could anywhere else in the world.
Will you provide an overview of your role and areas of focus?
I co-lead McKinsey’s global talent attraction function, which means I focus on how we show up to the world as an employer –how we define our talent brand, connect with candidates, and shape their experience throughout the recruitment process. This role is deeply entwined with the firm’s long-term future. The people we hire today aren’t just our next class of business analysts or associates – they’ll shape what McKinsey and the broader business community look like in 5, 10, 20 years.
What have been the keys to McKinsey’s success with its talent attraction strategy?
We’re fortunate to receive around one million applications each year, but we never take that for granted. We’re constantly reassessing how we find, evaluate, and connect with distinctive and diverse people to ensure we’re building the leadership McKinsey, and our clients, need for the future.
Over the past several years, we’ve deliberately broadened where we look for candidates as we believe distinctive talent can come from anywhere. This expanded reach has allowed us to bring in individuals from a wider range of backgrounds, and our firm is certainly better for it. At the same time, we’re evolving how we assess candidates’ potential throughout the recruiting process. As technology continues to reshape the way we work, we are acutely aware that the skills our people need will evolve rapidly so we’re placing even more emphasis
“Our people develop extremely quickly because they’re constantly tackling new, high-stakes problems – often helping clients solve challenges that, in some cases, have never been addressed before.”
Marie Christine Padberg
An Interview with Marie Christine Padberg, Partner and Global Talent Attraction Co-leader, McKinsey & Company
“As technology continues to reshape the way we work, we are acutely aware that the skills our people need will evolve rapidly so we’re placing even more emphasis on discovering intrinsic qualities – like adaptability, problem-solving, and curiosity.”
on discovering intrinsic qualities – like adaptability, problem-solving, and curiosity. We’ve found these traits are strong indicators of longterm success even as day-to-day tasks evolve. To support this, we’ve introduced new tools, like game-based assessments, which help us identify these qualities in ways that a CV or academic background alone never could.
At the end of the day, we’re focused on finding people with the drive, curiosity, and leadership potential to succeed here – whatever their background may be.
Will you highlight McKinsey’s commitment to the full cycle of an individual’s development and the firm’s focus on maintaining a strong alumni network?
Development is something we approach very intentionally. It’s not just about formal training – though we do offer robust learning programs for colleagues at all tenures. But, we’ve found that the most significant development gains come through real client work, a structured and rigorous approach to feedback, and apprenticeship alongside colleagues. From the start, we’re strategic about how we staff people to projects. We match colleagues to opportunities where they can both apply their strengths and stretch into new areas. As I mentioned, in many cases they’re tackling challenges that have no obvious answer, which accelerates their growth and helps them become comfortable working outside their comfort zones.
Apprenticeship is also central to how we operate. It’s not just about giving advice – it’s
about teaching in the flow of work and helping colleagues build the skills and judgment to lead independently. We invest a lot of energy into building apprenticeship skills across the firm and hold ourselves accountable for how well we develop others.
As for our alumni, we strive to maintain a strong connection long after colleagues leave the firm. Our alumni network now spans over 60,000 people, many of whom are leading organizations worldwide. We continue to learn from and collaborate with them.
Ultimately, our goal isn’t just to develop consultants – it’s to build future leaders who drive impact at McKinsey and long after they leave.
You founded McKinsey’s Next Generation Women Leaders initiative. Will you highlight this program and how you define its mission?
Yes, this is a program I care deeply about. We launched the Next Generation Women Leaders initiative in 2012 to support women early in their leadership journeys. The goal was to create a space where they could develop practical leadership skills, build confidence, and connect with others who were also thinking about how to shape their careers. It started in Europe as an in-person event, and has since expanded globally, combining in-person and virtual formats. It includes leadership development sessions, smallgroup workshops, and real conversations with McKinsey colleagues and peers. Thousands of women have taken part over the years. Some have gone on to join McKinsey, others have taken different paths. What matters most is that they leave feeling more confident about the
choices they want to make, and clearer about how they want to lead.
The mission has always been simple: to help turn ambition into action, and to show that leadership isn’t a fixed path. It’s something each person can define for themselves.
What advice do you offer to young people beginning their careers?
First, stay curious. It’s not about having all the answers right away; what really matters is your ability to ask good questions and keep learning along the way. Another piece of advice is to seek out mentors. There are so many people willing to offer guidance if you make the effort to ask. These relationships can make a real difference in how you grow and navigate your career. It’s also important to say yes to opportunities that challenge you. Some of the most pivotal moments in my own career came from stepping into roles or projects where I wasn’t entirely sure I was ready – but those challenges pushed me to grow. At McKinsey, we look for people who are eager to take on hard things and stretch themselves. Lastly, enjoy the journey. The early years of a career can be intense, but they’re also full of learning and growth. It’s a time to figure out not just what you’re good at, but how you navigate challenges, make decisions, and how you want to show up. Embrace the process – even when it’s tough – because every experience builds the foundation for the person and professional you’ll become. You’ll learn faster during this time than at almost any point in your career, so soak it all in.•
“Ultimately, our goal isn’t just to develop consultants – it’s to build future leaders who drive impact at McKinsey and long after they leave.”
HOSPITALITY HOSPITALITY
The View That Changes You
An Interview with Michael Williams, General Manager and Managing Director, SUMMIT One Vanderbilt
EDITORS’ NOTE Michael Williams is a global leader with more than 20 years of experience in running business and operations for world class brands including Disney, NFL, NHL and Formula 1. He is currently the General Manager and Managing Director of SUMMIT One Vanderbilt. Under Williams’ leadership, SUMMIT has redefined immersive experiences atop the iconic modern landmark and has welcomed over 7 million guests to transcend the ordinary and engage with space in a new way. Since opening in 2021, Williams has overseen SUMMIT’s success in the press with more than three thousand media placemethnts and over one thousand hosted media and influencer guests which has resulted in 51+ billion media impressions. Williams and his team have also generated over 450 million total Instagram impressions, and 1.1 billion total impressions across all owned channels. Williams also oversees the innovative experiences and cultural moments hosted at SUMMIT, recently including Apple Music’s official interview with Ariana Grande for the Zane Lowe Show and New York Stock Exchange Floor Talk as host Judy Shaw took the NYSE interview series on the road for the first time. Prior to SUMMIT, Williams was the President of the NFL Experience. He has served as CMO and Executive Vice President of Sales and Marketing with the Grand Prix of America, Formula 1, CMO and Senior Vice President of Sales and Marketing for the National Hockey League’s New Jersey Devils and Prudential Center, Vice President of Marketing for the National Football League’s San Francisco 49ers, and oversaw all sales and marketing for the Walt Disney Company’s Mighty Ducks of Anaheim.
contemplative and thrilling experiences across three floors, world-class food and cocktails from the Après bar and caf e , an outdoor terrace capped off by a thoughtfully curated boutique, and Ascent, the world’s largest outdoor glass elevator. This modern New York City landmark has been lauded worldwide and across industries with recognitions such as Tiqets Most Innovative Venue in the U.S., a Tripadvisor Travelers’ Choice Award, Architizer’s A+ Award in the Architecture & Art Category, Elle Magazine’s “Most Instagrammable Place In The World,” and inclusion on USA TODAY’s reader-voted list of the “10 Best Immersive Art Experiences in the U.S. to Visit in 2024.”
What was the vision for creating SUMMIT One Vanderbilt and how do you define its purpose?
SUMMIT One Vanderbilt was created as a one-of-a-kind destination that welcomes
all New Yorkers and guests to discover this amazing city from a new perspective and to forge meaningful connections with each other and the space around them. SUMMIT is truly the view that changes you.
A feat of innovation, SUMMIT ignites one’s curiosity by blending our breathtaking urban landscape and thoughtful architecture with immersive, multi-sensory artistic design unlike anything else in the world, offering an incomparable experience for all of our guests. We promise – you will be moved.
Will you provide an overview of the SUMMIT One Vanderbilt experience?
SUMMIT One Vanderbilt has become the world’s most immersive observatory experience, combining an unparalleled 360-degree perspective of New York City and beyond, multi-sensory artistic experiences created by Kenzo Digital, and modern architectural elements. Throughout three floors, SUMMIT sparks imagination, curiosity and creativity, as well as unexpected moments of awe. The SUMMIT journey takes off in
OBSERVATORY BRIEF Since opening in 2021, SUMMIT One Vanderbilt (summitov.com) has become the world’s most immersive observatory experience, combining unparalleled 360-degree views of New York City and beyond, multi-sensory artistic experiences created by Kenzo Digital, and cutting-edge technology. SUMMIT offers an unprecedented guest experience spanning art, design and sensory exploration from the highest accessible viewpoint in Midtown Manhattan. The 65,000 square-foot entertainment space boasts equally
SUMMIT One Vanderbilt (above and following pages)
Michael Williams
our captivating Rise elevators, quickly transporting guests to the 91st floor and into our iconic Transcendence room. A dramatic and expansive two-story space surrounded by mirrors and unobstructed views of Midtown Manhattan, it creates an illusion of infinite space and provides a multitude of perspectives through which to view the sky, the city, and each other. Our interactive and playful Affinity room is a favorite with guests of all ages, surrounding them in a sea of floating silver orbs while overlooking Central Park.
The 92nd floor is our mezzanine level, and features the thrilling Levitation, exterior transparent glass ledges that extend out 1,100 feet above Madison Avenue, with the bustling city streets directly below – a daring moment even for the most adventurous guests. On the 93rd floor, our sky-high cafe, Après, offers seasonal menus to be enjoyed on our outdoor terrace, and the visit concludes with a highly curated boutique and photo experience.
What have been the keys to the strength and success of SUMMIT One Vanderbilt?
We offer spectacular views and so much more that allow us to cater to and delight a diverse community of guests. Since opening, SUMMIT has welcomed over seven million guests from more than 207 countries and territories around the world. SUMMIT is a fully immersive art experience with unique elements for every type of guest, earning our inclusion on USA TODAY’s reader-voted list of the “10 Best Immersive Art Experiences in the U.S. to Visit in 2024.”
Every visit to SUMMIT can spark something new and unexpected. Whether visiting for an early sunrise event, taking in the evening light show at night, or joining one of the summer stargazing sessions with expert astronomers, each guest of SUMMIT will discover a new way to be moved and inspired.
Loved by influencers and content creators alike, many visit to capture stunning photos high above the city, and we’ve been named ELLE Magazine’s Most Instagrammable Place in the World. We invite our guests to be part of the art and their creativity shines through in their posts and online content.
We take the guest experience very seriously and prioritize finding and training the best team out there so that we can continually deliver a world-class experience for all our guests. We are proud of the industry accolades we receive. SUMMIT One Vanderbilt was recently named North America’s Leading Tourist Attraction by the World Travel Awards and was recognized by Tiqets as one of the Most Innovative Venues in the U.S.
Will you discuss SUMMIT’s culture of doing good and giving back to the community?
SUMMIT plays an integral role in supporting the New York City community through partnerships and cultural moments that benefit local organizations throughout the calendar year. Each spring, SUMMIT One Vanderbilt and SL Green welcome the FDNY Foundation for a charity stair climb event to raise money for training supplies and resources for local firefighters and EMTs. This year, with 330 climbers, the annual event raised more than $300,000 in support of firefighter and EMS physical fitness programs, safety education and equipment needs.
SUMMIT embraces the local arts community, offering its space as a platform for artists and music groups to perform. SUMMIT has welcomed performances from individual local musicians, nonprofit community music groups like Gaia Music Collective, and most recently the stars of Broadway’s WICKED as part of a larger partnership with the Broadway Green Alliance. We are committed to fostering strong community ties with New Yorkers by creating enriching public moments.
SUMMIT and its base building, One Vanderbilt, set the standard with environmentally friendly measures taken during construction and “green” practices put in place for everyday operation. One Vanderbilt has been credited as paving the way for all new smart and sustainable construction projects in New
York City by reducing energy consumption by approximately 26 percent. The building is encased with high-performance window glazing that improves insulation for heating and cooling efficiency and reduces energy waste, particularly through SUMMIT’s space lined with floor-to-ceiling windows. SUMMIT also utilizes a 150,000-gallon rainwater collection treatment system which reduces the demand for cooling tower water by about one million gallons.
How important has it been to build the SUMMIT One Vanderbilt team and to invest in training its workforce?
SUMMIT One Vanderbilt is more than a destination – it’s a vibrant community for both guests and our team members. Our team reflects the rich diversity of New York City at every level, creating meaningful connections with people from all walks of life and all corners of the world. At SUMMIT, our team members feel valued through our strong commitment to their personal and professional growth. We actively encourage development opportunities that fuel their passion and creativity – empowering them to deliver exceptional experiences to every guest.
On the topic of accessibility, we partnered with Accessible Travel NYC, the local authority on accessible travel, to produce informational videos highlighting the accessibility experience for onsite representatives to learn how best serve all our guests. Additionally, our highly trained Guest Experience team offers ASL interpreters and audio description capabilities for guests, as well as an option to arrange for a sighted guide by request to escort visually impaired guests through the experience.
How do you focus your efforts leading SUMMIT One Vanderbilt?
It’s not every day that you are given a chance to change the landscape of a city like New York – and we recognize the responsibility that comes with this kind of scale and notoriety to provide a best-in-class experience for all of our guests. As the General Manager of SUMMIT, my priorities are to offer unforgettable experiences for our guests while creating a positive workplace culture that sets our team members up for success.
For guests new or returning, New York locals or tourists from overseas, our goal is the same: to provide an incomparable experience that will move them. The immersive nature of the SUMMIT experience encourages every guest who walks through the doors to discover something unexpected, see things from a new perspective, and challenge what they have come to think of as ordinary.
At SUMMIT, we have worked hard to build a workplace culture that is uplifting at every level. Leading by example, I can see the drive and creativity that I put toward growing our brand reflected in the efforts of our team who arrive every day impassioned to deliver on the promise of our guests being moved at SUMMIT.
Coming from the experiential worlds of Walt Disney, the NFL, and F1, I have had a hand in developing brand positioning on a global scale and creating some of the most exciting cultural moments and events, while overseeing a motivated staff of diverse and talented individuals from all levels. My work with SUMMIT over the past four years has been instrumental in establishing the brand as a leading experiential attraction and
attracting some of the industry’s top talent, positioning us for global expansion in the years to come.
Will you highlight SL Green’s commitment and leadership in providing a worldclass hospitality experience?
SL Green Realty Corp. continues to work closely with our team at SUMMIT One Vanderbilt, for example, in growing its real estate portfolio on the possibilities of modern, mixed-use developments.
While the office buildings of the past were traditionally designed purely to provide service space to house companies and their employees, today office buildings like One Vanderbilt have become compelling destinations – offering unparalleled amenities, unique experiences, top-tier F&B offerings, unbeatable views, a distinct location of convenience, and overall a healthy work environment that today’s tenants are looking for.
SL Green takes pride in One Vanderbilt’s forward-thinking design, which sets a new benchmark and now serves as the blueprint for all future projects. This approach reflects SL Green’s broader portfolio strategy: staying ahead of the curve, setting industry standards, and leading the way in shaping the future of real estate.
SUMMIT Entertainment Ventures (SEV) –a new business venture between SL Green Realty Corp. and Kenzo Digital – announced a new SUMMIT planned to open in Paris. What can guests expect from this new SUMMIT destination?
As SUMMIT Entertainment Ventures’ (SEV) first major international project, Paris –the city of light, art, and timeless allure – was a natural choice. In Paris, guests can look forward to another unique and breathtaking experience that will echo the iconic New York location, yet will be just as unexpected. Paris is the ideal location for SEV to create a cultural adventure that reimagines how people engage with the city’s rich heritage and vibrant spirit.
With all of the recognition that SUMMIT One Vanderbilt has received, are you able to take moments to reflect on SUMMIT’s impact and success?
After welcoming over seven million guests to SUMMIT One Vanderbilt, witnessing those first moments of discovery and wonder as guests enter our space never gets old. SUMMIT allows multi-generational families to play together, complete strangers to bond over an awe-inducing moment, and our team members to be proud and passionate about the work they do. That is what makes it so successful.
Opening during the pandemic was a bold choice that allowed us to pave the way for New York City’s recovery. After an extended period of isolation during the pandemic, New Yorkers came out on the other side craving human connection and community-based experiences. SUMMIT provided just that – an opportunity to connect with one another in a completely immersive space – and we have been blazing trails ever since.•
Studio Museum of Harlem
The Frick Collection
New Museum Expansion
Perelman Performing Arts Center
Shed NYC
Louis Vuitton Trunks
Studio Museum of Harlem
The Frick Collection
New Museum Expansion
Perelman Performing Arts Center
The Shed NYC
Louis Vuitton Trunks
Louis Vuitton 57th Street Flagship
Jay Street
HOSPITALITY HOSPITALITY
A True Sense Of Place
An Interview with Mutluhan Kucuk, Complex Managing Director, Loews Miami Beach Hotel and Loews Coral Gables Hotel
EDITORS’ NOTE As Complex Managing Director for Loews Hotels & Co, Mutluhan Kucuk is responsible for the oversight and property management of the iconic Loews Miami Beach Hotel and the AAA Four Diamond Loews Coral Gables Hotel. Kucuk oversees all aspects of property management for Loews Miami Beach, the renowned 790-room, four-star, oceanfront resort located in the heart of South Beach. This includes daily hotel operations, financial performance, guest satisfaction and team member development. At Loews Coral Gables, Kucuk works closely with project partners Agave Holdings on hiring, space planning and process implementation for the 242-room property. A seasoned hospitality executive with extensive operations experience, Kucuk has been with Loews Hotels & Co for more than 20 years. He began his career at Loews Miami Beach, working in a variety of capacities in both rooms and food and beverage operations, which led to his 2013 Hotel Manager promotion. Kucuk played an integral role in the resort’s $50 million redesign, driving the reconceptualization of food and beverage offerings, managing key stakeholders, and implementing new operational programs as part of the hotel’s relaunch. In 2018, he took on a new opportunity as Managing Director of Nobu Eden Roc Hotel before returning to Loews Miami Beach in 2019 as Managing Director. In 2021, Kucuk assumed the role of Complex Managing Director adding Loews Coral Gables to his oversight, the second Loews Hotel in South Florida. Now, in 2025, Kucuk will once again play a vital role in the next chapter of Loews Miami Beach, overseeing the resort’s multi-million-dollar guestroom transformation. Over the course of his career, Kucuk has acquired a deep understanding of hotel operations and what it takes to create a winning culture. He has developed and mentored managers into executive roles both at the property level and within Loews Hotels as an organization. He is highly regarded within the industry and respected as a resultsdriven leader among his peers. Originally from Turkey, Kucuk holds a bachelor’s degree in business administration and management from Hawaii Pacific University and an MBA from Nova Southeastern University.
Will you provide an overview of Loews Miami Beach Hotel?
Loews Miami Beach Hotel is not only a flagship property within our brand, but also a cornerstone of the Miami Beach hospitality landscape. For over 26 years, we’ve proudly served as one of the pioneers in the market, playing a vital role in shaping South Beach into the global destination it is today. When we opened our doors in 1998, we helped set a new standard for luxury hospitality in Miami Beach. We’ve continued to lead ever since. With 790 guest rooms and suites, 65,000 square feet of versatile indoor and outdoor event space, and an unmatched oceanfront location, we deliver an experience that blends elevated comfort, personalized service, and a true sense of place.
Guests choose Loews Miami Beach Hotel because they know what to expect – thoughtful attention to detail, genuine hospitality, and a seamless connection to the energy, culture, and spirit of the city. Whether it’s a global
conference, a family vacation, or a special celebration, we deliver with consistency, care, and pride in the role we’ve played in the evolution of this iconic destination.
What have been the keys to Loews Miami Beach Hotel’s strength and leadership in the market?
The cornerstone of our strength and leadership is our culture, and I do not say that lightly. Culture is the thread that runs through every part of our operation, from the way we welcome a first-time guest to how we support each other as team members. It’s about creating a workplace where people feel seen, heard, and empowered. When our team feels valued, it translates directly to how we take care of our guests.
This strength of culture doesn’t just happen – it’s cultivated. It’s reinforced daily through communication, recognition, and leadership presence. I believe guests can feel that energy from the moment they arrive. It’s why so many guests return, and why our team remains passionate about what they do, even in a fast-paced, high-demand environment like
Mutluhan Kucuk
Loews Miami Beach Hotel
Miami Beach. Our culture is our differentiator and what keeps us strong, nimble, and ahead of the curve.
How valuable is it for Loews Miami Beach Hotel to have such a strong suite product?
Our suite product is incredibly valuable, especially in today’s travel climate where guests prioritize space, privacy, and personalized experiences more than ever. With nearly 100 suites across the property, including two dual-story Presidential Suites and two Vice Presidential Suites, as well as a variety of oceanfront and corner suites, we’re uniquely positioned to meet the needs of our most discerning guests. This breadth of suite offerings allows us to serve a wide range of travelers, from luxury leisure guests and multi-generational families to highlevel executives and C-suite VIPs. These guests look for more than just elevated accommodations; they look for and expect an experience that feels tailored, thoughtful, and seamless. Our suites offering delivers that and is a key driver of our guest satisfaction, loyalty, and overall market differentiation.
How has Loews Miami Beach Hotel approached its culinary offerings and what are the keys to being successful in this part of the business?
For us, food and beverage is more than just a service, it’s a core part of the guest experience and an extension of our hotel’s identity. We’re located in one of the most culturally vibrant cities in the world, and our culinary approach reflects that. It’s about flavor, freshness, and offering something that feels both elevated and approachable. Success in F&B starts with understanding our guests – what they want, what surprises them, and what keeps them coming back. From a business breakfast to a poolside lunch or a family dinner at Preston’s Market, every touchpoint matters. We focus on thoughtful menus, quality ingredients, great service, and consistent execution. But more than anything, we stay flexible. Tastes evolve and we listen, be it through guest feedback, team insights, or what’s happening in the culinary world around us.
In order to keep our offerings fresh and elevated, we recently added Rao’s to our culinary arsenal as our signature restaurant. The legendary Rao’s brand brings with it a rich legacy, timeless flavors, and an iconic reputation which perfectly complements our vision for delivering memorable, high-quality dining experiences.
We don’t aim to be trendy for the sake of it. We aim to be relevant, memorable, and consistently good. That’s what makes the difference. Will you highlight Loews Miami Beach Hotel’s strength in meetings and events?
Meetings and events are a major part of who we are, and an area where we truly excel. With more than 65,000 square feet of flexible indoor and outdoor space, from oceanfront terraces to sprawling ballrooms, we’re able to accommodate everything from large conferences and brand activations to intimate executive retreats and social celebrations. But what really sets us apart is our best-in-class sales
and operations teams. They’re the heart of our group business, bringing deep expertise, attention to detail, and a highly personalized approach to every program. They make the planning process seamless for our clients, while ensuring a memorable experience for attendees. From initial inquiry to the final toast, our teams work as true partners who anticipate needs, offer creative solutions, and deliver with consistency and care. That combination of a stunning setting, flexible venues, and a team that’s deeply invested in execution is what makes Loews Miami Beach Hotel a top choice for planners and groups from around the world.
Loews Miami Beach Hotel will undertake a major renovation this year. What can guests expect from the renovation?
We are embarking on a full guestroom and suite transformation that aligns with our long-term vision for the property, while also reinforcing our position as a market leader in luxury hospitality. This transformation is not cosmetic – it’s strategic. It’s about creating an elevated experience that meets the evolving needs of today’s traveler while future-proofing our product for years to come.
For this project, we’ve partnered with Meyer Davis, a world-class design firm renowned for creating refined, immersive spaces that feel luxurious and authentic. Their vision brings a fresh, contemporary take on coastal design, balancing clean lines, warm textures, and smart functionality. Guests can expect beautifully redesigned rooms and suites featuring sophisticated finishes, enhanced lighting, intuitive technology, and a color palette inspired by the natural elements of Miami Beach. Every detail is curated to enhance comfort, style, and a sense of place. This investment strengthens our competitive edge, deepens guest loyalty, and sets a new standard for Miami Beach.
How do you define the role of a general manager and how do you approach the role?
The role of a general manager is to set the vision for hotel operation, drive execution, and create the conditions for people to succeed. It’s about delivering operational excellence while cultivating a culture that supports performance, accountability, and pride in the work we do every day. My approach is rooted in clarity, consistency, authenticity, and trust. I believe in building strong teams, empowering leaders at every level, and ensuring everyone understands not just what we’re doing, but why. Success comes from alignment, and that starts with clear communication and a shared sense of purpose. At the end of the day, my responsibility is to lead a hotel that delivers results, not only through service and financial performance, but through culture. When the team is focused, motivated, and supported, the guest experience becomes an organic outcome of the environment we’ve created.
What advice do you offer to young people interested in pursuing a career in the hospitality industry?
My advice is to be curious, resilient, and patient. Learn every step of the way, and understand that a career in hospitality is a marathon, not a sprint. The most meaningful growth often happens gradually, through experience, consistency, and a willingness to embrace every opportunity, no matter how small it may seem. As you progress, stay humble and loyal to those who helped you get there. This is a peopledriven business and relationships matter, with your mentors, your team, and your guests. Hospitality will challenge you, but it will also reward you if you lead with integrity, listen more than you speak, and never stop learning.•
Loews Miami Beach Hotel Vice Presidential Ocean Front Suite living room
HOSPITALITY HOSPITALITY
The Crane Club Experience
EDITORS’ NOTE Jeffrey Katz is the Managing Partner of Crane Club in New York City. Prior to this, he was a partner at several revered New York City restaurants, including Crown Shy, SAGA, Al Coro, Overstory and Mel’s. Katz’s NYC career began at Del Posto, where he was General Manager for over a decade, and later was made Managing Partner. He earned a BA degree in marketing and entrepreneurship from Babson College.
Crane Club is helmed by Chef Melissa Rodriguez, who received two Michelin stars at Al Coro where she was partner and executive chef. After graduating from the Culinary Institute of America at Hyde Park, Rodriguez started her professional culinary career with Elaine Bell Catering and at Oceana. In 2006, she was hired as a line cook at Daniel Boulud’s flagship restaurant, Daniel, where she quickly rose the ranks to sous chef. After five years at Daniel, Rodriguez joined the team at Del Posto where she was soon promoted to Chef de Cuisine. Two years later, she was named Executive Chef.
Will you discuss your career journeys?
Katz : I started working at 15 as a dishwasher and fry cook – not the best combo, frying and washing dishes at the same time –so I didn’t stay there long. I moved on to a small, upscale Italian restaurant in my hometown and worked there through part of college. Halfway through college, I joined a Tuscan restaurant and eventually partnered with the chef to open a new place, where I served as the wine director. After graduating from Babson College – initially with no intention of staying in hospitality – I moved to New York City. About a month after Del Posto opened, I joined the team as a manager. Three years later, I became the General Manager, and we eventually earned four stars from The New York Times . In 2017, James Kent approached me to partner on opening Crown Shy, SAGA, and Overstory. We launched those while I was still overseeing Del Posto. When the pandemic permanently closed Del Posto, Melissa, an investor, and I took over the space and opened Mel’s, Discolo, and Al Coro. Al Coro earned two Michelin stars just three months in, but ultimately those concepts didn’t sustain long-term. We closed them and partnered with Tao Group to open Crane Club. Rodriguez: If you had asked me 25 years ago if I would be where I am now, I would have been very hesitant to say that I would still be working in the industry. But truthfully, I am stubborn, and I have always worked really hard
to not fail. It’s just something I stuck with. I graduated from cooking school and spent a few years in Sonoma, California. When I returned back to New York City, I really just wanted to be challenged and take my path seriously. I found myself working in a few very fancy restaurants. I became a sous chef at Daniel and after five years or so I decided to move on. I began what became a long stint at our current space. I was hired at Del Posto where after a few years I was promoted to Executive Chef. During my time at
Del Posto, I received a Michelin star and three New York Times stars. Del Posto closed during COVID. Jeff and I then took over the space and opened Mel’s, Al Coro and Discolo. We received two Michelin stars very quickly but that just wasn’t enough to make it, and we shuttered. We are now partnered with the Tao Group and have opened Crane Club.
When did you know you wanted to pursue a career as a chef?
Rodriguez: I started cooking young. I was a picky eater, and my mom – who worked a lot – would leave food for my sister and me to reheat. I didn’t love reheated food, so I started cooking for myself. She saw that interest and encouraged me to attend a summer program at the Culinary Institute of America (CIA) when I was 15. Afterward, I got a job at a local restaurant and worked toward enrolling at the CIA fulltime after high school. Before culinary school, I wasn’t sure if being a chef was something I could actually do well – I thought maybe I’d end up in nutrition. But once I was in a real kitchen, I realized I loved it. I didn’t start out knowing I’d become a chef – it evolved over time.
Jeffrey Katz
An Interview with Jeffrey Katz, Managing Partner, and Melissa Rodriguez, Chef, Crane Club
Melissa Rodriguez
Club located in West Chelsea
What has made the hospitality industry so special for you?
Katz: Honestly, I’ve been lucky to work with people I genuinely enjoy. It often feels more like being on a great team than a job. People in hospitality tend to develop strong interpersonal skills – basic things that make you a better human: saying please and thank you, greeting others before asking for something, holding doors, picking up things that aren’t yours. I love the pursuit of “the best,” “the warmest,” “the most thoughtful” experience. What one guest finds amazing, another might not – so the challenge is tailoring that for each person. That puzzle keeps it exciting.
What was the vision for launching Crane Club?
Katz : The idea was to strike a balance between the kind of high-level restaurants Melissa and I have created and the energy-driven, experience-focused concepts Tao is known for. We asked ourselves: Can we maintain exceptional food and service while infusing the energy and vibrancy that people have grown to expect from the Tao team? I think we’ve done just that, and the response so far has been really encouraging.
How do you describe the Crane Club experience?
Katz : It’s whatever you need it to be: Business dinner? We’ve got you. Friends visiting from out of town? Perfect. Date night, celebration, or just a bite at the bar – it all fits. We can dial up the wine service, tailor your dinner’s pace, or just serve great cocktails. It’s meant to be flexible but still elevated. Some people come seeking first rate cocktails, others the cuisine, and the wine people come for the list – some come with all these expectations, all in a room that is bustling and exciting.
How have you approached the menu offerings for Crane Club?
Rodriguez : The heart of the menu is our wood-fired grill – nearly everything touches it at some stage. We focus on seasonal ingredients, open-fire cooking, and dishes meant to be shared. It’s about creating food that feels both comforting and exciting.
table, and by putting those talents together, we’ve built something that otherwise we wouldn’t have been able to. Everyone knows their strengths, and we respect each other’s expertise. And this project required that we all step out of our comfort zones, but that’s where the magic seems to come from. It’s not always easy to get there, but the formula seems to be working so far.
is also about leadership and teamwork. It’s not just about making food look and taste great – it’s about mentoring, managing, and creating a space where others can thrive.
What do you tell young people about careers in hospitality?
Katz: I tell young people that hospitality is one of the most rewarding industries out there –if you’re passionate, resilient, and people-focused. It teaches you discipline, creativity, empathy, and how to lead under pressure. It’s not always an easy lifestyle, but if you’re driven by service and the joy of creating memorable experiences, the opportunities are endless. It’s a career where hard work truly opens doors –from dishwasher to owner, I’ve lived it. The other night an old employee of mine from over a decade ago approached me while I was dining in a new restaurant in Manhattan. When I met her so many years back, she was a porter in the restaurant, and now she is a captain in a new big swanky New York City restaurant. Back when she worked with me, she was just getting started, and she thanked me for all those years ago and helping her on her path. The more years I do this work, the more moments like that really can make it worthwhile. We spend so much time focusing on what needs to be better, unhappy customers, or unhappy employees. So, when someone learns and develops a career, it’s really special. Hospitality is one of the last apprentice style career paths. Anyone can do the work if they want to try and learn from their peers. You can come from all walks of life, you don’t need any specific schooling, and if you care, you can do it.
What has made the working relationship between the two of you work so well?
Will you discuss working with the Tao Group and the value this partnership has created?
Katz: We’ve managed to create that rare synergy where 1 + 1 = 3. Each side of the partnership has brought something unique to the
What advice do you offer to young people hoping to pursue a career as a chef?
Rodriguez : It’s a career built on hard work, dedication, and sacrifice. If having a “regular” work week is important to you, this might not be the right path. For me, it’s been crucial to stay curious and open to learning. A mentor once told me, “Keep your hands busy and your eyes and ears open.” That stuck with me. Being a chef
Katz: Time is the greatest teacher – and we’ve worked together for a long time. It’s kind of like a marriage, except we go home to different places. We balance each other out. You’ll rarely find us both in a bad mood at the same time – we take turns, and we’re good at pulling each other out of the mud when needed. When the going gets tough, which inevitably it does, we’re there for each other. I couldn’t see it any other way. I’ll also say around us are many people who have been with us through most of our careers, and that is a unique and special place to be.•
One of Chef Rodriguez’s signature dishes at Crane Club
HOSPITALITY HOSPITALITY
A Private Community At Sea
EDITORS’ NOTE Jessica Hoppe is President and Chief Executive Officer for The World , Residences at Sea, the largest privately owned residential mega yacht on Earth. She joined the company in February 2022 as General Counsel and Vice President of Strategic Alignment and was promoted to Chief Administrative Officer and General Counsel in August 2023. In April 2024, the Board of Directors appointed her Interim CEO and in June 2024 she was appointed President and CEO. Prior to joining The World as in-house counsel, Hoppe served as General Counsel and Senior Vice President for Crystal Cruises in Miami where she was responsible for all legal matters of Crystal Cruises and its affiliates up to the publicly traded parent company and was a member of various corporate boards. At Genting Americas Inc. in New York and Miami, she served as General Counsel, Secretary, and Senior Vice President of Governmental Affairs where she was responsible for all legal and corporate secretarial matters of Genting and its subsidiaries, including oversight of all litigation matters, and served as a board member of various corporate boards of the organization. She also held positions with Cleary, Gottlieb, Steen & Hamilton LLP, in New York and Balch & Bingham, LLP, in Gulfport, Mississippi and Birmingham, Alabama. Hoppe received a JD, cum laude , from Tulane University Law School and has a BA degree in German and biopsychology from the University of Michigan. She also attended the Program for Leadership Development at Harvard Business School.
COMPANY
What interested you in joining The World, Residences at Sea, and what made you feel it was the right fit?
When I first learned about The World, I was immediately drawn to its uniqueness, not just as a residential yacht, but as a true global community. It represents a bold, forward-thinking model for living, blending luxury, adventure and culture in a way I hadn’t seen anywhere else. The idea of shaping the future of this lifestyle –one that is constantly evolving, deeply personalized, enriches peoples’ lives, and is centered around human connection –was incredibly exciting to me.
How do you define The World’s mission and purpose?
This private community at sea offers the ultimate combination of luxurious and enriching travel with world-class amenities and facilities including impeccable culinary mastery in six restaurants, exceptional golf facilities, the only full-size tennis court at sea, swimming pools, a full-service spa, fitness center complete with personal trainers and physiotherapist, expert destination lecturers, library, cinema, hobby and game rooms, nondenominational house of worship and more. This strikingly beautiful ship provides gracious and personalized service for the families that call The World home, all customized to residents’ preferences in a warm and inviting ambiance much like that of a private yacht, well-staffed home or exclusive country club.
BRIEF Launched in 2002, The World ® (aboardtheworld.com) is the largest privately owned, residential yacht on Earth with 165 luxury residences. A diverse group of residents from 20 countries own the homes onboard and share interests in world cultures, history, and adventure, and exploring fascinating destinations. They circumnavigate the globe every two to three years following an extraordinary itinerary that they select. In-depth expeditions and one-of-a-kind experiences are complemented by world-class amenities and impeccable service.
Our mission is to enhance the lives of our international community by exploring the world from the comfort and safety of home aboard our exclusive residential yacht. Complementing that is our vision to be a valued home for every resident. To accomplish this we invest to preserve and enhance the function, elegant appearance and longevity of our ship; encourage and support the employment, development and retention of an exceptional management team, staff and crew; nurture an onboard culture of harmony, safety, service and security; attract and retain residents from around the world; consistently provide the highest quality personalized service; sail distinctive voyages of discovery to diverse cultures and the natural wonders of the world; provide robust high-speed global maritime connectivity and communications capabilities; and offer stimulating and varied educational, cultural, and destination experiences. The World is more than a residential yacht – it’s a global community of curious, engaged individuals who seek deeper connections with the places they visit. We exist to create meaningful cultural experiences, foster lifelong learning, and offer the ease and familiarity of home while traveling the globe.
Will you provide an overview of The World experience?
The World is the largest privately owned mega yacht on the planet with 165 luxury residences. It is the only ship of its kind in operation that is 100 percent residential. Our residents live either full- or part-time on board in beautiful private homes as we continuously travel the globe visiting the most remote locales on Earth.
At The World, service is defined by discretion, personalization, and anticipation. Every detail – from curated travel experiences and tailored dietary programs to the way a resident prefers their family photos are displayed in their living room – is thoughtfully managed to reflect each individual’s preferences and lifestyle. Life aboard The World is a rare blend of luxury, exploration, and cultural immersion – one that cannot be replicated on land. Residents awake every two to five days to a new port of call, with the opportunity to step directly into vibrant cities, remote landscapes, and diverse cultures, all from the comfort of their own home at sea. With extended time in port, our residents don’t merely visit destinations – they engage with them deeply through enriching shoreside excursions and exclusive local experiences. For those seeking even more discovery, our curated expeditions to the most remote and awe-inspiring corners of the planet, from the polar regions to the heart of the Amazon, offer truly once-in-a-lifetime encounters. This is a lifestyle where the journey is as meaningful as the destination. The ease of travel is unmatched. There is no packing and unpacking, no logistics to manage. Everything you need is already at home beautifully appointed, familiar, and waiting. In fact, many residents return to the ship with nothing more than a handbag or backpack in tow. It is effortless global living, elevated to an art form. Will you discuss The World’s commitment to sustainability?
Sustainability is not just a priority for us –it is a core tenet of who we are and how we operate. From the ship’s design to day-to-day
Jessica Hoppe
An Interview with Jessica Hoppe, President and Chief Executive Officer, The World, Residences at Sea
operations, every aspect of life aboard The World reflects a deep respect for the planet and the extraordinary places we visit. Our residents recognize the privilege of traveling the globe and are committed to being responsible stewards of the environment. They set high expectations for themselves and for our community, championing meaningful change from within. That commitment has earned us the respect of key organizations. Most recently, The World was honored with the IAATO Puffin Award (International Association of Antarctica Tour Operators), recognizing our contributions to Antarctic conservation and best practices in responsible tourism.
We strictly adhere to international environmental regulations, including those set by the International Maritime Organization (IMO), as well as the requirements of our Bahamian flag state. But we also go beyond compliance. This year, we are undertaking a major environmental milestone with the installation of shore power capabilities, allowing us to connect directly to port electrical grids and significantly reduce emissions while docked. This longplanned investment reflects our determination to advance cleaner operations.
In addition, we’re implementing meaningful technological upgrades across the ship from the installation of a more efficient bulbous bow to the full elimination of plastic water bottles on board. These initiatives are part of our broader “Our Green World” program, which guides our ongoing efforts in waste management, energy efficiency, and sustainable sourcing. The World was designed from its inception with sustainability in mind, not only in how the ship is
constructed and operated, but in how our residents live aboard it. We are proud to be setting a standard for what environmentally responsible travel can look like, and even more proud to be part of a community that expects nothing less.
What has made supporting local communities and philanthropy such a part of The World’s values?
With the entire globe on our itinerary, it is only natural that our residents view themselves not only as travelers, but as stewards of the planet. A core part of The World’s philosophy is to leave every place better than we found it, a commitment that guides both our environmental practices and our engagement with local communities. Supporting local communities is deeply woven into the fabric of life aboard The World . Our residents are global citizens who care deeply about the impact they leave behind. We regularly donate food, clothing, and furnishings – contributions that are especially meaningful in remote regions where access to basic supplies may be delayed for months. These donations often fill critical gaps and foster goodwill in places that are rarely touched by global infrastructure.
Cultural connections are equally important. We frequently invite local performers on board to share their traditions and collaborate with regional chefs to bring authentic culinary experiences to our residents. Through philanthropic partnerships, community-led excursions, and immersive cultural exchanges, we seek to uplift and engage meaningfully with every destination we visit. In some ports, residents have even opened their homes to host community events, forging lasting relationships that
bridge shipboard life and the communities we encounter around the world.
What do you feel are the keys to effective leadership and how do you approach your management style?
To me, effective leadership begins with listening and ends with action. On a vessel like The World , where every resident has a voice and every experience is personalized, it’s critical to lead with empathy, clarity and vision. I see my role as a collaborator and an enabler –empowering teams, anticipating challenges and ensuring we are always a step ahead in delivering exceptional experiences. Leadership isn’t just about vision; it’s about connecting with people and building trust. The most effective leaders, in my experience, are those who ensure that teams not only understand what needs to be done, but also the why behind the decisions being made. Effective leaders stay relentlessly curious and never stop learning. They take the time to understand their business from the ground up – immersing themselves in every aspect of the industry, learning from experts, and surrounding themselves with smart, forward-thinking people. True leadership is built on a foundation of deep knowledge, the courage to step outside your comfort zone, and the humility to recognize where you need to grow. Embrace challenges as opportunities to stretch yourself and gain new insights. Most importantly, surround yourself with the right support system – both personally and professionally – and listen to the voices that lift you higher.
What are your priorities for The World as you look to the future?
A top priority is our focus on sustainability. Being an environmental steward and continuing to expand on the sustainability initiatives that we have already undertaken is foremost. We will enhance our operational efficiency with technology while maintaining the highest standards of service and sustainability, ensuring we remain ahead of industry trends and continue to provide an exceptional living experience for our residents. We also wish to continually strengthen the relationships and communications with our residents. The World is their home so it’s important that we have a very direct connection with them to ensure that we’re responding to their needs and offering them everything they could ever desire. At the very heart of our organization’s success is our crew, many of whom have been with us since the ship’s inception. We will continue to attract and retain highly skilled and motivated employees both on board the ship and in our Florida corporate office.
We are focused on communicating the distinction that The World is not a cruise ship but rather a home within a community where residents live (and work) aboard and travel the globe. We aim to broaden awareness of our luxury brand, the ship’s unparalleled luxury lifestyle and the ease of travel that is so attractive, and which is not possible on land. There’s no packing and unpacking required as everything is already at home.•
The World
HOSPITALITY HOSPITALITY
Welcoming Guests Like Family
EDITORS’ NOTE
An Interview with Darryll Adams, Managing Director, Loews Philadelphia Hotel
Darryll Adams joined Loews Hotels & Co as the Managing Director of Loews Philadelphia Hotel (loewshotels.com/ philadelphia-hotel) in January 2023. Adams is also the First Vice President of the Greater Philadelphia Hotel Association. He has a stellar hospitality track record and an impressive tenure in hotel operations. Prior to Loews, he was Area General Manager for Marriott Residential Operations, overseeing the day-to-day operations of more than 300 luxury branded residential units. He previously spent three years as General Manager of The Ritz-Carlton Philadelphia, during which the hotel completed a successful multi-milliondollar renovation. Adams has more than 25 years’ experience working with The Ritz-Carlton Hotel Company in various operational leadership roles. In addition to The Ritz-Carlton Philadelphia, he also worked for some of the
most recognized hotels and resorts within the brand, including The Ritz-Carlton Amelia Island, The RitzCarlton Golf Resort in Naples, The Ritz-Carlton Naples, and The RitzCarlton Tyson’s Corner. Adams began his career in hospitality in 1988 as Security Supervisor of the J.W. Marriott Hotel in Washington, DC.
Will you provide an overview of Loews Philadelphia Hotel?
Loews Philadelphia Hotel is a four-diamond property and is the home of America’s first savings bank, Philadelphia Savings Fund Society (PSFS). The hotel is also considered to be one of America’s first skyscrapers. With 581 guestrooms, a full-service restaurant, Bank & Bourbon, serving inherently American food, a grab-and-go organic market and a stateof-the-art fitness center, the hotel has everything you need whether you are traveling for
business or pleasure. It is also home to the iconic 33rd floor, boasting unparalleled city views and the perfect backdrop for any type of meeting, special event, or simply a photograph. Ideally located in the heart of Center City, Loews Philadelphia Hotel is directly across from the Pennsylvania Convention Center, and within walking distance of the Reading Terminal Market, Independence Hall, Philadelphia Museum of Art, and Barnes Foundation to name a few of the city’s most popular attractions.
What have been the keys to Loews Philadelphia Hotel’s strength and leadership in the market?
Loews is a leader in the market. Having just celebrated its 25th anniversary as a Loews in Philadelphia, the hotel is known by all and its iconic PSFS lights on the roof is a huge part of the city skyline and can be seen from 20 miles away. We welcome our guests like family whether they are visiting for the first time or fifth.
Darryll Adams
Partnerships are also at the core of our values and our business. From that, the brand has recently created a new hotel program and initiative focused around partnerships called Local by Loews Hotels. We are proud to partner with a local art gallery, Morton Contemporary, showcasing artists and their work in our lobby over select Thursdays.
How valuable is it for Loews Philadelphia Hotel to have such a strong suite product?
When in need of a little more space in which to stretch out, you’ll find exactly what you’re looking for in our suites. Our stylish Philadelphia hotel suites offer more space, more seating and, of course, more luxury. They’re the perfect solution for a business traveler hosting a small meeting and also for families traveling with children. Enjoy an updated hotel suite that’s uniquely furnished, extremely comfortable, and timelessly stylish.
How has Loews Philadelphia Hotel approached its culinary offerings and what are the keys to being successful in this part of the business?
At Loews Philadelphia Hotel, sustainability is woven into the fabric of every dining experience. The brand just launched Freshly Rooted by Loews Hotel, an initiative that is part of the property’s broader commitment to offering natural, healthier food options, with a focus on responsibly sourced ingredients free from artificial additives. By partnering with local, trusted purveyors, Loews Philadelphia Hotel ensures that all ingredients – whether meat, dairy, produce, grains, or beverages –are Certified Humane, free from antibiotics, hormones, and steroids, and fully traceable to their origin. This dedication to sustainable
sourcing not only supports the environment, but also promotes the well-being of guests and the local community.
Will you highlight Loews Philadelphia Hotel’s strength in meetings and events?
We’re all about excellence here at Loews Philadelphia Hotel. Our building was the first
skyscraper in the United States, and we continue to strive for greatness with every meeting and event we host. The hotel has 47,000 square feet of flexible function space, including three beautiful ballrooms with extensive pre-function space. We’re especially proud of our 33rd-floor space, where the city skyline unfurls before your eyes.
With state-of-the-art A/V service, award-winning catering, and a top-notch team of meeting professionals, we’re a natural choice for Philadelphia events of any size. That’s not just an opinion: we’re proud winners of the prestigious Gold Key Award from Meetings & Conventions magazine, as well as the Successful Meetings Pinnacle Award.
How do you define the role of a general manager and how do you approach the role?
My role is to provide the vision and leadership needed for the entire team to achieve success. The way I see it, my most important responsibility is to ensure that my teams have the knowledge, training, and tools to provide our guests with exceptional service as well as an experience that keeps bringing them back to the Loews Philadelphia. It’s to continue to reinforce the family culture that Loews Hotels stands for. In my role, I am tasked with managing the present and executing the future. What advice do you offer to young people interested in pursuing a career in the hospitality industry?
It has to be in your heart, you have to love taking care of others, be creative and always know that your main job is to take care of the people who you select to take care of your guests. •
Presidential Suite 3118 bedroom
Bank & Bourbon restaurant
HOSPITALITY HOSPITALITY
Elevating Humanity’s Well-Being
An Interview with Kimberly Rossi, General Manager, Miraval Austin Resort & Spa
EDITORS’ NOTE Kimberly Rossi has more than 20 years of leadership in all aspects of multi-million-dollar business operations within luxury 5-star hotel, resort, and destination retreat environments. At 18, she ventured into health club membership sales while pursuing education in personal training and teaching aerobics. At 24, Rossi embarked on a yearlong journey to Tuscany, Italy, where she worked alongside a spa industry pioneer, gaining invaluable insights and foundational knowledge of the business. Returning to the U.S., she capitalized on this experience and began working at destination spas catering to influential women in Washington, DC, Baltimore, and Lake George, New York where she refined her leadership skills and attained a certification as a yoga teacher. In 2000, Rossi was recruited to develop day spas in the Westport, Connecticut region, where she led two projects from inception to full operational management and established a yoga studio. In 2005, she was
hired by Cranwell Resort, a distinguished Four Diamond Historic Hotel in Lenox, Massachusetts where she managed a team of 100+ spa professionals while achieving its inaugural $3 million annual revenue milestone while also attaining an Ayurvedic Consultant certification. In 2007, Rossi was recruited by the RitzCarlton as Spa Director in Puerto Rico and became a subject matter expert for Marriott in the Caribbean and Latin America and served on the International Advisory Council. In 2011, she was recruited by Gideon Putnam Hotel in Saratoga Springs to lead their revitalization efforts for a historic mineral springs spa, where she increased revenue by $1 million. In 2015, Rossi joined the leadership team at Art of Living Retreat Center in Boone, North Carolina where she was commissioned to oversee all retreat center and hotel operations as well as leading an expansion, which increased retreat center revenue by $12.5 million, and repositioned the Center as a premier Ayurvedic destination.
PROPERTY BRIEF Miraval Austin Resort & Spa (miravalresorts.com/austin) is a luxurious wellness retreat nestled in the picturesque hill country of Austin, Texas. The resort boasts 117 rooms with magnificent views of Lake Travis and Texas Hill Country. Miraval Austin’s Life in Balance Spa is an 18,000-square-foot award-winning spa dedicated to enriching the mind-body connection. Guests can enjoy a variety of wellness experiences including yoga, meditation, fitness classes, hiking, biking, and equine activities. The Hilltop Crossings Kitchen provides nutrient-dense, farm-to-table meals inspired by seasonal produce from the on-site Cypress Creek Organic Farm. The property features two infinity pools, a Body Mindfulness Center, and more than 20,000 square feet of indoor-outdoor event space. Miraval Austin is grounded in mindfulness, with a mantra that “life is better when in balance.”
What excited you about the opportunity to join Miraval Austin Resort & Spa?
Miraval Resorts began in 1995, the same year that I started my career in the spa industry, working for one of the founding members of ISPA. There were about a dozen of these “destination spas” as they were called during this time. As time went
Kimberly Rossi
Miraval Austin Resort & Spa (above) and its Arrival Center (top right)
on, the spa industry blossomed making spa more accessible and available as every health club, hotel, and salon offered elements of the spa experience. Throughout my career, I have led the wellness component in health clubs, day spas, hotels, resorts, and retreat centers all while personally taking a deep dive into wellness – studying, practicing, and teaching Vedic Science. It has been wonderful to witness the destination spa/wellness resort revival and the union of Hyatt acquiring Miraval. When the opportunity to join this iconic brand presented itself, it was as if my career had come full circle, and it was an invitation to come home. It is my life’s purpose to elevate humanity’s well-being.
How do you describe the Miraval Austin Resort & Spa experience?
The Miraval Austin experience is a transformative and personal wellness experience designed to nurture the connection between body, mind, and spirit. The property is set on over 280 acres of land in the tranquil Balcones Canyonlands Preserve and combines luxurious accommodations with immersive activities like equine therapy, mindfulness workshops, and outdoor adventures. Each stay is customized, allowing guests to unplug, reflect, reconnect in a naturally serene setting – and truly meet them where they are.
How has Miraval Austin Resort & Spa approached its restaurant/food and beverage offerings?
The culinary offerings at Miraval Austin embrace a holistic and mindful approach to dining, and seamlessly integrate wellness, sustainability, and artistry. The resort’s Hilltop Crossings Kitchen dishes out seasonal, predominantly plant-based menus, sourcing ingredients from our on-site Cypress Creek Farm and local foragers to support the farm-to-table philosophy. Complementing this, the Life in Balance Culinary Kitchen allows guests to experience immersive sessions like cooking classes and
mixology workshops that help them foster a deeper connection to food and its preparation. Will you highlight the Life in Balance Spa’s approach to balance and wellness?
The property’s award-winning spa draws on its nurturing setting within the Balcones Canyonlands Preserve to lend a personal approach to well-being, where humans take care of humans through energy and physical touch. The approach here is to offer a naturally inspired serene setting that extends an opportunity for guests to experience a combination of innovation, relaxation, and tradition with experiences and sessions that honor nature, nurture
the body, and refresh the soul. Austin-specific spa experiences include Austin Apothecary Massage, Crystal Energy Balancing, Motherto-Be experiences, and more.
Will you discuss Miraval Austin Resort & Spa’s focus on offering personalized service and a customized guest experience?
We strive to extend a completely personalized experience for every guest arriving at Miraval – whatever journey they’re on. An integral part of that takes place pre-arrival, where our Experience Planning team will work with each guest to dive deeper into their intentions ahead of their visit and help craft an itinerary that will support those desires.
How do you define the role of a general manager and what are the keys to being effective in the role?
The role of a general manager in a wellness resort is to be a leader, teacher, and provider leading a culture of accountability, open communication, and synergy. It involves teaching how to support a guest’s well-being journey and creating an environment for colleagues to flourish, all while generating a healthy gross operating profit. Providing the opportunity for all those that step on property to be well physically, mentally, emotionally, and spiritually is also essential.
What advice do you offer to young people interested in building a career in the hotel industry?
Your wage is an exchange for fulfilling your job description. When you help others get what they need and want, you get what you need and want. And when you anticipate the expressed and unexpressed wishes of guests, colleagues, your leader, and your business –from your heart – more than you can imagine happens. Serving others is not beneath oneself; it is a true honor and privilege.•
View from the Miraval Austin Resort & Spa pool
HOSPITALITY HOSPITALITY
Creating Lasting Memories
EDITORS’ NOTE Upon concluding his professional baseball career, Brian Packin landed a coveted position with esteemed nightlife innovators, the Gerber Group. During his tenure with the company, he was integral to its success as opening General Manager of Stone Rose Lounge in Manhattan’s Time Warner Center. In 2009, Packin, with wife, Carrie, launched City Nights Hospitality opening its flagship award-winning 48Lounge. In 2015, Packin and City Nights Hospitality were asked by world-renowned developers, Related Companies, to join the distinguished Time Warner Center restaurant and bar collection, as Operating Partners and Creators of the Award-Winning Ascent Lounge. City Nights Hospitality’s success and numerous accolades can be directly attributed to Packin’s multi-faceted experience within up-market nightlife and dining, as well as his exceptionally high standards for product and service quality.
Former dancer, model, and FIT fashion consultant, Carrie Packin, values her relationships throughout the entertainment, television and fashion Industries. Her extensive network and experience in production have all helped
attract City Nights Hospitality’s consistently trendsetting, sophisticated and discerning clientele.
COMPANY BRIEF City Nights Hospitality is committed to providing an experience where luxury meets comfort, product meets quality, and service meets kindness. Every City Nights Hospitality location is designed to be a hybrid lounge and event venue that provides a uniquely transitional, entertaining atmosphere, set to impress the most refined professionals as well as the most sophisticated late-night and weekend social celebrators. Every detail, from the venue’s lighting and interior design to the progressive food menu, invites a refreshing and all-encompassing approach to upscale cocktailing, dining and entertaining.
Will you discuss your career journeys?
Brian : Having had a successful amateur baseball career breaking records at the University of Connecticut, I had ambitions of becoming a major league baseball player. I played one year of minor league baseball and had trouble hitting the curveball. I knew it was
time to find a new career path. I instantly fell in love with nightlife after my playing days were through and started working for Rande Gerber at Whiskey Blue at the W New York on 49th and Lexington. I was immediately hooked on the industry and quickly became a student of the business. Shortly after beginning my nightlife career, I became the youngest GM in the company opening Stone Rose in the landmark Time Warner Center in 2004. During that same year and in that venue, I fell in love and asked Carrie out on our first date. Carrie and I said “I do” in 2006 and opened 48 Lounge, our first cocktail lounge and event venue, together in 2009 and won the Zagat Award of Excellence for product and service. We were asked to come back to Time Warner Center and take over the Stone Rose operation by Ken Himmel, then with Related Company, to partner and launch Ascent Lounge in 2015, which has since become our most successful and coveted hospitality location to date.
Carrie: Many years of dance training and my love of being on stage led me to become a professional dancer and model. I won competitions such as Talent America, filmed television commercials and music videos, as well as traveled domestically and abroad for various editorial, runway, and FIT jobs. Through this successful career, I developed strong skills for marketing myself by remaining consistent and working hard. As a FIT model, I focused my efforts on learning as much as I could about design, production, and the inner workings of corporate brands. I worked for both successes and failures all while getting paid to do it. New York became my largest market for accounts and being in my early 20s, I got to experience the vibrant New York nightlife scene which gave me the opportunity to meet and fall in love with Brian and with hospitality.
What do you feel are the keys to building a leading hospitality company?
Brian : We have always made the guest experience first and have hired teams that care and focus on the same overall goals that help consistently execute our visions and create lasting memories. Having a powerful and ever-expanding network who have supported our businesses for nearly 20 years has been a key ingredient to our success. The love of traveling and experiencing new things has allowed us to evolve from a market standpoint giving us goals, inspiration, and vision on how we
Carrie and Brian Packin at Ascent Lounge
An Interview with Brian Packin, Co-Founder and Partner, and Carrie Packin, Partner and Creative Director, City Nights Hospitality
can continue to enhance and elevate from a product, aesthetic and service standpoint.
How do each of you focus your efforts leading the business?
Carrie: Brian and I wear various hats when overseeing our business and are constantly cross-checking with one another on a daily basis about the week’s most important tasks. However, we do keep some separation of responsibilities: I focus on brand development, product, marketing, aesthetics, and finance and Brian’s focus is on sales, operations, and new business opportunities. One thing we both focus on together – and is part of our secret sauce –is the guest experience and love of networking within our venues. You will often find us on the floor meeting new guests and sending out food and beverages for our friends to build new bonds and build loyalty.
What was your vision for launching Ambassador by City Nights Hospitality?
Carrie : With 16 years of experience in Midtown Manhattan servicing elite corporate clientele for presentations, network receptions, and large-scale events, the owner of 1251 Avenue of the Americas, Mitsui Fudosan, and the property manager, Hines, approached us with an opportunity. After being tasked with getting tenants to fully return to the office as well as building recognition and appreciation for the building’s most precious investments – its premiere stateof-the-art amenities – Ambassador by City Nights Hospitality was conceived.
Ambassador by City Nights Hospitality is a full-service hospitality concierge and production company that provides a warm and inviting approach to cultivate a thriving community within world class corporate buildings. At 1251 Avenue of the Americas, which is one of Ambassador’s premiere accounts, we focus on providing the building reception, concierge, and messengering services as well as producing building events for
celebrating milestones and holidays as well as presentations and reveals of their newest and best building amenities. We are creating a warm, inviting, elevated approach to their day-to-day tenant interactions and experiences by cultivating a community that not only comes back to the workplace, but enjoys it.
Did you always know that you had an entrepreneurial spirit and desire to build your own business?
Brian : My father was an entrepreneur and I always respected that he worked for himself and was a self-starter. I witnessed the dedication and commitment it took to be successful working for yourself. Being an entrepreneur was exciting to me and something I thought I could be successful at by utilizing some of the key skills and focus that it took to be successful at such a high level in baseball. My goal was always to branch out on my own and, as our careers progressed, Carrie and I shared the same vision of hospitality and success so when the opportunity presented itself to open our own space, it seemed like a natural graduation for us to join forces and open our first venue together. This was 48 Lounge that we operated for nearly 16 successful years, winning various awards for our product and service.
You are engaged in philanthropic work and support many causes. Will you discuss this work?
Carrie : We use the venues as a vehicle to host various nonprofit events that support worthy causes, and the reality is that we get such a sense of fulfillment when we are able to do this. One such organization is the Navy Seal Foundation. For the past five years, we’ve been fortunate enough to host their annual welcome reception for active and retired Navy Seals and their families along with gold-star families at our premier venue,
Ascent Lounge. Seeing such heroes and their loved ones enjoying themselves in our home for that one night is so rewarding and has inspired us to accept the honor of being on the Navy Seal Foundation’s host committee for the New York Gala. These warriors and their families lay their lives on the line on a daily basis and sacrifice everything and ask for nothing in return. To be able to help raise awareness and funds to support such heroes and their families has become part of our life’s mission.
I am most proud of being a founding board member of the Silverstein Dream Foundation which focuses on supporting research for medical advancements and cures as well as education and prevention in the medical and pharmaceutical spaces. This has given us the opportunity to continue to work with amazing people such as our best friends, Patricia and Roger Silverstein, as we help to support and raise funds for incredible organizations and foundations such as the Diabetes Research Institute, National Jewish Health, Institute Marie Curie, and the Iowa University Institute for Vision Research, just to name a few. The Silverstein Dream Foundation is inspiring a new generation of givers and leaders which will keep our and our family’s passion and commitment for philanthropy burning for many years to come.
What has made the working relationship between the two of you work so well?
Brian : Having just celebrated our 19th wedding anniversary and 17th year of being in business together, the key ingredient is love –the love and respect for one another, the love for raising our two daughters together, the love for hospitality, and the love for our partners, teams, and guests and creating lasting memories for all who have come through our doors in the past, present and future.•
Ascent Lounge
HOSPITALITY HOSPITALITY
Celebrating Creativity, Expression And Style
An Interview with Marshneil Bharadwaj, General Manager, Andaz 5th Avenue
EDITORS’ NOTE Marshneil Bharadwaj is the newly appointed General Manager of Andaz 5th Avenue, bringing nearly 20 years of global hospitality experience across India, Bali, Dubai, the Bahamas, and New York City. A Hyatt veteran known for her people-first leadership and passion for cultural immersion, she has held key roles at Grand Hyatt Baha Mar and most recently led Gild Hall, a Thompson Hotel, to notable success. In her role at Andaz 5th Avenue, Bharadwaj oversees operations and guest experience and drives localized programming that reflects the creative spirit of Midtown Manhattan. Her leadership is defined by curiosity, empathy, and a commitment to delivering immersive, personalized hospitality.
Will you provide an overview of Andaz 5th Avenue and how the property is positioned in the market?
Andaz 5th Avenue is a luxury lifestyle hotel and holds the title of the Andaz flagship property in the heart of Midtown New York. Located just a few steps from Bryant Park and The New York Public Library, the quintessentially New York property celebrates creativity, expression and style with touchpoints and programming that elevate the guest experience, from indulgent food and beverage offerings to its ‘Artist in Residence’ initiative. Featuring 184 rooms, include 54 suites of which six have terraces overlooking the grand façade of The New York Public Library, the property is also home to an underground, bistro-bar-inspired culinary experience – The Bar Downstairs – that celebrates fresh local flavors and a creative cocktail program. Andaz 5th Avenue offers a zen escape amid the bustle of Midtown Manhattan, infusing the guest experience with a blend of understated design and inspired novelty that promotes wellness and sustainability throughout – from our guest rooms and suites, to The Bar Downstairs, to our event space, Apartment 2E. We welcome globetrotters and locals alike who prefer a unique, authentic, and inclusive haven to express their personal style.
How valuable is it to have such a strong suite product and do you see this as a differentiator for Andaz 5th Avenue?
A unique differentiator for Andaz 5th Avenue is the proportion of suites in our
inventory and the variety among the suites themselves. This, of course, commands a premium rate and increases with every tier of suite category. Our two-bedroom suites have a loyal following given the many executive and high-profile guests we host as their needs often require more space, exclusivity, and the personalized touches which our suites offer. In addition to being accommodating, these suites can be used for small meetings and receptions, further expanding the options our guests and clients have while giving us more opportunities to provide truly personalized service. Additionally, their minimalist design by Tony Chi allows for greater flexibility, which our guests appreciate. Perhaps our most popular rooms are the Wellness Suites, which feature unique amenities and experiences that help guests maintain their well-being while traveling. These suites were developed in response to a growing trend and desire among travelers for more wellness-focused products
and amenities, and we’ve seen an overwhelmingly positive response to this enhancement.
How has Andaz 5th Avenue approached its restaurant/food and beverage offering, and what are the keys to being successful in this part of the business?
At Andaz 5th Avenue, food and beverage is a key expression of our brand, with The Bar Downstairs & Kitchen serving as a Gastropubinspired hideaway offering tapas-style plates, craft cocktails, and a curated wine list. Our menus are constantly evolving to reflect seasonality and local flavors, from rotating small plates to playful, city-inspired offerings like our New York Happy Meal – a perfectly chilled martini paired with house-cut fries. Designed to feel like a neighborhood favorite, The Bar Downstairs blends authenticity, creativity, and consistently high-touch service to resonate with both locals and global travelers. Continuous evaluation of our offering keeps our experience from stagnating and gives our guests and patrons something new while maintaining a consistent and reliable standard of delivery.
Marshneil Bharadwaj
Andaz 5th Avenue’s The Bar Downstairs & Kitchen
Will you highlight Andaz 5th Avenue’s meeting and event capabilities?
The second floor holds Andaz 5th Avenue’s meeting and event space which has been aptly named Apartment 2E due to its residential, homelike layout – reminiscent of a New York opulent and grandiose Penthouse. Once guests exit the elevators on the second floor, the expansive open kitchen is the first thing that comes into sight. Designed as “the heartbeat” of the 6,400 square-foot meeting and event space, everyone is invited to be a part of the action. The hotel boasts five total indoor meeting spaces with ultimate urban sophistication. The spaces range in size and include The Great Room, The Kitchen, The Courtyard & Lounge, The Study, and The Boardroom. The Courtyard is one of the very few spaces in New York City which provides a retractable roof and an exclusive spot for all our guest activations during high profile meetings and weddings.
Will you discuss Andaz 5th Avenue’s focus on offering personalized service and a customized guest experience?
The key is to emphasize how the hotel anticipates, adapts to, and exceeds individual guests’ expectations through thoughtful and tailored interactions. At Andaz 5th Avenue, we rely on guest history, preferences, and feedback which we gather through World of Hyatt (our loyalty program), guest surveys, and, perhaps most impactful, through direct interactions with our guests. We also invest a lot of time in training and empowering our teams to make real-time decisions. Small touches from remembering guest names to leveraging personal details and preferences elevate the service offering from a transaction to emotional affinity and loyalty. I believe that simply talking to our guests builds stronger connection and trust. While technological
improvements and AI-powered recommendations offer greater convenience, nothing can substitute the personal touch.
An important aspect of delivering personalized service to guests is personalizing the experience of our internal guests: our colleagues. Treating the team as internal guests means listening to their day-to-day needs, supporting their aspirations, and creating an environment where they feel valued and empowered. We support this through tailored onboarding plans when colleagues are hired, and develop the
experience through regular check-in conversations, internal surveys, and an open-door policy to ensure that every colleague has a voice. We listen to understand and provide actionable support through genuine recognition, work-life balance, and flexibility. We strongly believe that service starts from within, and when we treat our people like guests, they will pass the same spirit of care and pride on to every guest who stays at Andaz 5th Avenue.
Our guiding principles are Hyatt’s values –Respect, Empathy, Experimentation, Well-being, Inclusion and Integrity – and they help us create lasting memories at Andaz 5th Avenue for our guests, colleagues, and leadership.
What excited you about the opportunity to lead Andaz 5th Avenue and made you feel it was the right fit?
This opportunity was the right alignment of my leadership style and the hotel owners’ vision. The Takenaka Corporation, which owns Andaz 5th Avenue, values authenticity and dedication, and this is reflected in their approach to design, celebration of heritage, and promotion of sustainability – all of which I strongly support. My background in luxury hospitality also made this the right fit as I was able to relate to the Andaz brand, which represents a bold approach to luxury as a lifestyle and celebrates individuality, creativity, and deep connections to place. And this opportunity allowed me to blend operational excellence with culture curation. Andaz guests are sophisticated, curious and design conscious, so they seek originality – this excites me because it pushes me to remain agile in my leadership and continuously evolving my approach to service delivery. I saw this role not just as managing another property, but leading and shaping a cultural landmark in the heart of Manhattan. Leading this hotel represents a platform where I can contribute meaningfully to the guest journey, develop the brand story, and support the growth and success of an exceptional team.
What advice do you offer to young people interested in building a career in the hospitality industry?
I think it’s most important to keep in mind that a career in hospitality is not a typical “9 to 5” job, and not one where someone comes in just to collect a paycheck. It involves selflessness and a highly empathetic approach to service and care which may not always be recognized or reciprocated. I’ve been in this industry for 24 years and with Hyatt for 20 years, and I have been excited to go to work every day – this industry offers so much growth, development, and opportunity but also challenges you didn’t think possible, and it all builds a stronger version of yourself. But to truly embody that, you must be open-minded and prepared to embrace new ideas and diverse perspectives every day. It’s a lot of hard work, but you’re working with other passionate, devoted, and supportive people who are not just colleagues – they become lifelong friends and a global network throughout your career. These lasting connections are irreplaceable and unlike any you will find in other industries.•
Andaz 5th Avenue city view suite (above); a dining nook at Andaz 5th Avenue (below)
e area between where the painting ends and the wall begins is, indeed, of the utmost importance. It can make all the difference in how artwork is experienced. And, when it comes to historical expertise, craftsmanship and artistry, it’s an area in which Eli Wilner & Company truly excels. Which is why the finest art collections, museums and galleries, including the White House, e Metropolitan Museum of Art and the Smithsonian American Art Museum, all turn to Eli Wilner & Company to craft masterpieces for their masterpieces.
Eli Wilner & Company exactingly restores antique frames to their former glory. He creates replica frames that are so precise
they often exceed the standards set by the artists and the expectations of the collectors.
Eli Wilner frames become an integral part of the art and his team of skilled craftspeople and conservators have been creating frames with the purest artistic and historical vision, one at a time, for more than thirty-five years.
During that time, Eli Wilner’s own collection has grown to more than 3,500 antique frames and 10,000 historical photographs. Yet it is his uncanny ability to get inside the artist’s mind, see the work through their eyes, feel the sensibility of their era, that has taken these exceptional resources to the next level. To maximize the beauty, historical accuracy and value of your next project, consult with Eli Wilner. And experience a perfect pairing of painting and frame that is an art form in itself.
Honoring A Man, A Vision, And A Heritage
An Interview with Federico Ziviani, Chief Executive Officer, Gerald Charles
EDITORS’ NOTE Since 2019, Federico Ziviani has served as the Chief Executive Officer of independent watch company Gerald Charles, which was previously sold to his family in 2003 by Mr. Gérald Charles Genta. Since a child, he has always been involved in the industry as his father, Franco Ziviani, was Audemars Piguet Italy Chief Executive Officer. Born and raised in Milan, he earned a bachelor’s degree in business administration and management at Bayes Business School, and a MS degree in computer science at UCL University in London. He specialized in machine learnings, artificial intelligence, and blockchain networks. His passion for the watchmaking industry inspired him to take the leadership of the family business and continue to grow the legacy of the Maison Gerald Charles (gerardcharles.com).
and commitment to excellence. In 2019, having grown up in a family passionate about technical excellence and high-end watchmaking, I could not do anything else than think about relaunching the Maison. I took over as CEO with a clear vision: to relaunch the Maison.
We’ve since grown from zero to thirty team members, partnered with over 70 retailers worldwide, and now produce 1,500 timepieces annually.
From the very beginning, my family was personally chosen by Mr. Genta to be involved with Gerald Charles,
Will you discuss the history of Gerald Charles?
It’s a story of passion, and I’m very glad you asked. Since childhood, I’ve been immersed in the world of watchmaking through my family, often accompanying my father to Audemars Piguet meetings with passionate professionals and engineers.
I can tell you the story of our brand, but the most important thing is to make you understand that everything we create at our brand stems from a common origin: Gérald Charles Genta. This origin can be summed up in three words: inspiration, passion, and technical performance.
Our brand, Gerald Charles, has a unique origin: it was founded in 2000 by the legendary designer Gérald Charles Genta, regarded as one of the most influential figures in modern watchmaking. After selling his eponymous brand, he created Gerald Charles as a final expression of his artistic genius and technical mastery. The brand bears his first two names, symbolizing a deeply personal project. Mr. Genta was a close friend of my father, now Chairman of the company. In 2003, he entrusted the brand to our family with the wish that my father would lead it. While my father was CEO of Audemars Piguet Italy at the time, my uncle, Giampaolo Ziviani, became General Manager. Mr. Genta remained Designer-in-Chief until his passing in 2011. Since then, we’ve honored his legacy by preserving his design philosophy
making us one of the very few partners he ever selected in his illustrious watchmaking career.
We are proud to own a vast archive of Mr. Genta’s unpublished designs and personal creations from the last 11 years of his life. In celebration of our 25th anniversary, we’ve opened part of this archive to the public through an excellent exhibition at our Geneva Atelier and in select cities. Many of these designs remain unpublished, serving as a long-lasting source of inspiration and a treasure trove for the Maison’s future development. Today, our mission is to view this treasured archive not as a vault of the past, but as the starting point for developing the future of the brand. We remain steadfast in carrying forward Mr. Genta’s legacy of artistic creativity and technical mastery into the future.
How do you define Gerald Charles’ culture and values?
At Gerald Charles, our culture is a balance of creativity, technicality, and deep respect for heritage. From the very beginning, we have embraced the exceptional and innovative craftsmanship and artistic vision that Mr. Gérald
Federico Ziviani
Maestro GC39 25th Anniversary (left), a tribute to 25 years of excellence; Gerald Charles donates unique Maestro GC39 Remaster featuring Opal stone (above) to Action Innocence for Christie’s Rare Watches Auction; Maestro GC Sport Crafted in ultra-light darkblast titanium (opposite page)
Charles Genta established. His design philosophy continues to inspire everything we do. For us, a Gerald Charles timepiece must always meet the highest standards of quality, the most sophisticated shapes, and superior design language. But beyond that, two essential things are ergonomic excellence and versatility. We believe a watch should not only be a masterpiece of design and technical achievement, it must also feel perfect on the wrist and suit a variety of lifestyles and occasions. Whether it’s worn during formal events or daily life, it should always offer comfort, elegance, and adaptability. Our commitment is not just to creating extremely high-performance timepieces, but also to building lasting relationships with our collectors and partners. Integrity, authenticity, and innovation are values that guide every decision we make. In everything we do, we aim to honor the extraordinary legacy that Mr. Genta entrusted to us while continuing to look forward and shape the future of Gerald Charles.
How important has it been for Gerald Charles to maintain a family feel as it has grown?
For us, keeping a family spirit alive isn’t just important, it’s everything. It’s the soul of Gerald Charles. What makes this brand truly unique is the legacy that lives within it. In 2003, Gérald Charles Genta personally chose Franco Ziviani, my father, to carry forward what he had created. That wasn’t a business decision; it was a sign of deep trust, friendship, and shared vision. Franco had worked closely with Mr. Genta and knew him not just as a master designer, but as a man
driven by pure creativity. Today, he continues to serve as our Chairman, guarding that original spirit like a keeper of the flame. As for me, I grew up breathing this world, attending watch industry dinners, sitting in on meetings, and slowly falling in love with the details, the precision, the beauty of haute horlogerie. Leading Gerald Charles isn’t a role I stepped into; it’s a legacy I chose to embrace out of passion and deep personal connection. That’s why, even as we grow, we remain a family at heart. It’s not just about preserving a culture – it’s about honoring a man, a vision, and a heritage that continues to inspire every watch we create.
Will you provide an overview of Gerald Charles’ collections?
Our signature collection is the Maestro, instantly recognizable by its unique asymmetric case shape, which lies between a square and an octagon, and is unique in watchmaking. Inspired by 17th century baroque architecture in Rome by the Swiss-born Italian architect Francesco Borromini, it is defined by its irregular shape and the “smile” at 6 o’clock, a reflection of the concavity of the monument’s façades. The Maestro collection combines elegance with technical sophistication, featuring models in precious metals, such as 18K rose gold, in grade 5 titanium, and with various complications and movements. It is also characterized by the use of the vulcanized rubber strap, combining comfort, durability, and a distinctive sporty-elegant aesthetic.
The Masterlink was launched last year at Watches & Wonders. The name Masterlink clearly indicates the Maison’s intent to maintain a strong connection with the founder’s creative vision as this is the evolution of the last known integrated asymmetric bracelet designed by Mr. Genta. The design draws inspiration from a unique bespoke timepiece created in 2007 for the Royal Family of Sarawak, fully pavé-set with rubies and diamonds. The Masterlink is a contemporary interpretation of the integrated bracelet watch and combines Gerald Charles’ signature design codes with modern versatility. Its sleek and smooth lines bracelet links offer a refined yet sporty appearance, ideal for both casual and formal occasions. It has been recognized as a piece with a strong design language, combined with the most advanced watchmaking engineering.
All our watches are 5G shockproof, 100-meter water-resistant and feature 50 hours of power reserve. We also developed our own standard of ergonomics, the Ergonteq, which guarantees high levels of comfort and a perfect weight distribution on the wrist.
Based on the feedback we receive daily, Gerald Charles is recognized as one of the bestin-class watchmaking brands and one of the most influential and fastest-growing names among independent brands.
Where do you see the greatest opportunities for growth for Gerald Charles?
The U.S. has become a key market for Gerald Charles since our official entry in 2023. With over 13 points of sale now established across the country, we are currently focusing on
expanding to the West Coast to further strengthen our retail presence.
Today, Gerald Charles has established a presence in various parts of the world through our growing retail network. As we continue to expand, we see significant opportunities for growth in the Asian market, where we are focusing on opening new authorized dealers and strengthening our distribution. At the same time, we remain committed to increasing our brand awareness globally, ensuring that collectors and enthusiasts worldwide become more familiar with the distinctive design, heritage, and craftsmanship that define Gerald Charles. Strengthening our bespoke offerings and collaborating with like-minded partners will also play a crucial role in our future growth, always with the goal of exceeding the expectations of our discerning collectors.
Will you highlight Gerald Charles’ focus on after-sales service and maintaining client relationships?
At Gerald Charles, we place a lot of importance on after-sales service and building longterm relationships with our clients. We understand that purchasing a timepiece is not just a transaction, but the beginning of a lasting connection. Our dedicated after-sales team ensures that each client receives personalized support, whether it involves servicing, repairs, or bespoke requests. We are committed to providing an exceptional ownership experience that reflects the same care and craftsmanship we put into creating our watches. This approach has helped us cultivate a loyal and passionate community of collectors worldwide.
What are your priorities for Gerald Charles as you look to the future?
Looking ahead, my priorities are to continue innovating in design and technical craftsmanship while preserving the distinct identity of Gerald Charles. We have established a long-term vision through our 2030 Plan, which includes the introduction of one new complication each year, an ambitious yet focused goal that reflects our commitment to horological excellence.
We prioritize quality over quantity: our annual production will remain limited to around 1,500 pieces to maintain the highest standards of craftsmanship. Rather than increasing volume, we will expand our offering through the introduction of new models that remain faithful to our aesthetic and technical values.
Since it’s our 25th anniversary, we’ll be celebrating with events in select cities around the world, including Dubai Watch Week, which we’ll be attending this November. We’ll have a large stand-alone presence featuring innovative experiences and masterclasses.
Expanding our global reach, particularly in markets where there is growing interest in independent high watchmaking, is also a key objective. At the same time, we aim to deepen our engagement with collectors through exclusive events, limited editions, and personalized experiences. Above all, my priority is to ensure that every Gerald Charles timepiece continues to reflect the creativity, precision, and elegance that define our brand.•
WINE & SPIRITS LEADERS WINE & SPIRITS LEADERS
Pushing The Boundaries Of Creative Winemaking
An Interview with Jesse Katz, Founder and Head Winemaker, Aperture Cellars and Devil Proof Vineyards
EDITORS’ NOTE Early adventures to legendary vineyards and wineries around the world with his family and father, photographer Andy Katz, gave Colorado-native Jesse Katz a profound respect for the creativity and art of winemaking. It was through his father’s work that he recognized and fell in love with the importance of terroir, balance, and the beauty of a winemaker’s influence – setting him on a path he has pursued ever since. Today, he creates distinct and nuanced wines for his brands, Aperture Cellars and Devil Proof Vineyards, while serving as a consulting winemaker for some of the world’s elite wine programs. Since his debut as a first-generation talent out of college, Katz has emerged as one of the most exciting – and accomplished – winemakers globally. His diverse experience spanning over 24 harvests at wineries, along with a passion for travel, fueled his aspiration to learn from the best in the industry. After graduating from Fresno State’s Department of Viticulture and Enology, he spent time studying at Pétrus in Bordeaux, Screaming Eagle Winery and Robert Foley Winery in Napa Valley, and Viña Cobos and Bodega Noemia in Argentina. In 2010, he became the youngest head winemaker in the U.S. at Lancaster Estate. During his five-year tenure there, he orchestrated the building of the new Roth winery, production facility, and tasting room. Behind the scenes, he received 90+ scores on every wine scored by The Wine Advocate and secured Lancaster Estate’s inclusion on the list of Wine Spectator’s Top 100 Wines. In 2013, Wine Enthusiast named Katz one of its 40 Under 40 Tastemakers, and he also earned the distinction of becoming the first winemaker on the Forbes 30 Under 30 list. He has served as a consulting winemaker for some of the biggest names in entertainment – including Von Miller, Tony Hawk, and Justin Timberlake. In 2017, Katz’s wine collaboration with Shep Gordon, under The Setting Wines label, earned the designation as the most expensive 750 ml bottle of wine in the world ever sold. He then broke his own record in 2021, when a 6L of his Cabernet Sauvignon sold for $1 million, setting the world record for most expensive bottle of wine ever sold. Katz’s wines have garnered superlative recognition over the years from the top wine critics in the industry. The Aperture Chenin Blanc has earned the highest
Wine Enthusiast rating for the varietal in the history of California. In 2021, his work with Devil Proof’s Farrow Ranch vineyard led him to joining the elite group of winemakers receiving 100 points from both Robert Parker’s The Wine Advocate and Jeb Dunnuck. Katz has gained multiple 100-point scores not only for his Devil Proof brand, but also for Aperture. He finds joy in utilizing his craft to raise funds for charitable causes, nonprofits, and charity events. Devil Proof, Aperture, and The Setting Wines actively donate and participate in a large variety of charitable auctions, donating numerous cases of wine and custom winery experiences to causes they firmly believe in each year. Katz has raised over $7 million for charities and foundations since starting his brand and has recently joined the Board of Directors for the SommFoundation, an educational-based nonprofit benefiting professionals in the wine and spirits business.
WINERY BRIEFS Aperture Cellars (aperturecellars.com) champions a range of stunning Bordeaux style wines from Sonoma. Founded in 2009 by winemaker Jesse Katz, Aperture wines are crafted from unique, cool-climate vineyards in Sonoma’s top regions for Bordeaux varietals. Wanting to craft wines on par with the quality and refinement that are so integral to a Bordeaux, the winery set roots in Sonoma, believing it offers the best of both worlds: new-world fruit and old-world elegance.
The vineyard-designate wines produced for the Devil Proof (devilproofvineyards.com) labels offer interpretations as singular expressions of each site – of grapes grown within the ecosystems of those vineyards. Those vines are well-tended throughout the growing season, from winter pruning and springtime bud break to summertime bunch growth and fall harvest. Devil Proof remains the highest-rated California Malbec by the top wine critics, including Wine Advocate , Wine Enthusiast and Wine Spectator
Jesse Katz
Aperture Cellars May 2025 launch party for its new Collage wine (above and opposite page)
What have been the keys to Aperture’s success?
Aperture’s success is a reflection of the extraordinary team that has come together around a shared vision – a team driven by passion. Aperture’s innovative approach blends cuttingedge technology with an artistic, terroir-driven philosophy, elevating underappreciated regions like Alexander Valley. Earning the first 100-point Cabernet Sauvignons from Alexander Valley and receiving global recognition for producing the highest-achieving Malbecs in the United States are milestones that speak to the dedication and talent of everyone involved. While we’re honored by this acclaim, we remain focused on continuing to grow, learn, and push the boundaries of what’s possible for luxury Sonoma County wine.
Will you provide an overview of Aperture’s wines?
We produce elegant, balanced Bordeaux varietal wines from traditionally cooler climates for the varietals, drawing from a diverse collection of vineyard sites across Alexander Valley and Sonoma County. The portfolio is organized into three distinct tiers: the Soil Series, which features focused blends from single soil-type origins; the Site Series, showcasing single-origin wines from uniquely placed vineyard sites; and the Estate Series, highlighting small-lot wines crafted from estate-owned vineyards selected for their exceptional character. In May 2025 we launched the next chapter of the Aperture journey with Collage, a wine that pushes the boundaries of creative winemaking.
What can customers expect from Collage?
Collage is the evolution of my work with Aperture – a deeply personal project that brings together the finest vineyard lots from over 200 acres across five Sonoma County appellations.
For each vintage, I carefully select from more than 300 individual lots with the finest elements from that vintage to craft two wines: a Proprietary Red and a Proprietary White that embody the depth and diversity of Sonoma’s terroir. Collage is a true boundary-pushing creative endeavor, one that expresses the artistic sensibilities that drew me to the craft of winemaking in the beginning of my journey.
What was your vision for creating Collage?
Collage is the wine I’ve always aspired to create – a true culmination of years of exploration, artistry, and craftsmanship. It represents the best of what we’ve achieved, drawing on an extraordinary range of vineyard lots that our team has meticulously cultivated for over a decade. With the advanced tools of our custom-built winery, we set out to craft a wine that redefines creative expression in winemaking. The label design is a visual extension of this vision – a layered, artistic tribute to both structure and spontaneity. It features a collection of photographs taken by my father, Andy Katz, from around the world. Each image is a piece of our journey, capturing the diverse stories and landscapes that define Aperture wines. Together, they form a collage that reflects the essence of our portfolio.
What has made the wine industry so special for you?
Within the wine industry, there is a deep-rooted respect for the land, a commitment to preserving tradition while embracing innovation, and a genuine sense of community among those who grow, make, and share wine. It’s an industry built on passion, patience, purpose, and that’s what continues to inspire me every day. Each vintage is a chance to blend nature, craft, and creativity into something truly meaningful and evolving. I have a deep respect for the land and Sonoma County’s unique and diverse terroir, and I’m constantly inspired by the collaboration with growers, artisans, and creatives who share this journey with me. •
A Conversation with Candace Bushnell
EDITORS’ NOTE Candace Bushnell is the critically acclaimed, international best-selling author of Killing Monica, Sex and the City, Summer and the City, The Carrie Diaries, One Fifth Avenue, Lipstick Jungle, Trading Up, and Four Blondes Sex and the City, published in 1996, was the basis for the HBO hit series and two subsequent blockbuster movies. Lipstick Jungle became a popular television series on NBC, as did The Carrie Diaries on the CW. From Sex and the City through eight successive novels, Bushnell has revealed a gift for tapping into the zeitgeist of any New York minute. Bushnell grew up in Glastonbury, Connecticut, and moved to New York City at age 19. She attended Rice University and New York University, and began her professional career at 19 when she wrote a children’s book for Simon & Schuster. Throughout her twenties, Bushnell developed her trademark style as a freelancer, writing about women, relationships and dating for Mademoiselle, Self Magazine, and Esquire. In 1990, she wrote a column that would become a precursor for Sex and the City, called The Human Cartoon, a fictional serial published in Hamptons Magazine. She began writing for the New York Observer in 1993; in November of 1994, she created the column Sex and the City, which ran in the New York Observer for two years. The column was bought as a book in 1995, and sold to HBO as a series in 1996. Bushnell hosted a radio show on Sirius Satellite Radio, called Sex, Success, and Sensibility, which aired from October 2006 to October 2008. She wrote and created a web series, The Broadroom, starring Jennie Garth, which launched in September 2009. Through her books and television series, Bushnell’s work has influenced and defined two generations of women. She is the winner of the 2006 Matrix Award for books, and a recipient of the Albert Einstein Spirit of Achievement Award.
Will you discuss your career journey?
When I started writing Sex and the City, I had already been writing professionally for 15 years. I first started writing and being published when I was 19 years old, and was writing for women’s magazines always trying to get a column. I wrote pieces that were really the same as Sex in the City – it was ostensibly journalism, but it was really fiction. I developed this style of writing about people in New York – money, power, sex, and women. When you wrote for women’s magazines, nobody took you seriously. I also wrote for the New York Observer which had a male audience and my work was suddenly deemed more important, even though it was no different from what I was writing for the women’s magazines. I developed a comedic voice over years and years of writing, not having any money and struggling in the early days, but was able to make a very modest living – enough to cover the rent and a couple of pairs of shoes.
My work in the New York Observer got me noticed, and I started getting calls from Hollywood. HBO was interested, ABC was interested, three movie companies were interested. At this time, I was also writing for Vogue and I met Darren Star, and we happened to have the same agent. They said that Darren wanted to buy Sex and the City, which he did, and this was a great fit since he is a great showrunner. HBO and ABC were still interested, and he ended up going with HBO.
When did you know that Sex and the City was something special?
When I got the column in the New York Observer, I knew it was my big break because at that time it was the hottest publication. I knew it was a big opportunity for me, and everyone read the column which is what led to it being sold to television.
What interested you in doing your one-woman show, “True Tales of Sex, Success and Sex and the City”?
It was an opportunity that came up. It is the origin story of how I created Sex and the City, why I invented Carrie Bradshaw, and all of the things that happened to me afterwards. Women seem to love the show and find it very inspiring. My goal is to shake up the whole relationship dynamic between men and women. I think that women should be making the money – I say to women, “Be your own Mr. Big.” I think that the dynamic is starting to change, and this is the first time I am seeing women question heterosexual relationships which, in general, don’t work for women.
It is about disrupting heterosexual relationships, and disrupting men’s expectations of these relationships. Women have changed, and men haven’t changed – there is still a huge amount of sexism. Women feel that they are ignored and that their needs aren’t met. In many of these relationships, the woman ends up giving up a lot, and the man gets taken care of. Marriage is very good for men, not that great for women. I am not saying it can’t work, and it does work if you have the right people, but I feel strongly that the dynamic needs to change.•
Candace Bushnell
MICHELANGELO
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